MARICOPA COUNTY FY 2015 Annual Business Strategies ADOPTED BUDGET Credits Board of Supervisors Denny Barney, District 1, Chairman Steve Chucri, District 2 Andrew Kunasek, District 3 Clint Hickman, District 4 Marie Lopez Rogers, District 5 County Manager Tom Manos Deputy County Manager Budget Director Sandra L. Wilson Deputy Budget Directors Brian G. Hushek 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 • SAFE COMMUNITIES – Maricopa County will support safe communities and neighborhoods by providing access to a timely, integrated, and cost effective smart justice system. • REGIONAL SERVICES – Maricopa County will provide best-in-class regional services, both mandated and of concern to citizens, while coordinating with municipalities, other local jurisdictions, and communitybased entities to consolidate services and avoid duplication, when applicable. • GOVERNMENT OPERATIONS – Maricopa County will deploy an effective and efficient infrastructure to implement streamlined policies and procedures to improve delivery of services and promote a healthy workplace and a fully engaged workforce. • GROWTH AND ECONOMIC DEVELOPMENT – Maricopa County will be innovative in leveraging its resources, adaptive in its regulatory policies and practices, and proactive in its public relations to attract, promote, and support the growth of business enterprises to produce a vibrant and balanced regional economy. • FISCAL STRENGTH AND RESPONSIBILITY – Maricopa County will continue to efficiently manage County resources and engage in effective fiscal planning with integrity and transparency to promote financial stability and economic prosperity for Maricopa County residents. Adopted by the Maricopa County Board of Supervisors, May 5, 2014 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Table of Contents Table of Contents Motions Motions Executive Summary 1 2 Transmittal Letter Transmittal Letter Strategic Plan Revenue Outlook Property Taxes Expenditure Uses 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 Compensation and Human Resources Employee Benefits Conclusions 3 5 6 8 9 10 11 12 18 19 21 22 23 24 County Profile Introduction History County Seal and Flag Climate and Topography 25 25 26 27 Population Local Economy and Business Environment Educational Opportunities Transportation Infrastructure Cultural and Recreational Amenities County Government County Organization Chart Board of Supervisors Other Elected Officials Judicial Branch 28 28 30 30 31 32 33 34 35 35 Budget at a Glance Introduction The Budget as a Policy Document 39 39 i Maricopa County Annual Business Strategies FY 2015 Adopted Budget Table of Contents Organizational-wide Financial and Programmatic Policies and Goals Short-term Financial and Operational Policies That Guide Budget Development Goals and Objectives of Organizational Units Budget Priorities and Issues The Budget as a Financial Plan Fund Structure and Appropriations Revenues, Expenditures, and Other Financing Sources and Uses Major Revenue Sources, Trends, and Underlying Assumptions Fund Balances The Capital Budget Associated Impacts of Capital Spending Debt Service The Budget as an Operations Guide Organizational Structure Performance Measurement Organizational Charts Personnel The Budget as a Communications Device Other Planning Processes Budget Processes Communicating with Charts and Graphs Revenue and Expenditures Classifications Table of Contents Glossary Acronyms The County and Community It Serves The Annual Business Strategies Document 39 40 40 43 43 43 45 45 45 46 46 47 47 47 47 47 47 48 48 48 49 49 49 49 50 50 50 Strategic Direction Strategic Business Planning Philosophy and Cycle SBC Cycle: Planning SBC Cycle: Budgeting SBC Cycle: Delivering SBC Cycle: Analyzing and Reporting SBC Cycle: Evaluating and Improving Results Countywide Strategic Plan 2015-2018 Mission Vision Core Values Strategic Priorities and Goals 51 52 53 53 53 53 54 54 54 54 55 FY 2011-2015 Strategic Plan – Final Report FY 2011-2015 Strategic Priorities and Goals FY 2011-2015 Strategic Priority 1: Safe Communities FY 2011-2015 Strategic Priority 2: Access to Justice ii 56 57 57 59 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Table of Contents FY 2011-2015 Strategic Priority 3: Public Health FY 2011-2015 Strategic Priority 4: Individual Empowerment FY 2011-2015 Strategic Priority 5: Sustainable Environment FY 2011-2015 Strategic Priority 6: Effective Economy FY 2011-2015 Strategic Priority 7: Quality Transportation FY 2011-2015 Strategic Priority 8: Citizen Satisfaction FY 2011-2015 Strategic Priority 9: Fiscal Strength FY 2011-2015 Strategic Priority 10: Quality Workforce 60 63 64 68 70 71 72 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 Financial Statement 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 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 91 91 91 91 92 92 92 92 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Table of Contents Budget Adoption Tentative Adoption Final Adoption Property Tax Levy Adoption Fiscal Year 2015 Budget Process Fiscal Year 2016 Budget Process Budget Adjustment Process Programmatic Budgeting 92 92 92 93 93 93 93 93 Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund Type Sources and Uses of Funds Reconciliation of Budget Changes Major and Nonmajor Fund Budget Summary Schedules 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 iv 95 96 97 101 104 108 109 113 113 113 113 118 118 119 119 120 120 121 121 122 122 123 124 124 124 125 126 127 127 127 128 128 128 128 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Table of Contents Change in Fund Balance Consolidated Sources, Uses and Fund Balance by Fund Structural Balance Consolidated Operating Sources, Uses and Structural Balance by Fund Expenditure Limitation Appropriated Expenditures and Other Uses by Department, Fund and Function Class 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 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 129 130 132 133 136 137 152 156 157 162 165 167 167 167 168 170 172 172 174 178 Mandates Introduction Summary Public Safety Health, Welfare and Sanitation Highways and Streets General Government Culture and Recreation Education 189 190 192 192 193 194 194 195 Financial Forecast Executive Summary Overall Fiscal Position Structural Balance Forecast Drivers Forecast Assumptions Revenues Expenditures Capital Projects Forecast Uncertainty Financial Forecast Schedules 197 197 199 200 202 203 204 205 206 207 v Maricopa County Annual Business Strategies FY 2015 Adopted Budget Table of Contents Department Strategic Business Plans and Budgets Adult Probation Air Quality Animal Care and Control Assessor Assistant County Manager – 940 Assistant County Manager – 950 Assistant County Manager – 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 Call Center Clerk of the Board Clerk of the Superior Court Constables Correctional Health Services County Attorney County Manager Deputy County Manager – 920 Deputy County Manager – 930 Education Service Elections Emergency Management Employee Benefits and Health 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 213 246 261 275 282 287 295 298 301 304 307 310 313 318 328 362 368 382 415 422 430 434 453 463 473 508 524 546 555 570 578 591 607 611 616 631 661 667 681 705 719 730 736 vi Maricopa County Annual Business Strategies FY 2015 Adopted Budget Table of Contents Public Fiduciary Public Health Recorder Research and Reporting Risk Management Sheriff Superior Court Transportation Treasurer Waste Resources & Recycling 774 783 820 831 837 854 905 943 977 987 Capital Improvement Program Executive Summary Capital Improvement Program Definition Facility Capital Improvement Program Transportation Capital Improvement Program Completed Facility Capital Improvement Projects 997 998 998 999 1000 Five Year CIP Budget FY 2015 CIP Budget Operating Budget Impacts Facility Project Detail Technology Project Detail Transportation Project Detail 1001 1003 1005 1006 1017 1030 Debt Service Debt Management Plan Debt Obligations by Type Debt Policies 1051 1058 1062 Attachments Citizen’s Budget Brief 2015 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 1067 1080 1082 1086 1089 1091 1094 1096 1103 1104 1106 1107 1116 vii Maricopa County Annual Business Strategies FY 2015 Adopted Budget Table of Contents Expenditure Object Codes Statutory Requirements Arizona State Auditor General Forms 1117 1119 1124 Glossary Glossary 1143 Acronyms Acronyms 1149 Acknowledgements Acknowledgements 1151 viii Maricopa County Annual Business Strategies FY 2015 Adopted Budget Motions Motions Budget Adoption 1) Adopt the Fiscal Year 2015 Budget in the amount of $2,211,128,982 by total appropriation, for each department, fund and function class listed in the attached schedules. This amount represents no change from the Fiscal Year 2015 Tentative Budget of $2,211,128,982. 2) Approve the attached Executive Summary. 1 Maricopa County Annual Business Strategies FY 2015 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 Employee Benefits and Health department are considered one appropriation. Any and all employee benefits internal service fund appropriations within Employee Benefits and Health 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. 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 2015 Tentative 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 2015 Adopted Budget Transmittal Letter Transmittal Letter To: Denny Barney, Chairman, District 1 Steve Chucri, Supervisor, District 2 Andrew Kunasek, Supervisor, District 3 Clint Hickman, Supervisor, District 4 Marie Lopez Rogers, Supervisor, District 5 The FY 2015 Recommended budget process has been one of collaboration. Chairman Denny Barney made the development of the FY 2015 budget a top priority. As such, he has spent countless hours working with budget staff from the Office of Management and Budget (OMB). Weekly meetings were held with departmental management and the financial staff of Elected, Appointed and the Judicial Branch to understand and evaluate their budgetary needs. All of the Board offices were involved in these meetings which provided a consistent understanding of the quantitative data to begin budget negotiations. This process illustrates the Board’s philosophy of a broader participation in the budget process. It is the beginning of a shared-vision between the Board of Supervisors, the Constitutional Officers, and the Presiding Judges of the Superior and Justice Courts. This new approach has been positively embraced by all members of the Maricopa County Executive Team. The economy has been in a recovery mode for the past several years. Growth that was routine in the 1990s and the early 2000s is not expected to occur in the coming years. The new normal will reflect more modest growth patterns. In comparison, the past couple of decades had double-digit Sales and Vehicle License Tax increases. These previously experienced trends are not anticipated in the future. According to Elliott D. Pollack and Associates, our contract Economist, trends will be more temperate and rebuilding of reserves is necessary before the next recession. “The County’s forecast continues to be based on both optimism and caution. The recent trend of slow growth is still the most likely scenario going forward.” Elliott D. Pollack and Company, April 2014 The first decision that was made during the preparation of the FY 2015 budget was to address the reserves. Governments build reserves in order to more easily weather the recessionary cycle that will inevitably occur. Maricopa County’s reserve had been somewhat depleted during the great recession that began in December 2007. During the Board’s strategic planning sessions, it was decided that rebuilding of cash reserve would be a top priority. Maricopa County utilized the services of Alan Maguire (Maguire Company) and Jim Rounds (Elliott D. Pollack and Company) to help determine the proper reserve level. In addition, the Government Finance Officers Association’s (GFOA) established standards were reviewed. After the extensive review, two months of operating expenditures were determined to be the appropriate level of reserve. A plan was developed to restore the reserves to the two-month mark over the next five years. In FY 2015, Maricopa County will return over $60 million to the cash reserves. The total appropriation for the FY 2015 Recommended budget is $2,211,128,982. This is a reduction of $8,575,681 or 0.39% as compared to the FY 2014 Revised budget. The operating budget went up slightly by 3.88% but was offset by greater reductions in the non-recurring budget of 12.71%. In the General Fund, the budget reductions were $35 million or 2.71%. Transfers to the capital funds from the General Fund were reduced by over $100 million. The fund pick-up lessened due to our new budgeting philosophy of shifting resources from capital and technology one-time spending to operational costs. 3 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter Meeting the County’s criminal justice needs and fulfilling our mandates are our top priorities in this budget. As previously mentioned, the operating budget increased by 3.88% or $63,994,436, as compared to the FY 2014 Revised budget. The change in the operating budget is largely due to increases totaling $36.3 million in the area of Public Safety. Included are increases for the Sheriff’s Office for compliance with the Melendres Order at $11.1 million, additional Sheriff’s Office increases for detention programs of $5.7 million, the incorporation of the Cradles to Crayons program plus three new courtrooms for the Superior Court totaling $1.7 million, increases in Public Defense costs of $16 million, and new probation staff costing of $1.8 million. Other funding increases include $25.4 million for compensation and retirement contributions, as well as $4.5 million for mandated health care payments to the State of Arizona and the statutory increase for the Maintenance of Effort for the Detention Fund. In addition, there is $5.9 million in the budget for operating contingency. These increases were offset by other operating changes, netting to a reduction of $8.1 million. The non-recurring or non-operating budget was reduced by $72.6 million. Capital and IT project expenditures slated to occur in FY 2015 will be decreasing by close to $55 million, and there will be $19.4 million less spent on Major Maintenance as compared to FY 2014. As with operating, there will be increases in the Sheriff’s Office for compliance with the Melendres Order, totaling $4.2 million as well as other increases to the Sheriff’s budget for a helicopter and airplane which total $5.9 million. Elections will incur one-time costs of $12.1 million based on the election cycle, and one-time contingencies were increased by $5.1 million. These increases were offset by decreased grants expenditures of $2.8 million and other reductions in one-time spending of $22.7 million. The budget guidelines were approved by the Board of Supervisors on January 27, 2014. The Board’s directives set the tone for budget preparation this season. There were several new approaches that improved this year’s process over past years. First, the Board asked several departments to utilize a Zero-Based Budget (ZBB) model during budget development. The departments that participated in this new approach included the Maricopa County Attorney’s Office (MCAO), Public Defense Services, Justice Courts, Office of Enterprise Technology, and Human Services. A ZBB methodology required departments to build their budget from the ground up, utilizing no preconceived threshold. MCAO was a trail blazer with this process, and I would like to thank Mr. Montgomery for taking a leadership role. As Chairman Barney indicated in his Chairman’s address in January: “We’re here, but it’s not our money, it’s the taxpayers’ money, and it’s our responsibility to work with the Elected Officials and with the County Manager and his team to figure out how to most effectively direct and manage the scarce resources. Of course, you can always raise taxes but that’s not what this Board is about. It’s trying to figure out how to take what we have, manage it most effectively and do the best that we can with limited resources. We’re going to continue with that financial prudency, and I’m grateful for this Board’s support in that regard.” Chairman Denny Barney Other budget guidance received from the Board included continued utilization of the “most likely” revenue forecast for State-shared Sales Tax, Vehicle License Tax, and the Jail Excise Tax. This was the methodology utilized in FY 2014. Maricopa County expects actual revenue for FY 2014 to exceed budgeted levels for all three of these revenues. Utilizing this method results in additional funds in the operating budget. This allows us to better meet the needs of our growing County. The guidelines were approved with an intention to include a 2.5% performance pay increase into the operating budget. This funding is necessary to ensure that Maricopa County keeps pace with other 4 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter jurisdictions from a compensation perspective. There are also targeted market increases for a handful of Market Range Titles (MRTs). The market increases were primarily targeted for Public Safety. MCSO and the Adult and Juvenile Probation departments received the bulk of the new funding for market-based increases. More information on this will be discussed later in this letter. The recommended budget followed the Budgeting for Results Guidelines and Priorities approved by the Board of Supervisors, unless otherwise discussed in this letter. The highlights of the 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 thresholds. 3. Requests for additional funding must be approved by the Board of Supervisors in order for OMB to review the request. 4. ZBB selected departments will complete decision packages to be reviewed by OMB. 5. The base budget will restore operating contingency. 6. No funding for new capital improvement projects, transportation projects and technology projects will be available until after reserve decisions are made. Strategic Plan In January 2013, a new Board of Supervisors was sworn in to serve for the next four years. It included two new Board Members, Supervisors Denny Barney (District 1) and Supervisor Steve Chucri (District 2). In March 2013, Supervisor Max Wilson resigned for health reasons, and Clint Hickman was appointed to District 4 Supervisor. This significant change in the make-up of the Board prompted County management to embark on updating our Strategic Plan. County Administration began the process in the fall of 2013. The new strategic planning effort included the Elected Officials and the Judicial Branch of Maricopa County. The broad participation occurred with all of the Elected Board Members, the Constitutional Officers and the Presiding Judges of Superior and Justice Courts, and I represented the Appointed Officials. This collaboration of all of the executive leadership of County government was unprecedented and resulted in a thoughtful and goal-oriented Strategic Plan. The strategic priorities are outlined below. SAFE COMMUNITIES - Maricopa County will support safe communities and neighborhoods by providing access to a timely, integrated, and cost-effective smart justice system. REGIONAL SERVICES - Maricopa County will provide best-in-class regional services, both mandated and of concern to citizens, while coordinating with municipalities, other local jurisdictions, and community-based entities to consolidate services and avoid duplication, when applicable. GOVERNMENT OPERATIONS - Maricopa County will deploy an effective and efficient infrastructure to implement streamlined policies and procedures to improve delivery of services and promote a healthy workplace and a fully engaged workforce. GROWTH AND ECONOMIC DEVELOPMENT - Maricopa County will be innovative in leveraging its resources, adaptive in its regulatory policies and practices, and proactive in its public relations to attract, promote, and support the growth of business enterprises to produce a vibrant and balanced regional economy. 5 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter FISCAL STRENGTH AND RESPONSIBILITY - Maricopa County will continue to efficiently manage County resources and engage in effective fiscal planning with integrity and transparency to promote financial stability and economic prosperity for Maricopa County residents. Revenue Outlook Maricopa County changed the way it budgets for revenues during the development of the FY 2014 budget. This new strategy has been successful, therefore the FY 2015 budget will align with this approach. In order to obtain additional capacity in the operating budget, we are utilizing the “most likely” revenue projections from Elliott Pollack and Company. The difference between the “most likely” and “pessimistic” revenue projections for FY 2015 is $11.7 million in the General Fund for State-shared Sales and Vehicle License Taxes (VLT) or about 1% growth rate in Sales and 2% growth rate in VLT. In the Detention Fund, the difference is $2.0 million or a 1% growth rate difference. In the Transportation Fund, the Highway Urban Revenue Fund (HURF) is $626,000 or 0.2% more than the pessimistic growth projection. We are experiencing strong financial performance in the current fiscal year. Year-to-date, State-shared Sales taxes are $7.1 million ahead of budget. This is 2.0% over budget. The State-shared Vehicle License (VLT) taxes are $6.2 million favorable to budget or 6.3% YTD. In our Special Revenue accounts, the HURF revenue is $3.4 million, and the Jail Excise Tax is $2.6 million better than budget YTD. While this performance is strong, we will still be cautious as we move into the FY 2015 budget. Coming short on revenue projections during the fiscal year can cause unnecessary stress and burden on the County. While we will be utilizing the “Most Likely” scenario for our projections in FY 2015, we will be restoring operating contingency in the event our projections are not met next year. Below are the revenue projections for FY 2015. Most Likely $465,300,725 $132,858,100 $141,295,781 State Shared Sales Tax: Vehicle License Tax: Jail Excise Tax: +4.85% +5.51% +6.07% While Maricopa County utilizes Elliott Pollack and Company as its economist, we also use data from The University of Arizona’s Economic and Business Research Center. This approach ensures that we are receiving information from multiple sources and validates that the economic details from our primary economist are in line with other economic outlook information being discussed around the state. The University of Arizona provides this check and balance in our budgeting process. Quarterly, we can review their general economic information and probe into any areas that may not be in line with the information we are receiving. This has given us a better platform to examine and ask questions. The State-shared Sales Tax or Transaction Privilege Tax (TPT) is the largest revenue source for the General Fund. This revenue source fluctuates with the economy. When the economy is growing, the sales taxes grow. During times of recession, it declines. The graphic below illustrates the changes over the past decade. The year-over-year growth is 6.6% through April receipts. 6 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter This past year, the Legislature passed Senate Bill 1413, which reduces sales taxes for Arizona counties. The House Engrossed version of SB 1413 would exempt the gross proceeds from sales of electricity or natural gas to businesses that are principally engaged in manufacturing or smelting operations from the state transaction privilege tax (TPT) and use tax. To qualify for the exemption, a business must use at least 51% of the electricity or natural gas purchased in manufacturing or smelting operations. In addition, at least 51% of the business must be devoted (“principally engaged”) to a manufacturing or smelting operation. This has a negative impact on our State-shared Sales Taxes. The estimated negative impact is $1.0 million. It will also impact our jail excise tax. 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 depreciated value is utilized to assess the tax. This tax has rebounded this past year. This revenue has had a large growth year-over-year in FY 2014. Year-to-date through April, the growth over FY 2013 is almost 7.8%. Compared to the anemic growth it was experiencing over the past several years, this is good news. 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 2014 and should continue its strong showing in FY 2015. This sales-based tax is a 1/5 of a cent tax and will expire in FY 2027. This tax will also have a reduction in expected revenue due to SB 1413. The impact is projected to be a $621,000 reduction. Highway Urban Revenue Funds (HURF) are collected principally from a $0.18 per gallon tax on fuel sold within Arizona. This is state-shared revenue that is distributed to the counties and deposited in the Transportation Operating Fund. Growth in the HURF revenue is still slow. Year-to-date, the growth is 3.8% over FY 2013. Partial restoration of HURF revenue that was siphoned from the counties during the recession is returning to counties in FY 2015. Session law requires that $30 million be returned to counties in the coming year. The impact on Maricopa County will be a $4.1 million increase in revenue for FY 2015. Since this legislative approval came late in the budget process, this budgetary change will be made before Final Budget Adoption on June 23, 2014. 7 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter The overall revenue picture for Maricopa County is shown on the graph below. The largest revenues are state-shared sales taxes (21.04%), property taxes including penalties and interest (20.37%), and fund balance (20.30%), which are the one-time funds that are utilized for one-time expenses. Next are several revenues (11.59%) including permits, patient revenue, fees, fines, and charges. The next category is grants and intergovernmental agreements with governmental entities (9.03%). Our local sales tax (6.39%), which is utilized for funding of adult and juvenile detention facilities, ties our stateshared vehicle license tax (6.39%). The last two revenues are highway user revenues (3.83%) and miscellaneous and interest (1.06%). Property Taxes The net assessed value (with the SRP effective value) is increasing by $1.531 billion. This is the first year in several years that the net assessed value has begun to climb. The budget incorporates a slight offset to the growth due to adjustments in the valuation of certain data centers. It is estimated the revision could ultimately reduce the valuation base by almost $39 million, which equates to close to a half million dollar reduction to the property tax levy at the current rate. In FY 2016, a new initiative passed by the voters in the 2012 general election will reduce assessed valuation in the future. Proposition 117 puts a cap on existing property assessed values that are used to calculate property taxes. Under the new law, the value is either the market rate or 5% over the prior year’s value, whichever is less. This new law will have a negative effect on local governments’ ability to recover from the significant property tax declines that occurred over the last four years. Maricopa County’s primary property tax levy, excluding the SRP payment in lieu of taxes, will be $442,762,977 for FY 2015 (the SRP payment will be $8,972,755). There will be an increase in the property tax levy this coming year of $32.9 million, a revenue increase of 7.5%. Maricopa County is significantly below its maximum legislatively allowable levy. By law, the maximum levy grows each year, by 2% against a base year of 1980. For FY 2015, the maximum levy for Maricopa 8 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter County will be $605,635,662. With the adoption of the FY 2015 budget, the County will be $162.9 million below the maximum levy or 26.9% below. The graphic on the bottom of page 8 illustrates the dramatic variance to the maximum levy that has occurred over the last several years. The effect of the property tax change has had a minimal impact on a median home in Maricopa County. The median home in Maricopa County will have a value of $110,600 in FY 2015. This is up from $102,100 in FY 2014. This is good news for homeowners. It shows that property values in Maricopa County are on the rise and the housing market is recovering. The change in assessed value and the property tax levy will result in the property tax bill on the median home increasing by $15.33. Maricopa County has saved its taxpayers money 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 paid cash for the Sheriff’s 911 Center and Headquarters Building which opened in December 2013. Smaller capital improvement projects and a number of technology infrastructure issues are funded in the budget utilizing cash. 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 were approved in 1986. In the budget being presented, there are nearly $197 million in General and Detention Fund Technology and Capital Improvement 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 $43.6 million, an increase of $3.8 million. The Library District is levying $19.5 million, an increase of $5.3 million. More about this can be found in the Transmittal Letters for each of these districts. Expenditure Uses Maricopa County’s expenditures are primarily made up of criminal justice (51.19%) and health, welfare and sanitation (22.32%) costs. Many of the health care costs are mandated payments to the State of Arizona. The next largest category is General Government (17.95%), which includes several Constitutional Offices, Assessor, Recorder, Elections and Treasurer. Next would be Highways and Streets (6.56%) that provide County roadways in the unincorporated portions of the County. The Superintendent of Schools Office now called Maricopa County Educational Services Agency (MCESA) falls in the Education (1.425) category. MCESA handles mandated services and other grantfunded educational functions to the school districts in our county. Finally, Culture and Recreation 9 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter (0.56%) is the Parks and Recreation department. The chart on the bottom of page 9 outlines the expenditure uses for FY 2015. The largest category of expenditures is criminal justice and public safety. It comprises 51.19% of the County’s expenditures. A number of departments and offices are part of the public safety category including: Adult Probation, Clerk of the Superior Court, Constables, County Attorney, Emergency Management, Justice Courts, Juvenile Probation, Planning and Development, Public Defense Services, Public Fiduciary, Sheriff, and Superior Court. Last year, these expenses were 51.03% of the budget. There is a significant increase in operational costs for these departments, but it is offset by a reduction in capital expenditures with the completion of the MCSO Headquarters and 911 Center. There will 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 22.32% of the total expenditures. This category is made up of Air Quality, Animal Care and Control, Correctional Health, Environmental Services, Health Care Programs, Human Services, Medical Examiner, Public Health, 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 System (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 another section in this letter that outlines the costs within the recommended budget for Health Care Programs. The budgetary changes to the other categories will be described in detail in the sections to follow. Econometric and Demographic Trends The State and local economy is growing. However, the improvements in the economy are slower than the typical recovery. Nationally, job growth is improving, but still not up to the national standard of 200,000 new jobs monthly. In February and March, jobs additions averaged 194,500. In Arizona, the job growth is still modest. In 2013, the state added 50,900 jobs according to the Economic Outlook from the University of Arizona, for a growth of 2.1%, which is better than the national rate of 1.7%. Consumer confidence is an indicator of consumer spending. While consumer spending is improving based on the data, it is rising and falling on a monthly basis. That has been apparent in the monthly state-shared sales tax and jail excise tax receipts in FY 2014. Maricopa County’s local sales taxes (jail excise tax) had a high of 10.2% growth over last year in January and a low of 3.7% growth in March, illustrating the ups and downs of the local economy. According to Elliott Pollack and Company, the current consumer confidence is about 80% of what is considered “normal”. Population gains are occurring again in Arizona. The population forecast for the next decade, according to Elliott Pollack, is 10 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter shown on the bottom of page 10. The state added 82,485 new residents, according to the Arizona Department of Administration. However, despite the population gains, growth is low based on historical information. “Arizona’s population growth has now accelerated for three consecutive years yet still remains well below the average rate during the previous decade (2.4%),” according to the Economic Outlook, University of Arizona, Economic and Business Research Center. The growth rate for FY 2013 was 1.3%. One of the economic indicators that drive the local economy is housing. Foreclosures, housing starts, and the median price of a single family home are all indicators that are tracked. There is good news on the foreclosure front. The number of pending foreclosures in Maricopa County has declined significantly since the peak in December 2009, when there were over 50,000 pending foreclosures. In March 2014, pending foreclosures were 4,983. The number of single family housing permits is expected to be 16,000 in 2015. The median home value in the Phoenix Metro area is currently $195,000, which is a 14.7% increase year-over-year. (This median home value cannot be compared to the assessed valuation figure which is only utilized for property taxes.) In summary, the economic conditions for the nation, the state and local governments are improving slowly. It appears that consumer spending will continue to accelerate, and businesses will increase their investments. However, there are still risks to consider. They include: stock market, federal government spending and the debt ceiling, federal reserve policy and international economic issues. Therefore, a positive, careful methodology is prudent as we plan for the next several years. State Budget Impacts One of the issues that always has an impact on Maricopa County’s budget process is the State of Arizona and their budgetary position. As an arm of state government, it is not unusual to have state mandates, statutory changes in revenue formulas, or even state-required payments passed along to Arizona counties. Since the Great Recession, we have been tracking those cost shifts. The major changes are shown on the next page. Since 2008, Maricopa County has had over $238 million in adverse budgetary impacts from the State of Arizona. However, for the past several years, the burden has decreased. The HURF fund shift was reduced by over $4 million, but it was offset slightly by the revenue reductions discussed above in the State-shared Sales and Jail Excise taxes for TPT utilities exemption, which totalled $1.6 million. 11 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter Justice and Public Safety Justice and Law Enforcement is a primary responsibility of Maricopa County. Over fifty-one percent of the budget is allocated to Justice and Public Safety. Growth in the budget for the coming year is primarily related to this essential and necessary community service. A number of Constitutional Offices and the Judicial Branch are a part of, or are funded by, Maricopa County. The Superior Court of Arizona in Maricopa County is funded primarily by the County, as well as Adult and Juvenile Probation, which are all part of the Judicial Branch. The Justice Courts and the Constables, both with elected officials, are funded by the County. The County Attorney’s Office and the Sheriff’s Office are also part of Maricopa County government. Finally, Public Defense Services is an appointed department that also is a significant component of the Public Defense Capital Trial Open Case History Criminal Justice System. Let’s begin there. The Public Defense System (PDS) continues to deal with the aftermath of the capital case crisis that began in 2002 when a U.S. Supreme Court ruling in Ring v. Arizona required that juries sentence defendants in capital cases. While those cases have worked their way through the system, capital cases continue to be an expensive and lengthy process. The backlog was worked off and reached a low of 70 in the fall of 2013. It is now increasing, and there are a total of 83 cases included in the PDS capital count. The recent increase is due in large part to the fact that capital cases are not resolving at rates seen in prior years. With staffed offices Average Cases Open Monthly 120 Expenditures $25.0M 100 $20.0M 80 $15.0M 60 $10.0M 40 $5.0M 20 0 $0.0M FY10 FY11 FY12 FY13 FY14 Proj FY15 Rec Note: "Average Cases Open Monthly" equals the average of monthly counts of capital trial representation cases open. "Capital Cases" are 1) those in which a Notice of Intent to Seek the Death Penalty has been filed, 2) those in which an Extension of Time to File Notice of intent to Seek the Death Penalty has been filed, and 3) thos in which the time to file a Notice of Intent to Seek Death Penalty has not expired and in which informal information indicates cases are likely to be capital. 12 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter functioning at caseload maximums, new demands are increasingly being assigned to contract attorneys. On average, a capital case that goes to trial costs $534,802. In comparison, a Non-Capital Murder 1 Case, on average costs $28,068. Because of the caseload volumes, the FY 2015 budget contains $5.1 million in additional funding for this issue. Resolved capital cases are typically appealed. As background, once a capital case has completed the trial and appeal phases, it enters the post-conviction relief (PCR) phase during which the defendant’s conviction and sentence are reviewed for errors. 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 modified its standard, and more qualified attorneys began to handle the backlogged cases. The County’s capital PCR caseload spiked from a steady level of 3 - 4 cases annually to 41 in FY 2014. The FY 2015 budget is based on 47 cases. Besides the financial burden stemming from the sheer volume of cases, there appears to be a growing number of requests for two defense attorneys to be appointed at the PCR phase rather than the traditional one attorney. Further exacerbating the growing expense, the State shifted the burden to counties by not 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 seven fold since FY 2010. The recommended budget increase for FY 2015 associated with PCRs is $732,303. Another cost that has been Public Defense Dependency History growing at a double-digit growth New Dependency Case Assignments Expenditures rate is dependency cases. This is 18,000 $30.0M a component of Public Defense Services that is not paralleled in 16,000 $25.0M the County Attorney’s office. The 14,000 Dependency Court is housed in the Superior Court. Dependency is a 12,000 $20.0M legal proceeding in which the state alleges that parents are not able to 10,000 $15.0M properly care for their children 8,000 without the intervention and assistance of Child Protective 6,000 $10.0M Services. In more serious cases, the dependency action can lead to 4,000 $5.0M the permanent termination of 2,000 parental rights. In all cases, the 0 $0.0M parents and the children are FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 Proj FY15 Rec entitled to representation at the Note: These statistics are not what is currently reported in MfR. This is the data that can be produced most consistently for the longer period of time. This data may not match previously reported versions, even if in this format. This data has County’s expense. Since FY 2007, been updated where new information is available. the number of dependency filings has increased by 124% through FY 2014, with an increase in expenditures for FY 2015 of $5,430,099. This trend is shown in the graph above. In an attempt to better deal with the volume of dependency cases, Superior Court developed the Cradles to Crayons (C2C) program in FY 2013. Cradles to Crayons successfully completed a two-year pilot and is moving forward as part of the regular operations of the Superior Court at a cost of $1.2 million. The program improved the permanency decision process for more than 1,500 children under the age of three. The rate of youth receiving a permanency decision in less than one year increased from 54% to 83%. A mid-year report indicates further improvement to 95%, and this is expected to continue through FY 2015. The program has stabilized its operations since moving past its initial pilot 13 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter program and has shown more than a double digit percentage reduction in expenditures. The per youth expenditure ratio has also dropped by one third. 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. 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. The Superior Court is a significant component of the justice system. Without a highly functioning court system, the justice system’s incarcerations, prosecution and defense costs would increase dramatically. The Superior Court’s FY 2015 General Fund operating budget has a 3.2% increase. Over the past several years, the volumes in the justice system were stagnant. However, that trend has slowly been reversing over the past several years. Because of the volume increases, this budget adds three new court divisions. Two of the new divisions are in the juvenile courts. As is discussed above, dependency cases are skyrocketing. The State of Arizona has increased funding and staffing for Arizona Child Protective Services. This has resulted in a substantial increase in hearings, cases filed and cases resolved since FY 2012. There is a continued expectation of an 11% increase in dependency cases filed in FY 2015. The two new juvenile divisions, with staffing support, will enable the courts to deal with this growing volume. The cost of the new juvenile courts is $352,012 without the staff of the Clerk of the Court, which will be discussed later. In addition, this budget also recommends a new criminal court division. One new criminal division will be added to meet the increased case-trial rate and population. Disposition of court trials are improving however, and costs per case resolved are slightly lower. The cost of this additional division is $172,551 and does not include the Clerk of the Court staff costs. All three divisions will become operational in January 2015. Other significant items in the Superior Court budget include: Disaster Recovery equipment ($1.1 million), courtroom technology recording equipment ($1.3 million), and further development of their case management system ($1.8 million). Another department that is part of the Judicial Branch is Adult Probation. Since the beginning of FY 2012, Adult Probation has been experiencing an increase in specialized populations, and thus an increase in caseload. One such example is the Sex Offender population, which is expected to increase from 1,976 in 2013 to 2,174 by the end of FY 2015. This increase is expected to continue as 78% of the Sex Offender population is sentenced to lifetime probation. Another dramatic increase is in Pretrial Supervision’s Electronic Monitoring population. From FY 2012 to FY 2013, it has experienced a dramatic 45% increase. This population is anticipated to grow from 637 in FY 2014 to 772 by the end of FY 2016. To meet the caseload increase in all populations, 24 full-time positions, as well as the accompanying supplies and vehicles, were added in the FY 2015 Adult Probation budget. This resulted in a $2 million increase in the overall Adult Probation Department. Juvenile Probation is the last component of the Judicial Branch controlled by the Superior Court. As of April 2013, the average daily population in Juvenile Detention is 196 juveniles. Due to the department’s specific focus on incarceration alternatives, this detained population has decreased from a high of 440 in 2006. Juvenile Probation has also adopted new standards for evidenced-based practices to continue 14 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter to reduce recidivism. In addition, implementation of the new Arizona Code of Judicial Administration is occurring, which mandate the use of uniform risk and needs assessment tools, case plan development, and adjustment of supervision levels based on risk. Furthermore, Juvenile Probation is concentrating on outcomes for dual ward youths (i.e., juveniles who are both in juvenile justice system and the child protective services system). These dual ward youths account for 10% of the average daily population, and currently both disproportionately chronically re-offend and are not successfully diverted. In FY 2015, Juvenile Probation is adding three positions to address these needed system improvements. These budget changes resulted in a 1.5% increase to their budget. The Clerk of Superior Court is a constitutional office. The main function of this office is to support the Judges of Superior Court. Their functions include: court-related records management and financial services for the justice system, the legal community, and public. In the FY 2015 budget, the operating budget is increasing by approximately $1.0 million in order to provide courtroom support for the Cradles to Crayons program and the three new court divisions being added to the Superior Court. 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. The number of civil cases filed has been trending lower since FY 2011, and court fee proceeds from the Special Revenue Fund (245) are expected to be lower in the second half of FY 2014. However, Justice Courts Special Revenue Fund (245) is expected to increase in FY 2015 due to Administrative Order 2014-027, which assessed an additional $20 for the Driving School Diversion program. The Justice Courts General Fund operating budget has increased by 4.2% in an effort to right size the personnel savings to a more realistic number. In addition, funding was added for Pro Tem staffing coverage to meet the minimum needs for training and administrative/personal leave by the judges. The implementation of the electronic filing and case management system is almost complete, with all courts completing Phase I implementation by December 2014. While this system is expected to gain efficiencies when fully implemented, the Justice Courts’ Special Revenue Funds cannot continue to support the final implementation, and the General Fund will provide $512,000 in one-time funding for technology purchases. 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. This year, MCAO participated in the Zero Based Budgeting process and was the first volunteer and the leading agency. This process resulted in a realization that the agency needed to have a base adjustment increase. The County addressed several of the compensation issues in the County Attorney’s Office in the current fiscal year, reducing prosecutor turnover. The market-based salary adjustment is expected to provide long-term stability in case processing. MCAO’s General Fund operating budget for FY 2015 is increasing by 6.4% due to several significant changes. Reduction in special revenue sources has required that 32 positions move from Special Revenue Funds to the General Fund. In addition, salary savings have 15 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter been reduced to 2% to accommodate the improved retention and hiring practices. Six additional attorney positions, one victim advocate and five legal support positions were created as well to improve case processing. The Maricopa County Sheriff’s Office (MCSO) is responsible for law enforcement in the unincorporated areas of the County, in contracted cities and throughout Maricopa County as needed. In addition, the Sheriff’s Office is also responsible for adult detention and operational costs related to running the Maricopa County jail system. The FY 2015 recommended budget has a decrease of 1.5% in General Fund operating expenditures, which is primarily an enforcement cost, and a 4.1% increase in Detention Fund operating costs. The decrease in the enforcement budget is due to a reallocation of administrative costs between the enforcement (General Fund) and detention division (Detention Fund). In enforcement, MCSO will be receiving funding for market adjustments for their deputies and sergeants to make them competitive with other police agencies around the Phoenix metropolitan area. Currently, the salaries of the deputies are significantly behind the local police departments. This $2.5 million increase will raise the salaries so that they are placed in the middle of the pack. In addition, this budget will recommend a new helicopter for the office. The helicopter will cost $5,000,000 in one-time funding and $100,000 in operation funding. In April 2013, a helicopter was taken out of operation due to a training incident. The new helicopter will allow MCSO to return to previous operational levels. Maricopa County covers 9,226 square miles, of which 3,600 miles are unincorporated. Given the size and geographical diversity in the County, aircraft are invaluable for support in basic and specialized law enforcement, surveillance, transportation, aerial photography, and search and rescue. The MCSO Detention Fund’s operating budget also includes funding for a transporting function to take inmates to their outside medical appointments. Detention staff is responsible for transporting inmates to and from medical appointments and to the emergency room. Average Daily Population / Average Length of Stay Staffing for this function was reviewed by MGT of America as part of the Detention Staffing and Best Practices Study completed in FY 2012. Since that time, emergency runs increased 16%, other hospital-related transports increased 42%, and medical transports increased 14%. Further exacerbating the demand for transport, the Maricopa County Integrated Healthcare System (MIHS) closed their secure inmate ward. Now, inmates are held in standard rooms, often with nondetention patients and throughout the hospital. Additional staff is needed in order to maintain supervision standards. MCSO received 35 positions plus supplies at a cost of $2,060,135 to properly provide this function. MCSO also received funding in the Detention Fund to permanently establish a Jail Wagon Program. Deputies spend significant amounts of time at intake when booking an inmate. In order to reduce these wait times, MCSO began a pilot a program in the current fiscal year. This program operates a “shuttle” 16 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter service to bring inmates from distant areas of the valley to central booking. During the first 14 months of operation, the Jail Wagon Program saved Sheriff Deputies and Department of Public Safety Officers over 21,000 hours, allowing them to be in the field rather than at intake. To make this program permanent, MCSO received 25 additional positions and operating funding of $1,471,652 for salaries, benefits, and uniforms. MCSO also received $140,000 for vehicles. In addition to MCSO’s operating budgetary changes, the General and Detention Funds received nonrecurring funding for a number of issues. In the General Fund, funding was provided for a camera and security system at the Property and Evidence Warehouse ($247,978) and a Records Management System ($676,000) for the Civil Division. MCSO is also budgeted for the replacement of their fixed winged aircraft. The airplane will cost $850,000 and will allow MCSO to replace an older model. Due to mechanical issues, the current airplane was taken out of service from July to March. Replacement of this older aircraft will allow MCSO to cost-effectively extradite inmates without losing flight hours for significant maintenance issues. MCSO will also receive one-time funding for washing machines and an interactive voice response system. The washing machines will cost $350,000. With the growth in the Average Daily Population, the amount of pounds to be laundered has also increased, causing increased demand on the industrial washing machines. The current machines have reached the end of their useful life and need replacement. Finally, an Interactive Voice Response System for detention is being replaced. It is used to generate automated responses to members of the public regarding inmates incarcerated in the Maricopa County jails. The system averages 75,000 calls per month. The current system is at the end of its useful life. The new system will cost $905,000. In October 2013, the United States District Court for the District of Arizona issued a Judgment Order in the Melendres v. Arpaio suit, which was originally filed in 2007. It alleged that MCSO targeted Latinos and those who looked Latino in order to verify their immigration status and detain undocumented immigrants in violation of their rights under the Fourth and Fourteenth Amendments. In May 2013, the court issued Findings of Fact and Conclusions of Law after conducting a bench trial. The court found that MCSO operations did violate the rights of the class under the Fourth and Fourteenth Amendments. The court permanently enjoined MCSO as outlined on the right. The October Supplemental Permanent Injunction/Judgment Order stated the requirements which MCSO must follow in order to comply with the court’s ruling. The requirements were varied and include, but are not limited to, creating an implementation unit, community outreach, a variety of training including bias-free policing and enforcement of immigration laws, documentation of traffic stops, installing video equipment in vehicles, time limits for completing incident reports, and review of those reports by a supervisor and it also provided for a Court Appointed Monitor. 17 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter The total operating costs for implementation of the order for FY 2015 will be $10,055,731. These costs includes: training, outreach meetings, data collection and analysis software and hardware, development and implementation of an early intervention system, overtime, a Community Liaison Officer, bi-lingual pay and litigation costs. In addition, there is an estimated $2,725,000 in operating costs for the Court Appointed Monitor, budgeted in Non Departmental. There is also a one-time expense of $4.2 million for vehicle-mounted cameras. Maricopa County Educational Services Agency (MCESA) is allocated funding to continue the pilot program which helps juveniles who have been detained in our detention facilities to transition back into the community. 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 help with high school graduation, college and/or career readiness. The goal is to reduce rates of recidivism. The program is in its third year of funding. In FY 2015, the last year of the pilot program. $1.1 million is being allocated. Because of the intention to lower the juvenile detention population, it is funded from the Detention Fund. General Government and Education Systems In addition to the Juvenile Transition Program mentioned above, the Maricopa County Educational Services Agency (MCESA) has received $189,915 in additional operating General Fund expenditure authority in the recommended budget. This funding moves three financial services positions back to the General Fund from Special Revenue Funds to support mandated operational activities. Additionally, there is a one-time appropriation in the recommended budget of $78,956 for a Marketing and Communications Administrator position. In FY 2015, a review of MCESA’s legislative statutes is planned to determine the appropriate level of mandated services and General Fund support. There are additional activities in the FY 2015 recommended budget that deserve notation. Three major general government software upgrades are funded in the recommended budget: the Assessor’s Computer Aided Mass Appraisal (CAMA) system, the Treasurer’s Information System, and the Enterprise Resource Planning System. 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 the new Computer Aided Mass Appraisal (CAMA) system has been on the horizon for many years. This system will ensure the future of this office which assesses 1.7 million parcels a year in support of property tax assessments for over 1,795 taxing jurisdictions in Maricopa County. This system is crucial to adequately perform the essential duties of the Assessor’s Office. Planning and implementation of the system will begin in FY 2015. In addition, the recommended budget has $635,000 for the ESRI Desktop Review Project. This project shows street front photographs, building sketches, and other property characteristics for active parcels from the Assessor 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, and should create additional revenue through increased assessed values. Maricopa County has embarked on a major program to implement the County’s first Enterprise Resource Planning (ERP) System provided by CGI, the County’s current financial system provider. The Board of Supervisors approved CGI’s contract on October 23, 2013, for ERP software, professional services to implement the system, and managed services to host and support the system for a period of ten years. The scope of the ERP system includes Performance Budgeting, Financial 18 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter Management, and Procurement Management. The project costs budgeted for FY 2015 are $16.1 million. The Treasurer’s Office collects the property taxes for the various jurisdictions in Maricopa County. They invest and provide banking services for school districts, special taxing districts, Maricopa County government, and many others. Their system also is in need of a software replacement. The Treasurer’s IT Staff have drafted a Technology Roadmap and RFP. The RFP will be finalized by a consultant and released to vendors at the end of FY 2014. Vendor selection and Solution Implementation will begin in FY 2015. The Recorder and Elections departments are both constitutional offices that provide essential services to Maricopa County residents. The Recorder’s Office records official documents such as deeds, plat maps, and ordinances. The office has more than 93 million recorded documents available and was the first Recorder’s Office in the nation to have documents accessible on-line. The Elections department is in compliance with HAVA (Help America Vote Act) and has stateof-the-art technology to assist the 1.9 million registered voters in Maricopa County. The office provides election support to most of the jurisdictions in the County. They have an Insight optical scan voting system and an Edge touch screen system in all of the 724 precincts in Maricopa County. They will also commence the utilization of electronic poll books at polling places, as seen on the right, which will improve accuracy and decrease confusion for voters and poll workers. In the recommended budget, there is $12 million in funding for the Primary and General Elections that will take place this summer/fall. There is also an additional $165,370 that will be added to the election cycle fund for the increased cost of elections due to additional Federal mandates. Technology Infrastructure and Capital Improvement Maricopa County began its present day Capital Improvement Program (CIP) in FY 2000. Previously, the CIP plan utilized 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, less funding for capital projects into the future will occur. It is anticipated that our capital improvement program will slow until a new funding methodology is established by the Board of Supervisors. This discussion will occur after both the court and jail master plans are finalized in the next several months. 19 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter The County’s CIP is found in six distinct capital funds: Transportation Capital Projects (234), Intergovernmental Capital Projects (422), General Fund County Improvement (445), Detention Capital Projects (455), Technology Capital Improvement (460), and Detention Technology Improvement (461). There are a total of 85 projects for FY 2015: 55 Transportation projects, 17 Technology projects, 12 Facilities projects and one Intergovernmental project. Technology projects consist of a Computer Aided Mass Appraisal system for the Assessor’s Office, IT Infrastructure Refresh Phases I and II, IT Enterprise Data Center, County Telephone System, Public Radio System, Maximo Maintenance Management System for Facilities Management, Sheriff Headquarter’s IT Infrastructure, IT Internal Service Delivery System, Enterprise Resources Planning System for the offices of Management and Budget, Finance and Procurement, Treasurer Information System for the Treasurer’s Office, and the Byte Information Exchange (BIX) Room upgrade. All of these technology projects are modernizing and updating the County’s infrastructure, communication, security systems, pro-active system monitoring, and essential business tools. The offices of the Assessor, Treasurer, Management and Budget, Finance, and Procurement started the upgrading process of their outdated systems in FY 2014 and will meet major milestones in FY 2015 as full implementation is expected in following fiscal years. Facilities projects consist of East Court Improvements for the abatement of the remaining four floors of the East Court Building (6-9) and the build out of the 7th floor to updated courtrooms, Security Building Tenant Improvements, the Chambers Building Remodel, Sheriff Headquarters Project, and SWAT Covered Parking. Planning and programming of the new Southwest Justice Courts will continue with construction anticipated to start in FY 2015. Transportation conducts capital projects under the Board of Supervisors’ approved category budgets of MAG Arterial Life Cycle Program, County Arterials, Bridge Construction and Preservation, Dust Mitigation, Intelligent Transportation System, Pavement Construction and Preservation, Partnership Support, Right-of-Way, Safety, Transportation Administration, Traffic Improvements and Transportation Planning. The new Maricopa County Sheriff’s Headquarters (MCSO HQ) continues to be reflected in the FY 2015 budget, as it is anticipated to be fully completed in FY 2015. The MCSO HQ consolidated 326 staff from six locations, and equipment from one other location. All MCSO users completed their move into the building by January 2014, including command staff, internal affairs, employee compliance, 911 emergency operations, MCSO telecommunications, human resources, finance, procurement, OSHA, MCSO IT, CAD/RMS Staff, jail intelligence, and inmate phone monitoring. It is anticipated there will be $7.7 million in savings from the original $92,470,934 project budget. 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. 20 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter The Maricopa County Department of Transportation (MCDOT) continues to make progress with the Northern Parkway Project and will complete the Sarival to Dysart porting in FY 2014 and will complete construction of the Reems and Litchfield overpasses in FY 2015. Finally, projects that were completed in FY 2014 include the Contact Center System which manages the STAR Call Center, the Integrated Workplace Management System for the Facilities Management Department, and the Correctional Health Zone H upgrade. Health Care Issues Health, Welfare and Sanitation accounts for 22.32% 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 $226 million for FY 2015. The largest mandated contribution is $150.2 million for the Arizona Long Term Care System (ALTCS), the State’s Medicaid long-term care program. The County will also have to pay $19.5 million to the Arizona Health Care Cost Containment System (AHCCCS), which is the State of Arizona’s Medicaid system for acute medical care. The AHCCCS contribution decreased by 2% from last fiscal year per the budget adopted by the Legislature and signed by the Governor. Finally, the County is required to pay an estimated 34% of the cost to treat Sexually Violent Persons who are released from prison and continue to receive mental health treatment. This was a cost shift to counties that began in FY 2010, and until a recent change in legislation, Maricopa County was paying 50% of the costs. The cost estimate for next year is $3.36 million but may change prior to final budget adoption. In addition, Maricopa County is mandated to contribute to the State’s behavioral health programs through a court order (Arnold v. Sarn) that settled in March 2014. The total estimated amount for FY 2015 is $52.8 million, an annual 3% increase to account for population growth and medical treatment cost increases. With the settlement of the Arnold litigation, there may be opportunities for Maricopa County to more actively participate in the allocation of this large and growing cost. A very large portion of the adult jail population has mental health needs. This group filters in and out of jail, increasing the workload for our criminal justice system and creating public safety concerns. Research on this issue will proceed in the coming fiscal year as a new Regional Behavior Health Authority (RHBA), Mercy Maricopa, is transitioned into the community. Correctional Health Services (CHS) provides health care in our six adult detention 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 jails and ensure that we are providing services 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. CHS expects to receive a new list of requirements for compliance in the next several weeks. Many financial investments have been made that have arisen in association with the lawsuit. CHS has implemented an Electronic Health Record (EHR) system and is now in phase II of the project. This is a comprehensive record system that has integrated medical, mental health, dental, and all patient care activities including medications. All phases of the EHR implementation will be completed in FY 2016, with $2.45 million being carried over from FY 2014 to FY 2015, and $2.3 million to FY 2016 to finalize the project. Implementation is another necessary element 21 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter to move toward the dismissal of the long-standing federal court monitoring issue, Graves v. Arpaio. The end result will be improved health services for the County’s jail inmates. 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. This is a very broad and difficult mission to accomplish. It has been many years since we have added to the General Fund support of the Public Health Department. This year, funding totaling $275,885 has been reserved in Non Departmental for the Public Health Department. There are three critical positions that are being considered for funding. The first is a Senior Epidemiologist who will coordinate surveillance and public health preparedness for large events, such as the Super Bowl and the Pro Bowl, which will occur in Maricopa County in the next year. The individual would collaborate with healthcare partners and volunteers, while performing syndromic surveillance throughout the year. The second position, a Behavior Health Coordinator, would provide leadership and expertise in behavior health and would coordinate with Correctional Health Services and the new Maricopa County RHBA to ensure a smooth transition of individuals back into the community with continuity of care issues overlaid. Finally, the last position is a Quality Improvement Manager in charge of managing the accreditation process for the Public Health Department. Accreditation for Public Health departments is relatively new, but it is projected that accreditation will strongly influence grant award success within the next several years, which is critical for this primarily grant funded department. Employee Compensation and Human Resources Employees are our greatest asset and also our largest cost. County employees deliver our services and are the face of Maricopa County government. We count on our employees to provide excellent services and to be effective and efficient as they execute their duties as public servants. Sixty percent of our operating costs are attributed to personnel-related expenses. Therefore, County Administration evaluates annually the need for performance pay, market-based increases, and benefits to ensure that we are competitive and can retain and grow our talent. Funding for performance pay and internal equity has been reserved in the FY 2015 recommended budget. In FY 2015, $10.8 million in the General Fund and $4.9 million in the Detention Fund have been earmarked for increases to be distributed based on performance. This is an average of 2.5% for the workforce. Employees received 5.0% increases in FY 2014, on average, for performance and internal equity. The chart to the right shows that employee turnover is expected to decrease for the first time since 2010. Once FY 2015 funding is allocated, the Maricopa County Department of Human Resources will assess, by department and also Countywide, the impact that the additional increases have had on attrition. In addition, there are limited resources for market-based salary 22 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter issues for Sheriff’s Deputies and Sergeants, Adult and Juvenile Probation Officers and Supervisors, Epidemiologists, and Mental Health Professionals. The Human Resources Department has $248,000 allocated in the FY 2015 recommended budget to replace the Pathlore Learning Management System with the Cornerstone Learning Management System (LMS). The LMS system provides a dependable corporate learning system and contributes to performance management, succession management, and compensation management. This system integrates with the ADP Human Resources System and will assimilate with the performance management system that may be funded in future years. The hiring of a consultant for county-wide job analysis at a cost of $385,000 is also included in the recommended budget. This consultant will help develop valid class specifications, minimum qualifications, job descriptions, and assessment/testing procedures. Then, the consultant will train department staff to ensure that the job analyses process continues. Employee Benefits Maricopa County provides health insurance coverage and other benefits to over 11,400 employees and, when combined with their eligible covered family members, a total of almost 27,000 individuals are covered. Employee benefit plans are an important part of the County’s total compensation package. The quality and value of the benefits program have been maintained in a cost-effective manner. Moving to self-insurance for medical and other benefits in FY 2008 has provided the 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. Through FY 2013, the five-year average increase in the County’s health benefits costs per employee was 3.7%, which compares favorably to the national average for large employers. 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 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 2015, we have continued to mitigate significant cost increases while maintaining, if not improving, the quality of our benefit programs. While the Patient Protection and Affordable Care Act (PPACA) has increased costs in some areas, new contracts with two medical benefit vendors will provide both more choice for employees and lower costs for health care. Premiums for health benefits were held to an increase of less than 1% from FY 2014 rates. This, along with savings in dental benefits costs and a planned reduction in Benefits Trust reserves (in accordance with actuarial estimates), allows total benefits costs to be held at FY 2014 levels for FY 2015. 23 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transmittal Letter Conclusions This is a budget that I am proud of. The process was more transparent and participatory. We are providing critical County mandated services and making our community safer, while maintaining a cost effective model of delivery. This budget could not have been completed without the assistance of all of the Board members, the County Constitutional Officers, the Judicial Branch and our Appointed Officials. Appreciation goes out to County staff for fully participating and working collaboratively on a structurally balanced budget that builds reserves for the future. Sincerely, Tom Manos Maricopa County Manager On May 19, 2014, the Board of Supervisors approved the FY 2015 Tentative Budget in the amount of $2,211,128,982. On June 23, 2014, the Board of Supervisors approved the FY 2015 Budget in the amount of $2,211,128,982. This amount represented no change from the Tentative Budget. On August 18, 2014, the Board of Supervisors approved the FY 2015 Tax Levy and Rates. 24 Maricopa County Annual Business Strategies FY 2015 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 4 million as of 2013, 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 more than 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 29% of total land ownership, with the remainder publicly owned. Of the 71% of land owned by public entities, 50% is controlled by federal agencies including the Bureau of Land Management (BLM), U.S. Forest Service, and U.S. Department of Defense; 11% by the State; and 5% by Indian communities. The remaining 5% is controlled by various entities including Maricopa County. 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 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 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 25 Maricopa County Annual Business Strategies FY 2015 Adopted Budget County Profile 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 mostly 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 Bureau, the County has grown from 3,817,117 in 2010 to an estimated 4,009,412 in 2013, a 5 percent increase. 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. 26 Maricopa County Annual Business Strategies FY 2015 Adopted Budget County Profile Climate and Topography Maricopa County is known world-wide for its unique climate and topography. Situated in the Sonoran Desert, Maricopa County encompasses the majority of the Valley of the Sun and is home to many unique species of animals, insects and flora including saguaro, ocotillo, cactus wren, palo verde, peccary (javelina), scorpion, sotol, and many more. The climate is highly sought after as a destination during winter, spring and fall months due to pleasant temperatures and very mild weather patterns. The summer months in the County are some of the hottest in the United States, with daily temperatures often reaching over 100°F, usually for 100+ days of the year. The humidity levels are typically relatively low during the summer months, which significantly tempers this rather extreme heat. One of the more unique aspects of Maricopa’s climate is the annual monsoon which brings in very heavy rains beginning in mid-summer and continuing through early fall. This meteorological singularity is caused by a change in the typical winter wind that comes from the west to northwest. The shift occurs when moist winds begin to circulate to the area from the Pacific Ocean and the Gulf of California. This shift in wind and moisture content creates tremendous and sudden monsoon thunderstorms, dust devils and haboobs (dust walls) throughout Maricopa County. Maricopa County is surrounded on the north, east and west by various mountain ranges, the highest point being Brown’s Peak at an elevation of 7,657 feet. Several rivers also cross the County, including the Salt, Gila, Verde, Agua Fria, and Hassayampa rivers. The center of the valley is interrupted by several buttes and some smaller mountain ranges scattered throughout the County. This variety in topography provides incredible recreational opportunities, climatic diversity, geologic variety, numerous reservoirs and the development of several canals. Tonto National Forest borders the County on the east, Sonoran 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. 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. 27 Maricopa County Annual Business Strategies FY 2015 Adopted Budget County Profile 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. However, many of the fundamentals remain in place for the community to again greatly outperform the rest of the nation over the longer term. While all race/ethnicity groups have increased in population over the past two decades in Maricopa County, 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%. 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. However, 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 group of individuals has been the 25 to 34 age group since the 1990s. Maricopa County has a 7.4 per 1,000 population rate of natural increase from births with the majority of births by mothers between the ages of 20 and 34, according to the Arizona Health Status and Vital Statistics 2012. 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. 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 Fiscal Year 2013-14 Nonfarm Wage & Salary Employment (Percent Distribution) Source: U.S. Bureau of Labor Statistics and the Arizona Department of Economic Security NAICS Category Total Nonfarm Construction & mining Natural Resources and Mining Construction Manufacturing Trade, Transportation, and Utilities Information Financial Activities Professional and Business Services Educational and Health Services Leisure and Hospitality Other Services Government Maricopa County 100% 5.4% 6.4% 20.1% 1.8% 9.0% 16.6% 14.7% 10.5% 3.4% 12.0% Arizona United States 100% 100% 0.5% 4.9% 6.1% 19.2% 1.6% 7.4% 14.8% 14.9% 10.9% 3.4% 16.2% 0.6% 4.3% 8.8% 19.0% 2.0% 508.0% 13.7% 15.5% 10.4% 4.0% 15.9% Data through February 2014; U.S. through March 2014 **NOTE: As of March 2005, DES no longer breaks out mining from construction in Maricopa County 28 Maricopa County Annual Business Strategies FY 2015 Adopted Budget County Profile 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. Apple is coming to Maricopa County. Apple announced in November 2013 that they will be building a manufacturing plant in the city of Mesa that will bring approximately 2,000 jobs to the valley. This move will have an incredibly positive economic impact for the State and Maricopa County. Also in the works is California-based Tesla Motors. They announced in February 2014 that they have narrowed their site selection for their new battery factory to four states, which includes Arizona. If picked, they could bring as many as 6,500 jobs to the County. 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 that exists 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, agriculture, arts and culture, 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, Fry’s 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. 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 Translational Genomics Research Institute (TGEN) are evidence of Maricopa 29 Maricopa County Annual Business Strategies FY 2015 Adopted Budget County Profile County’s leadership in bioscience, providing a base of expertise and knowledge that enhances the area’s ability to develop and attract bioscience-related companies. In addition, the Arizona State University-Capital Center campus in Phoenix enhances downtown and the businesses located there. 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 Arizona State University (ASU) (the largest public university in the US by student enrollment) 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 throughout 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 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 and ranked 25 in the world 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 used as a support airport to Sky Harbor, and is home to many flight training schools, major shipping providers, ASU Polytechnic Campus and also has regular passenger flights to several destinations. 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. The newly constructed PHX Sky Train® is a free automated train that transports travelers between the 44th Street and Washington Valley Metro Light Rail, the East Economy parking area and Terminal 4. The PHX Sky Train® operates 24-hours a day, 365 day a year and runs every three to four minutes. In early 2015, 30 Maricopa County Annual Business Strategies FY 2015 Adopted Budget County Profile the PHX Sky Train® will connect Terminal 4 and 3 eliminating the need for shuttle buses currently in place. 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 Broadway musicals, to contemporary rock concerts, to world-class orchestras. Nationally recognized theatres such as the Orpheum, Herberger and several publicly owned theatres provide high-quality entertainment. Outdoor recreation is also readily available with hundreds of miles of horse-back riding trails, hiking trails, biking trails for road and mountain bikes, rock climbing facilities, regional and municipal parks, and National Forests and Monuments. Numerous reservoirs are easily accessible for fishing, boating, kayaking, sailing, and swimming activities. The Salt River cuts directly through the metropolitan area providing additional water activities including river floating through the Tonto National Forest and water activities such as sculling and kayaking along Tempe Town Lake. For botanists and wildlife lovers, the Phoenix Zoo and Desert Botanical Gardens provide a close-up view of many local and foreign species of flora and animal life. Maricopa County operates one of the most extensive regional park systems in the United States at over 120,000 acres. The valley is also full of other special events and specialty entertainment venues, including movie theaters, 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 Arizona 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 golf, thoroughbred horse and greyhound racing, 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 and the Pro Bowl in 2015. The area is world famous for golfing and golf tournaments 31 Maricopa County Annual Business Strategies FY 2015 Adopted Budget County Profile such as the Waste Management (WM) Phoenix Open, and NASCAR racing is conducted 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. County Government Maricopa County is the second largest local government in Arizona, behind the City of Phoenix. The County has the equivalent of about 14,000 full-time County and District employees who 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. 32 Maricopa County Annual Business Strategies FY 2015 Adopted Budget County Profile 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 Employee Benefits & Health 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 NonDepartmental Public Defense Services Environmental Services Air Quality Legal Legal Advocate Advocate Transportation Public Fiduciary Waste Resources & Recycling 33 Maricopa County Annual Business Strategies FY 2015 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 new chairman annually, 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 aired on local government access channels throughout Maricopa County. 34 Maricopa County Annual Business Strategies FY 2015 Adopted Budget District District District District District 1: 2: 3: 4: 5: Supervisor Supervisor Supervisor Supervisor Supervisor County Profile Denny Barney (Chairman) Steve Chucri Andrew Kunasek Clint Hickman Marie Lopez Rogers Other Elected Officials Maricopa County’s mandated functions are defined by both the Arizona State Constitution and the Arizona Revised Statutes. Nine County offices are independently overseen by elected officials: Assessor, County Attorney, Clerk of the Superior Court, Constables, Justices of the Peace, Recorder, Sheriff, Superintendent of Schools, and Treasurer. The Judicial Branch, headed by a Presiding Judge, includes the Superior Court, and the departments of Adult and Juvenile Probation. Assessor: Paul D. Petersen 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 Juvenile Probation 35 Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget County Profile Judges of the Superior Court The Superior Court is comprised of 95 Judges and 59 Commissioners. Under the Judicial Merit Selection System, Judges are appointed by the Governor from a list selected by a Judicial Merit Selection Committee. Once appointed, Judges must stand for retention every four years. During local elections voters must decide, in addition to voting for local politicians or officials, which judges should retain their position by a simple yes-no vote. The Court also uses volunteer judges on an as-needed basis called judges pro tempore, who are attorneys in good standing with the Arizona Bar. There is currently one judicial vacancy. In FY 2015, the Board approved, by resolution to the Governor, the creation of three additional judicial divisions which will be filled in January 2015. Maricopa County Judges and Justices of the Peace Aceto, Mark F Gama, J Richard Miles, Robert Ewell Adleman, Jay R. Garcia, Jeanne Marie Mroz, Rosa Anderson, Aimee La Duke Gass, David B Mullins, Karen Ann Anderson, Arthur Thomas Gentry-Lewis, Jo Lynn Myers, Samuel Joseph Astrowsky, Brad Gerlach, Douglas Norris, Benjamin R Bailey, Cynthia Jo Gordon, Michael D Oberbillig, Robert Henry Barton, Janet Ellen Granville, Warren James O'Connor, Karen L Bassett, Edward Walter Hamelman-Crawford, Janice Padilla, Jose Salvador Beene, James Hannah, John R Palmer, David J Bergin, Dawn Marie Harrison, Cari Ann Pineda-Rodriguez, Susanna C. Blakey, Craig Hegyi, Hugh Emery Polk, Jay M Blomo, James T Herrod, Michael John Porter, Gerald J Brain, Mark H Hicks, Bethany G Rea, John Christian Brnovich, Susan Marie Hoffman, Kristin C Reinstein, Peter C Brodman, Roger Earl Horn Bustamante, Lori Ronan, Emmet J Brotherton Jr, William Long Hyatt, Carey L Ryan, Timothy Joseph Coffey, Rodrick J Ishikawa, Brian K Sanders, Teresa A Cohen, Bruce R Kemp, Michael William Sinclair, Joan Marie Cohen, Suzanne E Kiley, Daniel J Starr, Patricia Ann Contes, Connie Coin Klein, Andrew G Steinle, Roland J Cooper, Katherine Margaret Kreamer, Joseph C. Stephens, Sherry Kay Coury, Christopher A LeClaire, Thomas L Svoboda, Pamela Denise Hearn Cunanan, David Oscar Mahoney, Margaret R Talamante, David Michael Davis, Norman J Martin, Daniel Gordon Thomason, Timothy Ditsworth, John R McClennen, Crane Thompson, Peter Allen Duncan, Sally Schneider McCoy, Michael Scott Udall, David K Dunn, Boyd W McMurdie, Paul J Viola , Danielle J Fenzel, Alfred M McNally, Colleen A Warner, Randall H Fink, Dean M Mead, Kathleen H Welty, Joseph Crosby Flores, Lisa Daniel Mikitish, Joseph Patrick Whitten, Christopher T Foster, George H Miles, Linda H Willett, Eileen S Frasher Gates, Pamela Sue 36 Maricopa County Annual Business Strategies FY 2015 Adopted Budget County Profile Department Superior Court Presiding Judge Juvenile P. J. Criminal P. J. Probate/Mental Health P.J. Southeast P. J. Northeast P. J. Judicial Officer Hon. N. Davis Hon. C. McNally Hon. J. Welty Hon. R. Mroz Hon. D. Talamante Hon. G. Porter 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 Joe “Pep” Guzman Steven Sarkis Craig Wismer Anna Hubeman Clancy Jayne Jimmie R. Hernandez Frank Conti Jr Keith Russell C Steven McMurry, Presiding JP Chris Mueller Steven Urie Joe B Getzwiller Elizabeth Rogers Precinct Agua Fria Arcadia Biltmore Arrowhead County Meadows Desert Ridge Downtown Dreamy Draw East Mesa Encanto Hassayampa Highland Ironwood Kyrene 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 2015 Adopted Budget County Profile 38 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget At A Glance Budget at a Glance Introduction For 21 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 seven 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 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. 39 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget At A Glance Tax Reduction Policy: 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. 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. 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 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 40 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget At A Glance 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 mission, vision, 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: • Safe Communities o By end of FY 2017, 90% of Cradles to Crayons youth with petitions filed have permanency established within 365 days of the petition filing. 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, 80% or more of all clients in non-capital and non-dependency 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, 25% or more of dependency matters (one child and one parent) 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 the Cradle to Crayons (C2C) 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 2015 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 Capital Cases with Disposition Less than Capital Percent of Probation Representation Cases With Disposition Other Than Revocation Percent of Witness Representation Cases Closed Percent of Misdemeanors with Disposition to Lesser Charges or Fewer Counts Percent of Non-Capital Felony Cases with Disposition to Lesser Charges or Fewer Counts Percent of Non-Capital Felony Cases Resolved to Conclusion in the Regional Court Centers or Early Disposition Courts - Staffed Offices Only Percent of Non-Complex Felony Cases Resolved Within 180 Days of Arraignment/Assignment (whichever is later) Staffed Offices Only Percent of Non-Capital Complex Felony Cases Resolved Within 270 Days of Arraignment/Assignment (whichever is later) Staffed Offices Only 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 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 92.9% 78.3% FY 2015 ADOPTED 82.6% REV VS ADOPTED VAR % (10.3%) -11.0% 81.0% 81.9% 77.2% 76.2% (5.7%) -6.9% 126.4% 105.1% 108.1% 108.1% 3.1% 2.9% 93.3% 92.5% 88.5% 88.5% (3.9%) -4.3% 89.1% 90.6% 89.7% 88.8% (1.8%) -2.0% 68.6% 67.9% 67.8% 66.9% (1.0%) -1.5% 73.9% 75.5% 73.9% 74.3% (1.2%) -1.6% 30.7% 34.9% 28.3% 28.3% (6.6%) -18.9% N/A 0.0% 0.0% 0.0% 0.0% N/A N/A 16.2% 10.6% 11.1% (5.1%) -31.4% 42 Maricopa County Annual Business Strategies FY 2015 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 Expenditure Ratio Revenue Measure Description Percent of Non-Capital Felony Cases with Disposition to Lesser Charges or Fewer Counts Percent of Non-Capital Felony Cases Resolved to Conclusion in the Regional Court Centers or Early Disposition Courts - Staffed Offices Only Percent of Non-Complex Felony Cases Resolved Within 180 Days of Arraignment/Assignment (whichever is later) Staffed Offices Only Percent of Non-Capital Complex Felony Cases Resolved Within 270 Days of Arraignment/Assignment (whichever is later) Staffed Offices Only Non-Capital Felony Cases Resolved to Conclusion Net Non-Capital Felony Cases Assigned Expense per Non-Capital Felony Case Resolved to Conclusion FY 2013 ACTUAL 89.1% FY 2014 FY 2014 REVISED FORECAST 90.6% 89.7% FY 2015 ADOPTED 88.8% REV VS ADOPTED VAR % (1.8%) -2.0% 68.6% 67.9% 67.8% 66.9% (1.0%) -1.5% 73.9% 75.5% 73.9% 74.3% (1.2%) -1.6% 30.7% 34.9% 28.3% 28.3% (6.6%) -18.9% 25,360 25,178 25,703 27,476 1,639.52 $ 25,247 29,778 1,644.15 $ 30,671 1,645.50 69 $ 27,209 1,470.55 $ 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL SOURCES $ 11,900 292,874 841,166 66,439 $ 1,212,379 $ - $ 35,334 236,492 230,622 819,202 819,756 66,362 66,362 $ 1,122,056 $ 1,152,074 $ 236,492 819,202 66,362 $ 1,122,056 $ 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL USES $ 36,360,286 292,888 573,607 66,362 $ 37,293,143 $ 40,359,547 236,492 617,493 66,362 $ 41,279,894 $ 40,421,936 236,492 819,202 66,362 $ 41,543,992 $ $ $ 3,195 (5.98) - 0.3% 11.6% -0.4% N/A 0.0% 0.0% 0.0% 0.0% Expenditure $ 41,285,737 236,492 670,876 66,362 $ 42,259,467 $ (62,389) (201,709) (264,098) -0.2% 0.0% -32.7% 0.0% -0.6% 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: Strategic Plan, Revenue Outlook, Property Taxes, Expenditure Uses, 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 Compensation and Human Resources, and Employee Benefits. 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. 43 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget At A Glance According to the GFOA’s Governmental Accounting, Auditing, and Financial Reporting document, all funds can be categorized into fund types that are grouped into two broad classifications: governmental funds and proprietary funds. The County may use other fund types, but they are not relevant to the budget. Governmental Funds include the following fund types: The General Fund is the chief operating fund of the County and is used to account for all financial resources except for those required to be accounted for in another fund. The General Fund is considered a Major Fund for budgeting. 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 expenditures for specified purposes. However, these funds are not used for major capital projects. Special Revenue Funds include the Detention Fund, which is a Major Fund for budgeting. 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 44 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget At A Glance fund (A.R.S. §41-2401). The funds are to be used for the purpose of enhancing prosecutorial efforts. A complete listing of funds and descriptions is included in the Attachments section. Revenues, Expenditures, and Other Financing Sources and Uses The Budget Summary Schedules section provides a single consolidated overview of all resources and expenditures budgeted for all funds, as well as summaries of all major revenues and expenditures by fund, type, category, object and department. Maricopa County’s budget is annual, not biennial, therefore summaries of revenues and other resources, and of expenditures are provided for a threeyear time span, including the prior year actual, current year budget, estimated current year actual, and “Forecast” upcoming budget year. 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. Fiscal Year 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 State Shared Sales Tax Annual Collections Growth Rate 457,785,986 15.1% 4.9% 480,411,951 -4.0% 460,958,749 -14.3% 394,920,582 366,285,237 -7.3% 385,487,679 5.2% 400,453,542 3.9% 418,642,152 4.5% * 447,677,168 6.9% 3.9% ** 465,300,725 *** 488,565,761 5.0% 515,436,878 5.5% *** 5.0% *** 541,208,722 4.8% *** 567,186,741 4.8% *** 594,411,704 Listed to the right are the actual State Shared Sales Tax collections for the last eight fiscal years, forecasted totals for FY 2014, the budget for FY 2015 and forecasted amounts for the next five years. State Shared Sales Tax and Jail Excise Tax revenues have followed similar trends, except that Jail Tax revenues have experienced greater declines, but are *Forecast rebounding more quickly. Annual growth reached 15.1% in FY **Budget 2006, but declined for several years. There was a slight ***Source Elliott D. Pollack & Co. (Growth Rate ) 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 2014 are projected to continue into FY 2015 which is expected to lead to sustained annual growth rates of approximately 5% based on the Most Likely forecast scenario. 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 45 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget At A Glance on GASB 54 fund balance classifications. Narratives describing each fund are included in the Attachments section entitled Fund Descriptions. The Capital Budget The Capital Improvement Program (CIP) section specifically includes the Capital Improvement Program, 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 Convert existing cells to flat cells. Conversion requires converting every surface to a flush condition by removing bunks, toilet/sink combo, showers, installing detox toilet in the floor, epoxy coating on the floor and walls, and installing a camera. Improve the emergency cell door release system by installing a manual release device on approximately 2,400 cell doors. Purpose Statement Safe Communities To create safe and secure cells for an increasing number of inmates who are high risk for harming themselves in the jail environment. In addition, in the event of a failure of the automated pneumatic release systems or the electronic control systems, the current cell locking devices require a manual release procedure that cannot be completed by jail security staff in a safe and timely manner. Funding/Cost Summary FLAT CELL CONVERSION FAJ 455 - DETENTION CAPITAL PROJECTS $ Project Total $ CELL DOOR RELEASE FAJ 455 - DETENTION CAPITAL PROJECTS $ Project Total $ Previous Projected Actuals 1,000 $ 1,000 $ Previous Actuals 3,155 $ 3,155 $ FY 2014 88,309 $ 88,309 $ Projected FY 2014 77,245 $ 77,245 $ Year 1 FY 2015 200,691 $ 200,691 $ Year 1 FY 2015 2,364,600 $ 2,364,600 $ Year 2 Year 3 FY 2016 Year 4 FY 2017 - $ - $ Year 2 $ - $ Year 3 FY 2016 $ - $ $ - $ $ - $ Total - $ - $ Year 5 FY 2018 - 5-Year FY 2019 - Year 4 FY 2017 - Year 5 FY 2018 - 5-Year FY 2019 - $ - $ 200,691 $ 200,691 $ - $ - $ Total 2,364,600 $ 2,364,600 $ Total Project 290,000 290,000 Total Project 2,445,000 2,445,000 Operating Cost Summary Not applicable. 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 46 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget At A Glance 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 provides the tools necessary to determine and apply objective methods that measure progress toward accomplishing the County’s mission and strategic priorities, as well as department strategic goals and performance targets. The County-wide goal, priorities and progress are discussed in the Strategic Direction section of this document. Progress towards the goals is reported annually, with many measures coming directly from individual agency strategic plans. Managing for Results also provides the tools for departments to establish strategic plans, outlining the goals of the agency and aligning the goals to the County-wide strategic priorities. Through the Planning for Results process in the Managing for Results cycle, department strategic plans establish performance measures which measure the results experienced by the customer as well as outputs, demands and efficiencies. The measures are tied to the services delivered and the goals of the agency. See the 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 Chart 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 47 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget At A Glance 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. A FY 2015 Citizens’ Budget Brief is included in the Attachments section to provide residents of Maricopa County an overview of the budget process. This document is a summary of the FY 2015 Adopted Budget with the intent to engage residents in the budget process by increasing transparency and comprehension of the budget. This document is succinct so it can be used as a tool to disseminate at budget discussions and foster interest in the budget process. Other Planning Processes The Maricopa County budget process is closely tied to the Managing for Results system that integrates strategic planning with budgeting and performance measurement (see the Strategic Direction section for details behind this successful planning process). The combination of the budgeting and strategic planning processes, particularly in terms of budgeting to achieve desired results, is referred to as Budgeting for Results. The Budgeting for Results Accountability Policy provides for the control of the budget at the department level. The Tax Reduction Policy provides for long-term financial stability and low, sustainable tax rates through responsible use of non-recurring resources, appropriate and minimal use of debt, and maintenance of reserve funds. This policy sets budgetary and financial guidelines regarding the reduction of taxes. The Tax Reduction Policy demonstrates a commitment to the maintenance and, when possible, reduction of tax rates while ensuring that Maricopa County remains financially stable and accountable to the citizens. Detail regarding Maricopa County’s other planning processes and their effects upon the budget, including those mentioned above, (i.e., Managing for Results Policy, Budgeting for Results Policy Guidelines, Budgeting for Results Accountability Policy, and the Tax Reduction Policy), along with the Vehicle Replacement Policy, General Government Policy, Policy for Administering Grants, Funded Position Policy, and the Capital Improvement Program processes may be found in the Budget Policies and Process, Strategic Direction, Capital Improvement Program and the Attachments sections. 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 www.maricopa.gov/Budget/BudgetDocument.aspx. 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 48 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget At A Glance 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. Glossary A glossary is provided 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. 49 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget At A Glance 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 Acronyms used in this document are defined in the Glossary section, with examples below. C2C: Cradles to Crayons ISF: Internal Service Fund 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 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 residents of Maricopa County. Charts and graphs are provided throughout the document with sufficient information to be easily understood by the casual reader. Changes in type sizes and styles are avoided in this document. The entire document utilizes consistent type styles and sizes for headings, body text and graphics, the use of which adds to the overall presentation and comprehension of the data provided. See the County Profile, Mandates, and Department Strategic Business Plans and Budgets sections to view the areas containing the most charts and graphs. 50 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Strategic Direction Strategic Direction Strategic Business Planning 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 mandated services and 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 maintaining high-quality services to its customers and end-service recipients; ensuring that the most critical needs of the community are being met with measurable results. The Strategic Business Planning (SBP) philosophy provides direction for making good business decisions based on performance data, making departments/agencies accountable for results and integrates planning, budgeting, reporting, evaluating, and decision making for all Maricopa County departments and agencies. The SBP cycle, which is explained in more detail on the following pages, begins with planning on both the strategic and operational levels. Budget resources are then aligned with the plan. As County Departments deliver services and progress towards their goals, they report their performance management metrics as well as financial transactions in line with the activities and services they are providing. Performance, financial and forecast data are analyzed continuously throughout each fiscal year. At appropriate milestones, program evaluations and recommendations for performance and financial improvements are made. The cycle then begins again with the strategic and operational planning efforts. Planning Evaluate & Improve Budgeting Strategic Business Planning Analyzing Delivering Reporting This model allows Maricopa County to focus and meet the following objectives: 1. What we are doing today contributes to our strategic direction. 2. We know what we have done has been effective. 3. We know how much it costs to deliver our programs effectively and efficiently. 51 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Strategic Direction SBP Cycle: Planning 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, 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 SBP 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 SBPs 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-today 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 comprise the Activity Activity Performance Measures Results Outputs Demand Efficiency One of the most powerful tools available in this system is an employee performance management component that makes it possible for employees to see how they contribute at operational, departmental, and County levels. It is through this process that Department SBPs are actually put into action throughout all levels of the organization. The SBP 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 can then be based on the employee’s contributions to the department’s performance results. Maricopa County has chosen a balanced and practical approach to performance measurement by using a Family of Measures that includes results, output, demand, and efficiency measures. The Family of Measures, taken as a whole, provides the context for understanding how effectively and efficiently Departments are achieving desired results. 52 Maricopa County Annual Business Strategies FY 2015 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. SBP Cycle: Budgeting 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 achieve 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 SBP. This allows departments to collect expenditure and revenue data associated with their accounting string. Integrating Budgeting 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. SBP Cycle: Delivering Based on available resources established through the budgeting process, Departments develop and implement operational 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 budgeted revenues and expenditures are in line with the department plan. SBP Cycle: Analyzing and Reporting 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 has been gathered and analyzed, departments communicate the results to both employees and the public. Departments report performance measure data and progress toward achieving goals via the Managing for Results Information System (MfRIS). Performance reporting is provided via the Annual Business Strategies as well as by individual Departments in a variety of formats. SBP Cycle: Evaluating and Improving Results Evaluation of performance information and communication to 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. They use the information from this evaluation to determine the need for improvement and/or the need for program or policy changes. Organizational performance information is used to plan and budget, identify priorities, develop strategies, and make resource allocation and policy decisions to ensure that the most critical needs of the community are being met today and in the future. 53 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Strategic Direction Countywide Strategic Plan 2015-2018 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. During the winter of FY 2014, the Board of Supervisors collaborated with the Elected Officials of Maricopa County to consider an update to the 2011-2015 Maricopa County Strategic Plan. The body of Elected Officials recognized value in streamlining the County’s priorities from 10 down to 5, and narrowing the focus and attention on county-wide strategic goals from 29 to 14. Each priority area has several goals to achieve the Board of Supervisor’s vision for the community. A final report of the 20112015 Strategic Plan is provided following the 2015-2018 plan details. On May 5, 2014, the Board of Supervisors officially adopted the following strategic plan. 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 environment. 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. 54 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Strategic Direction Strategic Priorities and Goals Strategic Priority: SAFE COMMUNITIES - Maricopa County will support safe communities and neighborhoods by providing access to a timely, integrated, and cost-effective smart justice system. Strategic Goal: By end of FY 2018, public safety is enhanced by reducing the number of adult probationers convicted of a new felony offense to 8% or lower. Strategic Goal: By end of FY 2018, the overall rate of juvenile recidivism is 20% or less. Strategic Goal: By end of FY 2017, 90% of Cradles to Crayons youth with petitions filed have permanency established within 365 days of the petition filing. Strategic Goal: PLACEHOLDER - By end of FY 2018, there will be an x% decrease in the recidivism rate for particular populations to be determined by McJustice and the Re-Entry Council. County Indicators: Violent Crime Rate • Property Crime Rate • Average length of pre-trail stay in County jail Number of persons with mental health issues (Rule 11 finding) Strategic Priority: REGIONAL SERVICES - Maricopa County will provide best-in-class regional services, both mandated and of concern to citizens, while coordinating with municipalities, other local jurisdictions, and community-based entities to consolidate services and avoid duplication, when applicable. Strategic Goal: By end of CY 2018, 100% of all air quality monitors are in compliance with federal health standards. Strategic Goal: By end of FY 2018, 85% or more of citizens indicating satisfaction with the amount of and access to open space, parks and recreation land in Maricopa County. Strategic Goal: By end of FY 2018, 4-5 year olds in Head Start increase their school readiness by 60% (on average in the year of their participation in Head Start--based on the State’s assessment tool). County Indicators: Coverage levels of immunizations (MMR & Tdap) • Public Health Accreditation Strategic Priority: GOVERNMENT OPERATIONS - Maricopa County will deploy an effective and efficient infrastructure to implement streamlined policies and procedures to improve delivery of services and promote a healthy workplace and a fully engaged workforce. Strategic Goal: By end of FY 2018, 80% or more of County residents indicate trust in County government. Strategic Goal: PLACEHOLDER - By end of FY 2018, Maricopa County’s Employee Engagement Score (a widely used measure indicating the strength of the workforce) increases x% from the (over) baseline established in FY 2015. Strategic Goal: Maricopa County will improve turnaround times and response times through the use of electronic filings: a. 7.5% increase in electronic recordings through the Recorder’s Office by the end of FY 2018 b 28% increase in electronic filings through the Clerk of the Superior Court end of FY 2018. c. By the end of 2018, the Treasurer’s Office will increase the number of parcels enrolled to receive paperless statements to 10%, a percentage that will be reviewed following a study to be completed by the end of FY 2016. 55 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Strategic Direction Strategic Priority: GROWTH AND ECONOMIC DEVELOPMENT - Maricopa County will be innovative in leveraging its resources, adaptive in its regulatory policies and practices, and proactive in its public relations to attract, promote, and support the growth of business enterprises to produce a vibrant and balanced regional economy. Strategic Goal: By 2018, 90% of regulated entities indicate they are satisfied or more than satisfied with their interactions with Maricopa County’s regulating agencies (as measured by customer satisfaction surveys). Strategic Goal: By 2018, 80% of participants completing workforce development training who obtain a job and remain employed after 6 months. County Indicators: High School Graduation Rate • Employment Levels • Median Home Values • County Per Capita Income as a percent of US Strategic Priority: FISCAL STRENGTH AND RESPONSIBILITY - Maricopa County will continue to efficiently manage County resources and engage in effective fiscal planning with integrity and transparency to promote financial stability and economic prosperity for Maricopa County residents. Strategic Goal: By the end of FY 2018, 100% of all County funds will obtain structural balance. Strategic Goal: By the end of FY 2019, Maricopa County’s General Fund Operating reserves will equal two months of operating expenditures. County Indicators: Percent of General Fund expenditures going to the State through required contributions and unfunded mandates. FY 2011-2015 Strategic Plan – Final Report Safe Communities Quality Workforce Fiscal Strength Citizen Satisfaction Strategic P riorities Quality Transportation Effective Economy 56 Access to Justice Public Health Individual Empowerment Sustainable Environment Maricopa County Annual Business Strategies FY 2015 Adopted Budget Strategic Direction FY 2011 - 2015 Strategic Priorities and Goals FY 2011-2015 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: 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 Annual Business Strategies FY 2015 Adopted Budget Strategic Direction Where We Are: 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). 58 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Strategic Direction FY 2011-2015 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: 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: 59 Maricopa County Annual Business Strategies FY 2015 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: 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 is beginning to collect data on the status of case monitoring with regards to the new standards. FY 2011-2015 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 Annual Business Strategies FY 2015 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: 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 Annual Business Strategies FY 2015 Adopted Budget Strategic Direction Where We Are: Rate of Hospital Admissions due to Respiratory Disease (per 100,000) 1,000.0 950.0 900.0 850.0 800.0 750.0 700.0 650.0 600.0 550.0 500.0 943.4 904.3 876.0 906.4 724.0 FY 2008 FY 2009 FY 2010 FY 2011 Source: Maricopa County Health Status Report 2007-2011, Five Year Trends FY 2015 GOAL 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: 62 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Strategic Direction FY 2011-2015 Strategic Priority 4: 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: 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. 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. 63 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Strategic Direction Where We Are: FY 2011-2015 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 13,000 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 Annual Business Strategies FY 2015 Adopted Budget Strategic Direction Where We Are: 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: 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 Annual Business Strategies FY 2015 Adopted Budget Strategic Direction Where We Are: Strategic Goal 4: By 2015, all new buildings built by Maricopa County will achieve Leadership in Energy and Environmental Design (LEED) certification. Why this is Important: The County has 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 – LEED Silver Certification application under review 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 Annual Business Strategies FY 2015 Adopted Budget Strategic Direction Where we are: 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 effects 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 exceedance as well as the number of days if the exceptional events are discounted from the total. 67 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Strategic Direction FY 2011-2015 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: 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 Annual Business Strategies FY 2015 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. 69 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Strategic Direction FY 2011-2015 Strategic Priority 7: 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: 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 Annual Business Strategies FY 2015 Adopted Budget Strategic Direction Where We Are: FY 2011-2015 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. Where We Are: 71 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Strategic Direction Strategic Goal 2: By 2015, 80% or more of County residents will indicate trust in County government, as measured by positive responses on the annual Citizen Satisfaction Survey. Why this is Important: Public trust and confidence in County government are central to County values, and to achieving the desired outcomes of the strategic plan. This goal is aimed at renewing efforts to ensure that citizens trust that County government is acting in the public interest, is open and honest, and accountable for results. Where We Are: FY 2011-2015 Strategic Priority 9: 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. 72 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Strategic Direction Strategic Goal 1: By 2015, Maricopa County will be the low-cost leader among large urban benchmark counties as demonstrated by having the lowest cost on 100% of a basket of commonly provided services and functions. Why this is Important: Maricopa County prides itself on keeping the costs of delivering services at a minimum in order to reduce the tax burden for County taxpayers. Tracking the average cost of providing services will ensure that the County maintains its eye toward the efficiency as well as results. The services/functions to be tracked include, but are not limited to: • Total expenditures per capita • $/child immunization • $/dog shelter day • $/1000 Board of Supervisors’ • $/child enrolled in Head • $/property tax bill constituents Start Where We Are: The priority implementation team, led by the Office of Management and Budget, has been working on defining the basket of goods that will be measured as well as the methodology used to ensure consistency in measurement. An initial list of suggested services for the basket of commonly provided services and functions was developed and partner departments were identified based on that list. Work continues on defining the basket of commonly provided services and functions based on the feedback from the partners. Strategic Goal 2: By FY 2015, mandated fixed contributions to the State of Arizona will be less than 20% of total General Fund operating revenues, a reduction of 11.9% from the FY 2010 level. Why this is Important: Reducing the mandated fixed contributions that the County makes to the States will allow the County more control over its own budget and ability to maintain fiscal stability and strength. Where We Are: 73 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Strategic Direction FY 2011-2015 Strategic Priority 10: Quality Workforce Maintain a quality, diverse, and innovative workforce and equip County employees with tools and technology they need to do their jobs safely and well Maricopa County recognizes the important role its employees have in the success of its operation. The Maricopa County Board of Supervisors has adopted a strategic priority to maintain a quality workforce. Through this strategic priority, the County strives to create an exceptional work environment as measured by increasing retention rates and ensuring employee satisfaction. Strategic Goal 1: By 2015, the voluntary turnover rate of full-time employees will be maintained at or below 10%. Why this is Important: Maricopa County recognizes the important role its employees have in the success of its operation and to the provision of quality services to citizens. This goal is aimed at reducing turnover rate of employees. Where We Are: 74 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Strategic Direction 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: 75 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Strategic Direction 76 Maricopa County Annual Business Strategies FY 2015 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 County-wide 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 2015 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 2015 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. Budgeting for Results Accountability Policy The purpose of the Budgeting for Results Accountability Policy is to provide guidelines and direction on managing Board-approved budgets to elected, appointed and judicial branch agencies so that they can be accountable and comply with the law. Key provisions: • The Policy provides Departments with flexibility in managing their resources to achieve results for customers while upholding accountability for spending within legal appropriations. • Appropriated budgets are defined as legal authorization by the Board to expend funds or incur obligations for specific purposes. The Board may establish appropriated budgets at different levels of detail if there is a significant risk that a department will exceed its appropriated budget. Changes in appropriated budgets must be approved by the Board. • Budgets are normally appropriated at the level of department, fund, and function. Where applicable, appropriation levels may be established by program/activity, or object of expenditure. • Detailed budgets are specified by month, function, organizational unit, activity, object/source, and position. “Function” is classification of expenditures and revenues according to whether they are recurring or non-recurring. • Appropriated budgets are not guaranteed from one fiscal year to the next. • Departments develop and maintain detailed revenue and expenditure budgets that are loaded into the main financial system. Detailed budgets must equal appropriated budgets. • Requests to amend appropriated budgets supported by grants, donations or intergovernmental agreements may be made when expenditures from these sources are forecasted to exceed the appropriation. • Appropriated budgets must be reduced if revenue is forecasted to be significantly less than the current budget. 79 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Policies and Process • 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. • 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. 80 Maricopa County Annual Business Strategies FY 2015 Adopted Budget • Budget Policies and Process 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. 81 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Policies and Process Key provisions: • Departments can establish new positions with review and approval by the Office of Management and Budget (OMB). Position requests must include a brief description of the purpose of the position(s), including relation to measured results and 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 within current appropriation levels and funding. Turnover or attrition savings will be budgeted in all Departments at appropriate levels. • Departments have the option of eliminating or identifying additional funding for vacant underfunded positions. 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 thresholds, 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 2015 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 8910 N. 78th Avenue, Building D Peoria, Arizona 85345 www.maricopahousing.org Maricopa County Flood Control District The Maricopa County Flood Control District is a legally separate, tax-levying entity pursuant to A.R.S. §48-3602 that provides flood control facilities and regulates floodplains and drainage to prevent flooding of property in Maricopa County. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Flood Control District, it is able to significantly influence the programs, projects, activities, and level of services provided by the District; therefore, the District is considered a blended component unit of the County. Maricopa County Library District The Maricopa County Library District is a legally separate, tax-levying entity pursuant to A.R.S. §483901 that provides and maintains library services for the residents of Maricopa County. As the Maricopa County Board of Supervisors serves as the Board of Directors of the Library District, it is able to significantly influence the programs, projects, activities, and level of services provided by the District; therefore, the District is considered a blended component unit of the County. 83 Maricopa County Annual Business Strategies FY 2015 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 County’s financial statements. Basis of Financial Statement 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 2015 Adopted Budget Budget Policies and Process Government-wide financial statements provide information about the primary government (the County) and its component units. The statements include a statement of net assets and a statement of activities. These statements report the financial activities of the overall government, except for fiduciary activities. They also distinguish between the governmental and business-type activities of the County and between the County and its discretely presented component unit. Governmental activities generally are financed through taxes and intergovernmental revenues. Business-type activities are financed in whole or in part by fees charged to external parties. The statement of activities presents a comparison between direct expenses and program revenues for each function of the County’s governmental activities and segment of its business-type activities. Direct expenses are those that are specifically associated with a program or function and, therefore, are clearly identifiable to a particular function. The County allocates indirect expenses to programs or functions. Program revenues include: • Charges to customers or applicants for goods, services, or privileges provided, • Operating grants and contributions, and • Capital grants and contributions, including special assessments. Revenues that are not classified as program revenues, including internally dedicated resources, unrestricted grant revenues, and all County levied taxes or taxes not levied by the County that are not restricted to a specific program, are reported as general revenues. Generally, the effect of interfund activity has been eliminated from the government-wide financial statements to minimize the double counting of internal activities. However, charges for interfund services provided and used are not eliminated if doing so would distort the direct costs and program revenues reported by the departments concerned. Fund financial statements provide information about the County’s funds, including fiduciary funds and blended component units. Separate statements are presented for the governmental, proprietary, and fiduciary fund categories. The emphasis of fund financial statements is on major governmental and enterprise funds, each displayed in a separate column. All remaining governmental and enterprise funds are aggregated and reported as nonmajor funds. Fiduciary funds are aggregated and reported by fund type. Proprietary fund revenues and expenses are classified as either operating or nonoperating. Operating revenues and expenses generally result from transactions associated with the fund’s principal activity. Accordingly, revenues, such as user charges and net patient service revenues, in which each party receives and gives up essentially equal values, are reported as operating revenues. Nonoperating revenues, such as subsidies and investment income, result from transactions in which the parties do not exchange equal values. Revenues generated by ancillary activities are also reported as nonoperating revenues. Operating expenses include the cost of services, administrative expenses, and depreciation on capital assets. Other expenses, such as interest expense, are considered to be nonoperating expenses. The County reports the following major governmental funds: The General Fund – is the County’s primary operating fund. It accounts for all financial resources of the general government, except those required to be accounted for in another fund. The Detention Operations Fund – was established under the authority of propositions 400 and 401, which were passed in the General Election of November 3, 1998. These propositions authorized a temporary 1/5 of one-cent sales tax to be used for the construction and operation of adult and juvenile detention facilities. On November 5, 2002, the voters approved the extension of the 1/5 of one-cent sales tax in the General Election. The extension begins in the month following the expiration of the 85 Maricopa County Annual Business Strategies FY 2015 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 Detention Operations Fund accounts for the jail tax revenue and transfers from the General Fund for maintenance of effort and jail operations expenditures. The Detention Operations Fund transfers monies to the Detention Capital Fund for the construction of the jail facilities. The amount to be transferred to the Detention Capital Fund for any given year is determined through the budget planning process and tied to the jail tax collection projection and construction schedules. The County Improvement Debt Fund – accounts for the debt service on the Lease Revenue Bonds, Series 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. 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 86 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Policies and Process 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 2015 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 320 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 88 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Policies and Process in excess of 1,000 hours are entitled to a $10,000 nontaxable investment in a Post Employment Health Plan (PEHP) established pursuant to Internal Revenue Code §501(c)(9). Compensated absences are substantially paid within one year from fiscal year-end and, therefore, are reported as a current liability on the government-wide financial statements. Basis of Budgeting and Budgetary Control Arizona law (A.R.S. §42-17105) requires the County to prepare and adopt an annual balanced budget for the General, Special Revenue, Debt Service, Enterprise and Capital Projects Funds. In addition, Maricopa County prepares budgets for its Internal Service Funds. Arizona law further requires that no expenditure shall be made or liability incurred that exceeds the amounts budgeted except as provided by law. Appropriation levels are established by department, fund and function (operating vs. non-recurring, including projects), and lapse annually. During the year, budget transfers from the contingency account to a department’s budget require approval by the Board of Supervisors. The budget is appropriated by fund for the three departments of the Judicial Branch and the five departments of the Public Defense System. Budgeted amounts are reported as originally adopted or as adjusted by authorization from the Board of Supervisors. The County budgets for Governmental Fund types and Internal Service Funds on a basis consistent with the County’s financial reporting and generally accepted accounting principles (GAAP), with the exception of capital lease transactions, which are budgeted as expenditures. 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. In addition, for proprietary funds, the County budgets capital outlay expenditures instead of depreciation. Furthermore, the County provides budget schedules by Major and Nonmajor Fund appropriations. Major funds are considered for budgeting purposes as funds whose revenues, expenditures/expenses, assets, or liabilities (excluding extraordinary items) are at least 10 percent of corresponding totals for all governmental funds. Nonmajor funds are funds which are not major funds. Below is a matrix of the department-fund budgets for major and nonmajor funds. Schedules for revenue and expenditure budgets by major and nonmajor fund categories are presented in the Budget Summary Schedules and the definitions are provided in the Attachments section. FY 2015 DEPARTMENT/FUND MATRIX DEPARTMENT 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 5 060 - CLERK OF THE BOARD 110 - ADULT PROBATION 120 - ASSESSOR 140 - CALL CENTER 150 - EMERGENCY MANAGEMENT GENERAL* X X X X X X X X X X DETENTION OPERATIONS* NON MAJOR SPECIAL REVENUE X X X 89 DEBT SERVICE CAPITAL PROJECTS INTERNAL ELIMINATIONS SERVICE Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Policies and Process FY 2015 DEPARTMENT/FUND MATRIX CONTINUED DEPARTMENT 160 - CLERK OF THE SUPERIOR COURT 180 - FINANCE 190 - COUNTY ATTORNEY 200 - COUNTY MANAGER 210 - ELECTIONS 220 - HUMAN SERVICES 230 - INTERNAL AUDIT 240 - JUSTICE COURTS 250 - CONSTABLES 260 - CORRECTIONAL HEALTH 270 - JUVENILE PROBATION 290 - MEDICAL EXAMINER 300 - PARKS AND RECREATION 310 - HUMAN RESOURCES 340 - PUBLIC FIDUCIARY 360 - RECORDER 370 - EDUCATION SERVICE 390 - EMPLOYEE BENEFITS AND HEALTH 410 - ENTERPRISE TECHNOLOGY 420 - INTEGRATED CRIM JUSTICE INFO 430 - TREASURER 440 - PLANNING AND DEVELOPMENT 460 - RESEARCH AND REPORTING 470 - NON DEPARTMENTAL 490 - MANAGEMENT AND BUDGET 500 - SHERIFF 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 800 - SUPERIOR COURT 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 960 980 - ELIMINATIONS COUNTY ALL DEPARTMENTS * MAJOR FUND GENERAL* X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X DETENTION OPERATIONS* NON MAJOR SPECIAL REVENUE X DEBT SERVICE CAPITAL PROJECTS INTERNAL ELIMINATIONS SERVICE X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X 90 X X X X X Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Policies and Process Budgets of Blended Component Units The budgets for several blended component units, including the Flood Control District, Library District, Stadium District, Special Assessment Districts and Street Lighting Improvement Districts are included in a separate volume of this document. The Public Finance Corporation is excluded from this document, as are one discretely presented component unit (Housing Authority) and one related organization (Industrial Development Authority). Activity associated with the Accommodation Schools and Sports Authority are not included in the County budget as the Board of Supervisors does not adopt the budgets for these entities. The Sheriff Warehouse Fund is also not included in the budget, as it is an Internal Service Fund that serves only one department, the Sheriff. The Budget Process Annual Budget Process Maricopa County’s fiscal year begins on July 1 and ends on the following June 30, coinciding with the State of Arizona’s fiscal year. The Maricopa County budget process is a key component of the overall Managing for Results process. The following chart provides an overview of the typical County budget process and calendar. Maricopa County Budget Process Timeline Jul Financial Forecasting Planning for Results Budget Guidelines & Priorities Budget Preparation Budget Review & Analysis Budget Adoption Tentative Adoption Final Adoption Property Tax Levy Adoption Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun (for current Fiscal Year) The process may not exactly follow the general calendar in some years. Each year, certain circumstances, such as delays in the State of Arizona’s budget approval process 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. 91 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Policies and Process Planning for Results Through the summer and fall, departments review and update their strategic business plans in accordance with the Managing for Results process. Departments update their strategic issues and goals, and set initial performance thresholds for their Activities and Programs. The Board of Supervisors has recently updated the County-wide strategic plan. The 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 adopted the guidelines and priorities in late January. 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 thresholds and detailed instructions for departments. Departments then prepare their 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 Elected officials and the Judicial Branch departments have the opportunity to present their requested budgets to the Board of Supervisors early in the process. 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, County leadership reviews budget recommendations with elected officials and the Presiding Judge, and negotiates budget agreements with them. 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. 92 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Policies and Process Property Tax Levy Adoption According to A.R.S. §42-17151, the Board of Supervisors meets on the third Monday in August to adopt property tax levies and rates. Refer to the Budget Calendar in the Attachments section for the property tax adoption date. Fiscal Year 2015 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. Department budget thresholds and instructions for FY 2015 were developed and issued in November 2013. The FY 2015 Budgeting for Results Guidelines and Priorities were adopted by the Board of Supervisors on January 27, 2014. 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 Chairman of the Board of Supervisors negotiated budget recommendations with elected officials and the Presiding Judge, beginning in late March through mid-April. The FY 2015 Recommended Budget was presented to the Board of Supervisors on May 19, 2014 and was adopted the same day. Final Adoption of the budget occurred on June 23, 2014. Property Tax levies and rates were adopted on August 18, 2014. 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 2016 Budget Process The FY 2016 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.” 93 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Policies and Process • Services are grouped into Activities, which are defined as a set of Services with a common purpose or result that produces Outputs and Results for customers. Activities become the “building blocks” of Maricopa County’s performance-based budget in Budgeting for Results. Each Activity has a “Family of Measures” that includes Results, Outputs, Demands and Efficiencies. • Activities are in turn grouped into Programs, which are a set of Activities that have a common purpose or result. A Program is a higher-level management view of a collection of Activities. The Program/Activity/Service structure is fully incorporated into Maricopa County’s accounting and budgeting structure. 94 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund Type BEGINNING FUND BALANCE GENERAL SPECIAL REVENUE DEBT SERVICE CAPITAL PROJECTS INTERNAL SERVICE SUBTOTAL $ 113,712,308 $154,741,245 $ 18,087,690 $807,184,668 $ 42,727,072 $1,136,452,983 ELIMINATIONS $ - TOTAL $1,136,452,983 SOURCES OF FUNDS OPERATING PROPERTY TAXES $ 436,942,622 $ - $ - $ - $ - $ 436,942,622 $ - $ 436,942,622 TAX PENALTIES & INTEREST 13,500,000 13,500,000 13,500,000 SALES TAXES 141,295,781 141,295,781 141,295,781 LICENSES AND PERMITS 2,296,821 37,882,705 40,179,526 40,179,526 GRANTS 156,432,430 156,432,430 156,432,430 OTHER INTERGOVERNMENTAL 2,802,001 14,265,987 17,067,988 17,067,988 PAYMENTS IN LIEU OF TAXES 12,340,468 12,340,468 12,340,468 STATE SHARED SALES TAX 465,300,725 465,300,725 465,300,725 STATE SHARED HIGHWAY USER REV 95,893,292 95,893,292 95,893,292 STATE SHARED VEHICLE LICENSE 132,858,100 8,412,636 141,270,736 141,270,736 60,002,571 INTERGOV CHARGES FOR SERVICES 15,146,216 38,266,475 2,049,100 4,540,780 60,002,571 OTHER CHARGES FOR SERVICES 24,937,474 68,490,243 29,496,730 122,924,447 122,924,447 INTERNAL SERVICE CHARGES 164,758,171 164,758,171 (164,758,171) PATIENT SERVICES REVENUE 7,000 2,449,959 2,456,959 2,456,959 FINES & FORFEITS 11,601,839 16,323,308 27,925,147 27,925,147 INTEREST EARNINGS 2,800,000 1,961,956 531,464 5,293,420 5,293,420 MISCELLANEOUS REVENUE 2,649,973 14,955,025 35,000 17,639,998 17,639,998 GAIN ON FIXED ASSETS 200,000 200,000 200,000 TRANSFERS IN 176,846,494 1,140,560 23,554,219 201,541,273 (201,541,273) TOTAL OPERATING SOURCES $1,123,183,239 $773,676,291 $ 3,189,660 $ 23,554,219 $199,362,145 $2,122,965,554 $(366,299,444) $1,756,666,110 NON-RECURRING GRANTS OTHER INTERGOVERNMENTAL INTERGOV CHARGES FOR SERVICES OTHER CHARGES FOR SERVICES INTEREST EARNINGS MISCELLANEOUS REVENUE TRANSFERS IN TOTAL NON-RECURRING SOURCES $ $ - $ 1,925,301 14,805,346 16,730,647 $ TOTAL SOURCES $1,139,913,886 808,850 $ - $ 11,107,640 $ 2,467,139 268,936 8,200 200 65,000 525,000 5,275,000 101,495,282 1,667,786 $ 5,283,200 $115,070,261 $ $775,344,077 $ 8,472,860 USES OF FUNDS OPERATING PERSONAL SERVICES $ 518,850,178 $490,408,854 $ SUPPLIES 15,512,597 41,688,723 SERVICES 383,651,222 197,366,355 CAPITAL 5,371,235 5,468,649 OTHER FINANCING USES 199,798,007 1,743,266 TOTAL OPERATING USES $1,123,183,239 $736,675,847 $ - $ - $ NON-RECURRING PERSONAL SERVICES $ 666,906 $ 3,623,540 $ SUPPLIES 10,468,612 3,103,307 SERVICES 71,153,405 56,086,056 CAPITAL 10,226,961 8,489,853 16,753,180 OTHER FINANCING USES 37,927,071 51,232,686 TOTAL NON-RECURRING USES $ 130,442,955 $122,535,442 $ 16,753,180 STRUCTURAL BALANCE ENDING FUND BALANCE: RESTRICTED COMMITTED UNASSIGNED $138,624,480 - $ 11,916,490 $ - $ 1,925,301 2,467,139 268,936 8,400 65,000 5,201,966 127,302,594 (127,302,594) 5,201,966 $ 143,953,860 $(127,302,594) $ $204,564,111 $2,266,919,414 $1,773,317,376 - $ 13,909,251 $1,023,168,283 $ - $1,023,168,283 12,409,620 69,610,940 (7,012,224) 62,598,716 192,916,876 773,934,453 (157,745,947) 616,188,506 81,000 10,920,884 10,920,884 201,541,273 (201,541,273) - $219,316,747 $2,079,175,833 $(366,299,444) $1,712,876,389 $ 6,277,226 $ 11,060,426 62,724,972 233,469,603 38,142,837 $351,675,064 $ 565,546 $ 11,133,218 $ - $ 11,133,218 212,000 24,844,345 24,844,345 2,120,000 192,084,433 192,084,433 1,251,000 270,190,597 270,190,597 127,302,594 (127,302,594) 4,148,546 $ 625,555,187 $(127,302,594) $ 498,252,593 TOTAL USES $1,253,626,194 $859,211,289 $ 16,753,180 $351,675,064 $223,465,293 $ - $ 37,000,444 $ 3,189,660 $ 23,554,219 $ (19,954,602) $ $ - $ 74,213,472 $ 9,807,370 8,096,171 (11,435,610) - $202,649,524 391,484,560 - 95 $(493,602,038) 11,916,490 1,925,301 2,467,139 268,936 8,400 65,000 16,651,266 $2,704,731,020 $(493,602,038) $2,211,128,982 $ - $ $ 40,777,456 $ 327,447,822 $ 4,349,053 403,929,784 (21,300,619) (32,736,229) - $ 327,447,822 403,929,784 (32,736,229) 43,789,721 43,789,721 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Sources and Uses of Funds FY 2015 Adopted Budget Sources: $ 2,211,128,982 Property Taxes, Penalties and Interest 20.37% Net Change to Fund Balances 19.80% State Shared Sales 21.04% Miscellaneous & Interest 1.05% Highway User Revenues 4.34% State Shared Vehicle License Taxes 6.39% Sales Taxes 6.39% Permits, Patient Revenue, Fees, Fines & Charges Other 11.59% Intergovernmental & Grants 9.03% FY 2015 Adopted Budget Uses: $ 2,211,128,982 Health Welfare and Sanitation 22.38% Public Safety 51.15% Culture and Recreation 0.60% Education 1.40% Highways and Streets 6.59% 96 General Government 17.88% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes SPECIAL REVENUE GENERAL FY 2014 Adopted Budget $ 1,288,546,966 $ DEBT SERVICE 867,610,387 $ 16,715,180 $ INTERNAL SERVICE CAPITAL PROJECTS 470,616,295 $ ELIMINATIONS TOTAL 225,877,584 $ (660,891,622) $ 2,208,474,790 Operating Adjustments: Employee Compensation and Benefits $ Grants, Donations and Intergovernmental Agreements - $ (333,372) $ - $ - $ - - - - - 8,947,000 - - - 51,483 8,613,368 Non Recurring - 55,000 Other Supplemental Funding - - - $ - $ Reallocations Total Operating Adjustments $ 51,483 $ 512,929 8,847,925 $ 333,372 $ 9,280,372 $ - $ (5,302,000) - 8,664,851 3,700,000 - (512,929) (5,814,929) $ 12,364,851 - $ 2,742,948 Non Recurring Adjustments: Grants, Donations and Intergovernmental Agreements $ - $ Information and Communications Technology - Other Non Recurring - 2,742,948 $ (2,715,503) 65,500 - $ - $ 9,965,467 - (7,249,964) - - - - (65,500) - Total Non Recurring Adjustments $ - $ 92,945 $ - $ 9,965,467 $ FY 2014 Revised Budget $ 1,288,598,449 $ 876,551,257 $ 16,715,180 $ 480,581,762 $ 97 - $ - - $ (7,315,464) $ 2,742,948 235,157,956 $ (674,022,015) $ 2,223,582,589 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) SPECIAL REVENUE GENERAL FY 2014 Revised Budget $ 1,288,598,449 $ $ (297,300) $ CAPITAL PROJECTS DEBT SERVICE 876,551,257 $ 16,715,180 $ INTERNAL SERVICE 480,581,762 $ ELIMINATIONS TOTAL 235,157,956 $ (674,022,015) $ 2,223,582,589 Operating Adjustments: Mandated State Health Contributions: AHCCCS Contribution ALTCS Contribution Arnold v. Sarn Contribution Payment Sexually Viol Persons - $ - $ - $ - $ - $ 522,000 - - - - - 522,000 2,285,354 - - - - - 2,285,354 (840,000) (297,300) - - - - - $ 1,670,054 $ - $ - $ - $ - $ - $ 1,670,054 (840,000) $ 2,860,490 $ - $ - $ - $ - $ - $ 2,860,490 $ (1,901,167) $ 1,901,167 $ Other Mandated Expenditures: Jail Excise Tax MOE Reallocations: Other Reallocation of Sheriff General and Detention Funds Other Reallocation Between Funds (500,749) - $ - $ - $ - $ - - - - - - 2,401,916 $ - $ - $ - $ - $ - 500,749 $ (2,401,916) $ Employee Benefit Trust Adjustment $ - $ - $ - $ - $ (5,200,000) $ 1,500,000 $ FY 14 Market Adjustment Annualized - IT $ - $ 564,230 $ - $ - $ 51,282 $ - $ Employee Related Costs: FY 15 Market Adjustment Annualized - Health Care FY 15 Market Adjustment Annualized - Public Safety Performance-Based Salary Increases Retirement Contributions 76,652 4,686,224 261,668 1,020,595 - - 10,841,809 5,817,065 - 1,400,270 636,191 - $ - $ $ 17,004,955 $ $ (1,358,490) $ 8,299,749 $ (3,700,000) 615,512 - - 338,320 5,706,819 - - - 16,658,874 - 5,674 - (5,143,044) $ 2,042,135 1,500,000 $ 21,661,660 Central and Internal Service Charge Changes: Central Service Cost Allocation Internal Service Charges (570,947) - $ - $ - $ - $ - $ (1,358,490) 379,354 - - 75,195 (1,494,442) (1,610,840) $ (1,929,437) $ 379,354 $ - $ - $ 75,195 $ (1,494,442) $ (2,969,330) $ 165,370 $ (21,550) $ - $ - $ - $ (3,004,310) $ (2,860,490) Transfers, Capital Related Expenditures and Debt Service: Transfers IT Related Expenditures: - Annual Market Adjustment - IT - - - - - $ - $ - $ - $ - $ 2,851,900 - - - - - 2,851,900 Software Maintenance Costs - 787,995 - - - 787,995 Telecommunications - - - - (1,200,000) 1,200,000 Cyber Security 84,140 $ Data Center 34,059 642,726 $ - $ 3,578,766 $ 822,054 $ - $ - $ (1,200,000) $ 1,200,000 $ $ (41,110) $ (7,591,650) $ - $ - $ - $ - $ - - - - 118,199 642,726 4,400,820 Grants and Intergovernmental Agreements: Grants Intergovernmental Agreements Contingencies: General Contingency Reserved Contingency (3,179) - (7,632,760) (3,179) $ (44,289) $ (7,591,650) $ - $ - $ - $ - $ (7,635,939) $ $ 3,772,595 $ 224,108 3,996,703 $ (173,093) $ (173,093) $ - $ - $ - $ - $ - $ - $ - $ - $ 3,599,502 224,108 3,823,610 $ 1,747,929 $ - $ - $ - $ - $ - $ 1,747,929 $ 3,120,397 3,019,710 275,885 8,163,921 $ 823,211 823,211 $ - $ - $ - $ - $ 3,120,397 3,842,921 275,885 8,987,132 $ 825,277 $ 984,239 $ - $ - $ - $ - $ 1,809,516 $ 145,902 $ 1,222,837 1,409,715 10,055,731 1,000,000 100,000 449,233 15,986,955 31,195,650 $ 139,034 1,471,652 2,060,135 2,117,207 6,772,267 $ - $ - $ - $ - $ - $ 145,902 1,222,837 1,548,749 10,055,731 1,000,000 100,000 1,471,652 2,060,135 2,117,207 449,233 15,986,955 37,967,917 $ 1,145,694 $ - $ - $ - $ - $ - $ 1,145,694 Personnel and Staffing Related Adjustments: Personnel Additions and Related Costs Personnel Fund or Function Shifts Personnel Savings Public Health Personnel Public Safety Related Expenditures: Adult Probation Caseload Increase Court Interpreter and Probation Dispatcher Market Adj Cradle to Crayons Justice System Support Market Adjustment MCSO - Original Melendres Order MCSO - Additional Melendres Order MCSO Helicopter MCSO Jail Wagon Program MCSO Medical Team MCSO Pay Rate Reconciliation, MGT Finalization New Court Rooms Public Defense Caseload Vol Facility Related Adjustments: Major Maintenance Program 98 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) SPECIAL REVENUE GENERAL DEBT SERVICE CAPITAL PROJECTS INTERNAL SERVICE ELIMINATIONS TOTAL Other Adjustments: Budget Reductions - $ - $ - $ - $ - $ Cooperative Extension $ (36,437) - - - - - (36,437) Constables Ethics Standards and Training Board Grant (10,373) - - - - - (10,373) Economic Development (52,049) - - - - - (52,049) Environmental Services Vector Control 192,000 - - - - - 192,000 Human Resources Background Checks (461,140) $ (461,140) 70,000 - - - - - 70,000 178,800 - - - - - 178,800 MCSO Records Management 82,000 - - - - - 82,000 Non Departmental Association Dues 40,645 - - - - - 40,645 550,000 - - - - - 550,000 Human Resources Learning Management System Outside Contract Counsel Other Base Adjustments (3,804,428) - - (2,302,614) 3,114,929 (2,162,905) $ 1,382,654 $ (3,804,428) $ - $ - $ (2,302,614) $ 3,114,929 $ (1,609,459) $ - $ (13,480,656) $ - $ - $ 6,315,505 $ - $ (7,165,151) Primary and General Elections $ 12,081,146 $ - $ - $ - $ - $ - $ 12,081,146 Capital Projects: Net Change to Capital Improvement Program $ - $ - $ - $ (26,620,115) $ - $ - $ (26,620,115) $ - $ (9,789,756) - $ - - $ - (7,249,964) $ - - $ - - $ - (7,249,964) (9,789,756) (101,343,059) (111,132,815) $ (3,562,700) (3,562,700) $ - $ (57,158,321) (64,408,285) $ - $ 179,103,800 179,103,800 $ 652,000 $ - $ - $ - $ - $ - $ - - - - - Program Volume Changes and Structural Balance 829,208 Non Recurring Adjustments Other Mandated Expenditures: Transfers: Enterprise Res Planning Sys Risk Management Transfer Transfer to Capital and Other Non Recurring Transfers Net Change to Fund Transfers $ 17,039,720 - IT Projects: County Attorney Case Management Systm $ Cyber Security 4,801,092 Disaster Recovery and Staff Redundancy - Data Center (41,500) 7,125,382 Elections Office Electronic Poll Books (2,415,000) 652,000 4,801,092 - - - - - - - - - 7,125,382 (41,500) - - - (2,415,000) - - - - - - 2,715,503 - Justice Courts Electronic Document Management System 512,000 - - - - - 512,000 MCSO Property and Evidence Security System 247,978 - - - - - 247,978 MCSO Records Management System 676,000 - - - - - Enterprise Res Planning Sys Other Technology Projects (8,867,925) (1,571,035) (2,715,503) 676,000 - (35,162,795) - - (45,601,755) PC and Laptop Replacement Net Change to IT Projects $ 1,270,560 4,002,087 $ 4,229,021 5,331,989 $ - $ (37,878,298) $ - $ - $ 5,499,581 (28,544,222) Major Maintenance Program: Major Maintenance Program $ (11,498,290) $ (7,921,601) $ - $ - $ - $ - $ (19,419,891) Vehicle Transfers and Replacements: Total Vehicles $ (2,341,200) $ 163,424 $ - $ - $ - $ - $ (2,177,776) Personnel Related Expenditures: Personnel Related Expenditures $ - $ 537 $ - $ - $ - $ - $ Grant Reconciliation and Related Expenditures: Grant Reconciliation and Related Expenditures $ - $ (2,939,325) $ - $ - $ - $ - $ (2,939,325) Contingencies: General Contingency $ 5,516,539 $ (1,220,650) $ - $ - $ - $ - $ 4,295,889 Debt Payments: Debt Service $ - $ - $ 38,000 $ - $ - $ - $ 38,000 99 537 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) SPECIAL REVENUE GENERAL DEBT SERVICE CAPITAL PROJECTS INTERNAL SERVICE ELIMINATIONS TOTAL Public Safety Related Expenditures: Alternative Dispute Resolution $ - $ - $ - $ - $ - $ 850,000 - - - - - 850,000 5,000,000 - - - - - 5,000,000 MCSO Jail Wagon Program - 140,000 - - - - 140,000 MCSO Medical Team - 140,000 - - - - 140,000 4,200,000 - - - - - 4,200,000 - $ - $ - $ - $ 10,155,000 MCSO Airplane MCSO Helicopter MCSO Melendres Order $ (175,000) $ 9,875,000 $ 280,000 $ 25,000 200,000 $ (175,000) Other Non Recurring Expenditures: Adult Probation Vehicles - $ - $ - $ - $ 225,000 Air Quality Monitoring Equipment $ 420,850 - - - - - 420,850 Assessors ESRI Project 635,000 - - - - - 635,000 12,000 - - - - - 12,000 4,500 - - - - - 4,500 97,739 - - - - - 97,739 Bus Passes Constables Ballistic Vests and Ammunition Environmental Services Foggers and Equipment Human Resources Learning Management System Human Resources Job Analysis MCESA Additional Vehicles Added to Fleet MCESA Staffing and Mandate Study 70,000 - - - - - 70,000 385,000 - - - - - 385,000 - - - - - - - 150,000 - - - - - 150,000 MCESA Marketing Staff 78,956 - - - - - 78,956 Improvement District Consultant 37,853 - - - - - 37,853 Other Base Adjustments - - Public Fiduciary Case Management System (15,941,467) (80,000) - - - - - (80,000) Public Defense Services Capital and PCR Public Defense Electronic Discovery 943,846 296,655 - - - - - 943,846 296,655 ProgRevenue Volume Inc/Dec - (1,969,424) - (27,348,596) - - - - Superior Court Case Management System 1,840,000 - - - - - 1,840,000 Superior Court Disaster Recovery 1,136,091 - - - - - 1,136,091 Superior Court Courtroom Technology and Start up 1,314,640 - - - - - 1,314,640 310,000 - - - - - - $ - $ (9,437,705) $ - $ 38,000 $ (128,906,698) $ (9,437,705) $ 179,103,800 $ Waste Resources (129,392) (9,437,705) $ (8,263,337) $ (1,898,816) $ Total - Non Recurring Adjustments $ (101,760,870) $ (11,767,142) $ FY 2015 Adopted Non Recurring Budget $ 130,442,955 $ 122,535,442 $ 16,753,180 $ 351,675,064 $ FY 2015 Adopted Budget $ 1,253,626,194 $ 859,211,289 $ 16,753,180 $ 351,675,064 $ 100 4,148,546 $ (127,302,594) $ (129,392) 310,000 (19,599,858) (72,730,615) 498,252,593 223,465,293 $ (493,602,038) $ 2,211,128,982 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Major and Nonmajor Fund Budget Summary Schedules OBJECT/SOURCE 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES & INTEREST 0606 - SALES TAXES 0610 - LICENSES AND PERMITS 0615 - GRANTS 0620 - OTHER INTERGOVERNMENTAL 0621 - PAYMENTS IN LIEU OF TAXES 0625 - STATE SHARED SALES TAX 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE 0634 - INTERGOV CHARGES FOR SERVICES 0635 - OTHER CHARGES FOR SERVICES ALL FUNDS ALL FUNDS ALL FUNDS ALL FUNDS FY 2013 FY 2014 FY 2014 FY 2015 ACTUAL ADOPTED REVISED ADOPTED 423,267,424 $ 404,902,095 $ 404,902,095 $ 436,942,622 18,464,949 18,500,000 18,500,000 13,500,000 124,595,909 131,106,321 131,106,321 141,295,781 40,232,847 40,660,114 40,624,660 40,179,526 174,209,564 173,085,972 182,415,286 168,348,920 18,637,441 16,762,771 17,322,295 18,993,289 12,071,152 11,972,067 11,972,067 12,340,468 418,642,152 437,402,846 437,402,846 465,300,725 86,815,139 84,652,860 84,652,860 95,893,292 127,115,880 128,160,859 128,160,859 141,270,736 67,994,879 59,794,032 59,975,316 62,469,710 131,169,083 124,467,655 127,815,525 123,193,383 0636 - INTERNAL SERVICE CHARGES - - 51,283 - 0638 - PATIENT SERVICES REVENUE 1,605,870 2,214,044 2,155,514 2,456,959 30,049,348 31,236,997 32,016,997 27,925,147 6,137,727 6,997,864 6,999,264 5,301,820 0637 - FINES & FORFEITS 0645 - INTEREST EARNINGS 18,051,243 28,898,541 30,074,649 17,704,998 TOTAL REVENUE 0650 - MISCELLANEOUS REVENUE $ 1,699,060,607 $ 1,700,815,038 $ 1,716,147,837 $ 1,773,117,376 0651 - GAIN ON FIXED ASSETS $ $ $ $ 0680 - TRANSFERS IN 2,326,474 19,105,305 OTHER FINANCING SOURCES $ TOTAL SOURCES $ 1,720,492,386 PERSONAL SERVICES $ SUPPLIES 21,431,779 873,910,605 83,005,912 200,000 - $ 200,000 200,000 - $ 200,000 200,000 - $ 200,000 $ 1,701,015,038 $ 1,716,347,837 $ 1,773,317,376 $ $ 985,408,341 $ 1,034,301,501 83,787,148 87,443,061 950,883,113 74,926,549 SERVICES 592,888,380 812,755,960 788,725,062 808,272,939 CAPITAL 165,424,642 369,909,168 365,662,038 281,111,481 TOTAL EXPENDITURES $ 1,715,229,539 $ 2,208,474,790 $ 2,223,582,589 $ 2,211,128,982 TOTAL USES $ 1,715,229,539 $ 2,208,474,790 $ 2,223,582,589 $ 2,211,128,982 101 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Major and Nonmajor Fund Budget Summary Schedules (continued) OBJECT/SOURCE 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES & INTEREST 0610 - LICENSES AND PERMITS 0615 - GRANTS 0620 - OTHER INTERGOVERNMENTAL 0621 - PAYMENTS IN LIEU OF TAXES GENERAL GENERAL GENERAL GENERAL FY 2013 FY 2014 FY 2014 FY 2015 ACTUAL ADOPTED REVISED ADOPTED 423,267,424 $ 404,902,095 $ 404,902,095 $ 436,942,622 18,464,949 18,500,000 18,500,000 13,500,000 2,363,458 2,292,821 2,292,821 2,296,821 7,394 - 51,483 - 5,668,908 2,812,302 2,812,302 4,727,302 12,071,152 11,972,067 11,972,067 12,340,468 0625 - STATE SHARED SALES TAX 418,642,152 437,402,846 437,402,846 465,300,725 0630 - STATE SHARED VEHICLE LICENSE 118,202,383 119,748,223 119,748,223 132,858,100 0634 - INTERGOV CHARGES FOR SERVICES 13,480,537 13,444,010 13,444,010 15,146,216 0635 - OTHER CHARGES FOR SERVICES 28,901,367 26,248,551 26,248,551 24,937,474 0638 - PATIENT SERVICES REVENUE 0637 - FINES & FORFEITS 7,000 7,000 7,000 12,288,138 12,288,138 11,601,839 3,548,026 4,000,000 4,000,000 2,800,000 10,858,701 2,725,088 2,725,088 2,649,973 $ 1,067,858,267 $ 1,056,343,141 $ 1,056,394,624 $ 1,125,108,540 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE TOTAL REVENUE 7,485 12,374,331 0680 - TRANSFERS IN $ - $ 2,137,000 $ 2,137,000 $ 14,805,346 OTHER FINANCING SOURCES $ - $ 2,137,000 $ 2,137,000 $ 14,805,346 TOTAL SOURCES $ 1,067,858,267 PERSONAL SERVICES $ 440,015,627 $ 1,058,480,141 $ 1,058,531,624 $ 1,139,913,886 $ $ $ 477,099,455 487,465,431 519,517,084 SUPPLIES 18,316,467 18,796,691 23,048,843 25,981,209 SERVICES 375,280,673 436,137,547 418,647,652 454,804,627 13,604,490 15,598,196 TOTAL EXPENDITURES $ 841,029,756 $ 942,780,433 $ 942,766,416 $ 1,015,901,116 OTHER FINANCING USES $ 251,603,524 $ 345,766,533 $ 345,832,033 $ TOTAL USES $ 1,092,633,280 CAPITAL 7,416,989 102 10,746,740 $ 1,288,546,966 $ 1,288,598,449 237,725,078 $ 1,253,626,194 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Major and Nonmajor Fund Budget Summary Schedules (continued) DETENTION OPERATIONS OBJECT/SOURCE 0606 - SALES TAXES $ 0615 - GRANTS 0634 - INTERGOV CHARGES FOR SERVICES 0635 - OTHER CHARGES FOR SERVICES 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE DETENTION OPERATIONS DETENTION OPERATIONS DETENTION OPERATIONS FY 2013 FY 2014 FY 2014 FY 2015 ACTUAL ADOPTED REVISED ADOPTED 124,595,909 $ 131,106,321 $ 131,106,321 $ 141,295,781 1,281,403 - - - 29,050,620 27,987,280 27,987,280 31,016,456 9,099 98,000 98,000 24,500 1,431,696 1,600,000 1,600,000 1,101,300 280,417 33,672 33,672 19,472 TOTAL REVENUE $ 156,649,144 $ 160,825,273 $ 160,825,273 $ 173,457,509 0680 - TRANSFERS IN $ 170,522,089 $ 173,940,798 $ 173,940,798 $ 176,801,288 OTHER FINANCING SOURCES $ 170,522,089 $ 173,940,798 $ 173,940,798 $ 176,801,288 TOTAL SOURCES $ 327,171,233 $ 334,766,071 $ 334,766,071 $ 350,258,797 PERSONAL SERVICES $ 232,064,667 $ 254,323,415 $ 268,742,419 $ 283,762,888 SUPPLIES 21,690,566 20,553,976 20,082,164 20,379,120 SERVICES 50,228,438 111,264,131 96,794,757 96,674,287 2,908,338 2,998,991 3,008,244 CAPITAL 3,734,533 TOTAL EXPENDITURES $ 306,892,009 $ 389,140,513 $ 388,627,584 $ 404,550,828 OTHER FINANCING USES $ 28,543,340 $ 7,248,089 $ 7,761,018 $ 3,160,389 TOTAL USES $ 335,435,349 $ 396,388,602 $ 396,388,602 $ 407,711,217 OBJECT/SOURCE 0610 - LICENSES AND PERMITS $ 0615 - GRANTS NON MAJOR NON MAJOR NON MAJOR FY 2013 FY 2014 FY 2014 FY 2015 ACTUAL ADOPTED REVISED ADOPTED 37,869,389 $ 38,367,293 $ 38,331,839 NON MAJOR $ 37,882,705 172,920,767 173,085,972 182,363,803 168,348,920 0620 - OTHER INTERGOVERNMENTAL 12,968,533 13,950,469 14,509,993 14,265,987 0626 - STATE SHARED HIGHWAY USER REV 86,815,139 84,652,860 84,652,860 95,893,292 8,913,497 8,412,636 8,412,636 8,412,636 25,463,722 18,362,742 18,544,026 16,307,038 98,231,409 0630 - STATE SHARED VEHICLE LICENSE 0634 - INTERGOV CHARGES FOR SERVICES 0635 - OTHER CHARGES FOR SERVICES 102,258,617 98,121,104 101,468,974 0636 - INTERNAL SERVICE CHARGES - - 51,283 - 0638 - PATIENT SERVICES REVENUE 1,598,385 2,207,044 2,148,514 2,449,959 16,323,308 0637 - FINES & FORFEITS 17,675,017 18,948,859 19,728,859 0645 - INTEREST EARNINGS 1,158,005 1,397,864 1,399,264 1,400,520 0650 - MISCELLANEOUS REVENUE 6,912,125 26,139,781 27,315,889 15,035,553 TOTAL REVENUE $ 0651 - GAIN ON FIXED ASSETS $ 0680 - TRANSFERS IN 474,553,196 $ 2,326,474 $ 483,646,624 $ 200,000 $ 498,927,940 $ 200,000 $ 474,551,327 200,000 (151,416,784) (176,077,798) (176,077,798) (191,606,634) (149,090,310) $ (175,877,798) $ (175,877,798) $ (191,406,634) OTHER FINANCING SOURCES $ TOTAL SOURCES $ 325,462,886 $ 307,768,826 $ 323,050,142 $ 283,144,693 PERSONAL SERVICES $ 201,830,311 $ 219,460,243 $ 229,200,491 $ 231,021,529 SUPPLIES 42,998,879 35,575,882 40,656,141 41,082,732 SERVICES 167,379,269 265,354,282 273,282,653 256,794,025 CAPITAL 155,099,315 TOTAL EXPENDITURES $ OTHER FINANCING USES $ TOTAL USES $ 567,307,774 356,163,437 $ (280,146,864) $ 287,160,910 103 $ 876,553,844 349,049,304 $ (353,014,622) $ 523,539,222 $ 892,188,589 261,778,752 $ (353,593,051) $ 538,595,538 $ 790,677,038 (240,885,467) 549,791,571 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department FY 2013 ACTUAL ALL FUNDS JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2014 ADOPTED $ SUBTOTAL $ 16,323,481 22,704,122 8,058,217 15,571,207 62,657,027 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 $ 366,834 18,206,582 14,503,361 4,965,588 1,594,365 15,019,951 11,070,033 37,505 63,776,228 129,540,447 $ APPOINTED 060 - CLERK OF THE BOARD $ 150 - EMERGENCY MANAGEMENT 1,505,088 180 - FINANCE 266,117 200 - COUNTY MANAGER 2,360,662 220 - HUMAN SERVICES 54,363,053 260 - CORRECTIONAL HEALTH 54,932 290 - MEDICAL EXAMINER 429,820 300 - PARKS AND RECREATION 8,715,653 310 - HUMAN RESOURCES 58,356 340 - PUBLIC FIDUCIARY 1,143,957 390 - EMPLOYEE BENEFITS AND HEALTH 148,656,936 410 - ENTERPRISE TECHNOLOGY 17,381,518 440 - PLANNING AND DEVELOPMENT 8,727,674 460 - RESEARCH AND REPORTING 72,537 470 - NON DEPARTMENTAL 1,527,667,248 520 - PUBLIC DEFENDER 1,521,015 540 - LEGAL DEFENDER 128,244 550 - LEGAL ADVOCATE 20,209 560 - CONTRACT COUNSEL 640 - TRANSPORTATION 143,177,702 670 - WASTE RESOURCES AND RECYCLING 5,233,611 700 - FACILITIES MANAGEMENT 302,450 720 - PROTECTIVE SERVICES 269,879 730 - PROCUREMENT SERVICES 1,708,705 740 - EQUIPMENT SERVICES 18,547,116 750 - RISK MANAGEMENT 56,486,466 790 - ANIMAL CARE AND CONTROL 13,346,783 850 - AIR QUALITY 15,571,099 860 - PUBLIC HEALTH 44,645,742 880 - ENVIRONMENTAL SERVICES 19,443,683 940 - ASSISTANT COUNTY MANAGER 940 257,126 950 - ASSISTANT COUNTY MANAGER 950 1,266,292 SUBTOTAL $ 2,093,329,673 ELIMINATIONS 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ SUBTOTAL $ $ $ 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 6,800,814 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 (565,034,761) $ (565,034,761) $ $ 1,720,492,386 FY 2014 REVISED $ $ 15,999,365 22,626,438 9,666,816 16,122,775 64,415,394 $ 240,000 18,608,598 16,386,293 4,026,459 1,567,005 12,274,812 22,376,872 335,341 65,980,956 141,796,336 $ $ $ $ 255,517 17,600,016 15,319,656 7,901,467 1,609,143 11,054,670 20,480,324 342,762 62,591,969 137,155,524 $ - $ 750 1,561,786 1,562,891 180,000 255,162 1,405,908 1,245,900 66,175,594 57,116,371 56,500 45,977 675,536 708,505 7,064,749 7,332,884 46,000 61,497 1,150,000 1,164,135 153,882,272 153,239,876 17,818,015 16,726,844 8,022,542 8,235,796 72,000 72,000 1,602,277,914 1,597,807,432 1,945,276 1,446,627 132,736 133,436 22,996 23,349 33,581 113,799,392 111,985,308 4,888,710 5,218,278 38,000 75,253 235,141 282,225 1,090,689 1,155,683 19,049,992 19,342,760 35,562,511 30,490,533 13,761,874 14,274,221 14,801,140 14,969,374 48,339,385 46,451,137 19,944,078 20,192,778 203,500 223,356 1,433,950 1,381,220 $ 2,135,930,954 $ 2,112,962,371 (625,794,847) $ (625,794,847) $ $ 1,716,347,837 104 $ 15,220,544 $ 21,811,538 7,988,902 16,372,523 61,393,507 $ 240,000 17,550,612 12,114,785 4,631,364 1,515,522 11,015,000 26,816,094 341,341 66,757,387 140,982,105 $ 1,615,805 235,000 7,600 60,598,645 6,500 360,388 7,456,943 55,000 1,150,000 151,900,422 16,979,703 8,555,200 72,000 1,499,873,231 1,717,153 132,736 22,996 120,439,989 4,888,710 25,000 235,141 1,145,217 16,854,693 25,772,755 13,775,503 15,467,679 46,868,188 19,891,281 201,200 89,121 $ 2,016,393,799 $ $ $ (620,614,760) $ (620,614,760) $ $ 1,689,167,432 REVISED VS ADOPTED VARIANCE % FY 2015 ADOPTED 15,087,925 21,514,670 7,963,739 15,097,963 59,664,297 $ (612,719,454) $ (612,719,454) $ $ 1,701,015,038 FY 2014 FORECAST $ $ (445,452,035) $ (445,452,035) $ $ 1,773,317,376 $ (778,821) (814,900) (1,677,914) 249,748 (3,021,887) -4.9% -3.6% -17.4% 1.5% -4.7% (1,057,986) (4,271,508) 604,905 (51,483) (1,259,812) 4,439,222 6,000 776,431 (814,231) 0.0% -5.7% -26.1% 15.0% -3.3% -10.3% 19.8% 1.8% 1.2% -0.6% 54,019 55,000 (1,398,308) (5,576,949) (50,000) (315,148) 392,194 9,000 (1,981,850) (838,312) 532,658 (102,404,683) (228,123) 6,640,597 (13,000) N/A 3.5% 30.6% -99.5% -8.4% -88.5% -46.7% 5.6% 19.6% 0.0% -1.3% -4.7% 6.6% 0.0% -6.4% -11.7% 0.0% 0.0% N/A 5.8% 0.0% -34.2% 54,528 (2,488,067) (9,789,756) 13,629 666,539 (1,471,197) (52,797) (2,300) (1,344,829) (119,537,155) 5.0% -12.9% -27.5% 0.1% 4.5% -3.0% -0.3% -1.1% -93.8% -5.6% 180,342,812 180,342,812 -28.8% -28.8% 56,969,539 3.3% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2013 ACTUAL GENERAL FUND JUDICIAL 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2014 ADOPTED $ SUBTOTAL $ 15,520,219 36,672 2,006,331 17,563,222 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 $ 366,834 9,170,322 42,703 4,837,321 1,594,365 10,272,787 29,399 37,505 11,515,939 37,867,175 $ APPOINTED 060 - CLERK OF THE BOARD $ 266,117 180 - FINANCE 200 - COUNTY MANAGER 1,310 220 - HUMAN SERVICES 2,213 290 - MEDICAL EXAMINER 345,060 310 - HUMAN RESOURCES 58,356 340 - PUBLIC FIDUCIARY 1,143,957 410 - ENTERPRISE TECHNOLOGY 336,385 460 - RESEARCH AND REPORTING 72,537 470 - NON DEPARTMENTAL 1,007,996,283 520 - PUBLIC DEFENDER 74,848 540 - LEGAL DEFENDER 1,400 550 - LEGAL ADVOCATE 560 - CONTRACT COUNSEL 670 - WASTE RESOURCES AND RECYCLING 380,555 700 - FACILITIES MANAGEMENT 271,200 720 - PROTECTIVE SERVICES 269,879 730 - PROCUREMENT SERVICES 930,297 880 - ENVIRONMENTAL SERVICES 13,347 940 - ASSISTANT COUNTY MANAGER 940 257,126 950 - ASSISTANT COUNTY MANAGER 950 7,000 SUBTOTAL $ 1,012,427,870 MARICOPA COUNTY $ 1,067,858,267 $ $ FY 2014 REVISED 15,238,738 19,750 1,880,100 17,138,588 $ 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 $ $ $ 15,238,738 19,750 1,880,100 17,138,588 240,000 9,500,000 39,966 1,844,910 1,567,005 7,699,812 117,000 31,000 11,181,951 32,221,644 FY 2014 FORECAST $ $ $ $ 14,467,929 12,032 1,874,147 16,354,108 255,517 9,396,200 63,158 4,353,224 1,609,143 7,290,988 111,015 38,421 11,633,548 34,751,214 REVISED VS ADOPTED VARIANCE % FY 2015 ADOPTED $ $ (700,000) (700,000) -4.6% 0.0% 0.0% -4.1% $ 240,000 $ 9,500,000 60,000 3,770,211 1,515,522 7,000,000 117,000 37,000 12,674,823 34,914,556 $ 20,034 1,925,301 (51,483) (699,812) 6,000 1,492,872 2,692,912 0.0% 0.0% 50.1% 104.4% -3.3% -9.1% 0.0% 19.4% 13.4% 8.4% $ 55,000 38,000 9,000 79,286,440 (14,491) (13,000) N/A 30.6% 0.0% N/A 11.8% 19.6% 0.0% 0.0% 0.0% 7.9% -20.3% N/A N/A N/A 0.0% -34.2% 6.4% 235.2% -1.1% N/A 7.9% $ $ 14,538,738 19,750 1,880,100 16,438,588 $ 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 $ - $ 750 180,000 255,162 600 1,090 2,213 322,388 367,791 46,000 61,497 1,150,000 1,164,135 465,100 459,055 72,000 72,000 1,005,967,442 1,020,052,300 71,452 52,698 700 353 33,581 132,369 238,915 38,000 75,253 235,141 282,225 282,000 294,984 5,400 14,046 203,500 223,356 $ 1,009,171,392 $ 1,023,652,104 $ 235,000 600 360,388 55,000 1,150,000 465,100 72,000 1,085,253,882 56,961 132,369 25,000 235,141 300,000 18,101 201,200 $ 1,088,560,742 $ 18,000 12,701 (2,300) 79,389,350 $ 1,058,480,141 $ 1,058,531,624 $ 1,139,913,886 $ 81,382,262 $ 105 $ 1,074,757,426 7.7% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2013 ACTUAL SPECIAL REVENUE JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ SUBTOTAL $ 16,323,481 7,183,903 8,021,545 13,564,876 45,093,805 FY 2014 ADOPTED $ $ FY 2014 REVISED 15,926,853 7,387,700 8,569,575 14,567,660 46,451,788 $ $ 15,999,365 7,387,700 9,647,066 14,242,675 47,276,806 FY 2014 FORECAST $ $ 15,087,925 7,046,741 7,951,707 13,223,816 43,310,189 FY 2015 ADOPTED $ REVISED VS ADOPTED VARIANCE % $ 15,220,544 $ 7,272,800 7,969,152 14,492,423 44,954,919 $ (778,821) (114,900) (1,677,914) 249,748 (2,321,887) -4.9% -1.6% -17.4% 1.8% -4.9% -11.6% -26.3% -60.5% -12.2% 19.9% 0.0% -1.3% -3.2% ELECTED 160 - CLERK OF THE SUPERIOR COURT $ 190 - COUNTY ATTORNEY 210 - ELECTIONS 360 - RECORDER 370 - EDUCATION SERVICE 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 9,036,260 $ 14,460,658 128,267 4,747,164 11,040,634 52,260,289 91,673,272 $ 8,454,435 $ 16,276,327 2,181,549 4,575,000 22,259,872 304,341 52,777,944 106,829,468 $ 9,108,598 $ 16,346,327 2,181,549 4,575,000 22,259,872 304,341 54,799,005 109,574,692 $ 8,203,816 $ 15,256,498 3,548,243 3,763,682 20,369,309 304,341 50,958,421 102,404,310 $ 8,050,612 $ 12,054,785 861,153 4,015,000 26,699,094 304,341 54,082,564 106,067,549 $ (1,057,986) (4,291,542) (1,320,396) (560,000) 4,439,222 (716,441) (3,507,143) APPOINTED 150 - EMERGENCY MANAGEMENT $ 200 - COUNTY MANAGER 220 - HUMAN SERVICES 260 - CORRECTIONAL HEALTH 290 - MEDICAL EXAMINER 300 - PARKS AND RECREATION 390 - EMPLOYEE BENEFITS AND HEALTH 440 - PLANNING AND DEVELOPMENT 470 - NON DEPARTMENTAL 520 - PUBLIC DEFENDER 540 - LEGAL DEFENDER 550 - LEGAL ADVOCATE 640 - TRANSPORTATION 670 - WASTE RESOURCES AND RECYCLING 700 - FACILITIES MANAGEMENT 790 - ANIMAL CARE AND CONTROL 850 - AIR QUALITY 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES 950 - ASSISTANT COUNTY MANAGER 950 SUBTOTAL $ 1,505,088 $ 2,359,352 54,360,840 54,932 84,760 8,790,321 6,711,350 8,727,674 298,195,506 1,446,167 126,844 20,209 98,046,980 4,853,056 31,250 13,346,783 15,571,099 44,645,742 19,430,336 1,259,292 579,567,581 $ 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 $ 1,561,786 $ 1,405,308 66,175,594 56,500 353,148 7,157,120 7,405,038 8,022,542 328,646,038 1,873,824 132,736 22,996 95,819,429 4,756,341 13,761,874 14,801,140 48,339,385 19,938,678 1,433,950 621,663,427 $ 1,562,891 $ 1,244,810 57,114,158 45,977 340,714 7,399,856 6,948,980 8,235,796 311,257,046 1,393,929 132,736 22,996 95,779,936 4,979,363 14,274,221 14,969,374 46,451,137 20,178,732 1,381,220 593,713,872 $ 1,615,805 $ 7,000 60,598,645 6,500 7,472,149 7,323,579 8,555,200 329,231,585 1,660,192 132,736 22,996 106,865,210 4,756,341 13,775,503 15,467,679 46,868,188 19,873,180 89,121 624,321,609 $ 54,019 3.5% (1,398,308) -99.5% (5,576,949) -8.4% (50,000) -88.5% (353,148) -100.0% 315,029 4.4% (81,459) -1.1% 532,658 6.6% 585,547 0.2% (213,632) -11.4% 0.0% 0.0% 11,045,781 11.5% 0.0% N/A 13,629 0.1% 666,539 4.5% (1,471,197) -3.0% (65,498) -0.3% (1,344,829) -93.8% 2,658,182 0.4% MARICOPA COUNTY 716,334,658 766,633,552 778,514,925 739,428,371 775,344,077 $ (3,170,848) $ FY 2013 ACTUAL DEBT SERVICE APPOINTED 470 - NON DEPARTMENTAL MARICOPA COUNTY MARICOPA COUNTY $ FY 2014 ADOPTED $ FY 2014 REVISED $ FY 2014 FORECAST FY 2015 ADOPTED -0.4% REVISED VS ADOPTED VARIANCE % $ SUBTOTAL $ 34,687,501 $ 34,687,501 $ 5,140,896 $ 5,140,896 $ 5,140,896 $ 5,140,896 $ 3,843,915 $ 3,843,915 $ 8,472,860 $ 8,472,860 $ 3,331,964 3,331,964 64.8% 64.8% $ 34,687,501 $ 5,140,896 $ 5,140,896 $ 3,843,915 $ 8,472,860 $ 3,331,964 64.8% FY 2013 ACTUAL CAPITAL PROJECTS APPOINTED 470 - NON DEPARTMENTAL 640 - TRANSPORTATION $ $ SUBTOTAL $ 186,787,958 93,265,519 280,053,477 $ 280,053,477 FY 2014 ADOPTED $ FY 2014 REVISED $ 255,273,574 66,114,760 321,388,334 $ 321,388,334 $ $ 262,523,538 66,114,760 328,638,298 $ 328,638,298 106 FY 2014 FORECAST $ FY 2015 ADOPTED $ $ 262,654,171 64,340,169 326,994,340 $ 76,914,904 61,709,576 138,624,480 $ 326,994,340 $ 138,624,480 REVISED VS ADOPTED VARIANCE % $ $ (185,608,634) (4,405,184) (190,013,818) -70.7% -6.7% -57.8% $ (190,013,818) -57.8% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2013 ACTUAL INTERNAL SERVICE APPOINTED 390 - EMPLOYEE BENEFITS AND HEALTH $ 410 - ENTERPRISE TECHNOLOGY 730 - PROCUREMENT SERVICES 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT SUBTOTAL $ 141,945,586 17,045,133 778,408 18,547,116 56,486,466 234,802,709 MARICOPA COUNTY 234,802,709 $ ELIMINATIONS 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ 141,277,234 15,952,983 788,689 16,682,320 35,562,511 210,263,737 $ 210,263,737 FY 2013 ACTUAL ELIMINATIONS APPOINTED 300 - PARKS AND RECREATION 640 - TRANSPORTATION $ $ FY 2014 FORECAST FY 2014 REVISED FY 2014 ADOPTED $ $ 146,477,234 17,352,915 808,689 19,342,760 35,562,511 219,544,109 $ 219,544,109 FY 2014 ADOPTED $ 146,290,896 16,267,789 860,699 19,049,992 30,490,533 212,959,909 $ 212,959,909 $ FY 2014 REVISED REVISED VS ADOPTED VARIANCE % FY 2015 ADOPTED $ $ 144,576,843 $ 16,514,603 845,217 16,854,693 25,772,755 204,564,111 $ (1,900,391) (838,312) 36,528 (2,488,067) (9,789,756) (14,979,998) -1.3% -4.8% 4.5% -12.9% -27.5% -6.8% $ 204,564,111 $ (14,979,998) -6.8% FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VARIANCE % SUBTOTAL $ (74,668) $ (48,134,797) (48,209,465) $ (37,371) $ (48,134,797) (48,172,168) $ (92,371) $ (48,134,797) (48,227,168) $ (66,972) $ (48,134,797) (48,201,769) $ (15,206) $ (48,134,797) (48,150,003) $ 77,165 77,165 -83.5% 0.0% -0.2% $ SUBTOTAL $ (565,034,761) $ (565,034,761) $ (612,719,454) $ (612,719,454) $ (625,794,847) $ (625,794,847) $ (620,614,760) $ (620,614,760) $ (445,452,035) $ (445,452,035) $ 180,342,812 180,342,812 -28.8% -28.8% $ (613,244,226) $ (660,891,622) $ (674,022,015) $ (668,816,529) $ (493,602,038) $ 180,419,977 -26.8% 107 Maricopa County Annual Business Strategies FY 2015 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 $ 14,538,738 19,750 1,880,100 16,438,588 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 $ 240,000 9,500,000 60,000 3,770,211 1,515,522 7,000,000 117,000 37,000 12,674,823 34,914,556 APPOINTED 150 - EMERGENCY MANAGEMENT 180 - FINANCE 200 - COUNTY MANAGER 220 - HUMAN SERVICES 260 - CORRECTIONAL HEALTH 290 - MEDICAL EXAMINER 300 - PARKS AND RECREATION 310 - HUMAN RESOURCES 340 - PUBLIC FIDUCIARY $ $ $ $ $ - $ 235,000 600 360,388 55,000 1,150,000 390 - EMPLOYEE BENEFITS AND HEALTH 410 - ENTERPRISE TECHNOLOGY 465,100 440 - PLANNING AND DEVELOPMENT 460 - RESEARCH AND REPORTING 72,000 470 - NON DEPARTMENTAL 1,085,253,882 520 - PUBLIC DEFENDER 56,961 540 - LEGAL DEFENDER 550 - LEGAL ADVOCATE 640 - TRANSPORTATION 670 - WASTE RESOURCES AND RECYCLING 132,369 700 - FACILITIES MANAGEMENT 25,000 235,141 720 - PROTECTIVE SERVICES 730 - PROCUREMENT SERVICES 300,000 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT 790 - ANIMAL CARE AND CONTROL 850 - AIR QUALITY 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES 18,101 940 - ASSISTANT COUNTY MANAGER 940 201,200 950 - ASSISTANT COUNTY MANAGER 950 SUBTOTAL $ 1,088,560,742 $ 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ $ - $ $ 1,139,913,886 $ CAPITAL PROJECTS DEBT SERVICE 15,220,544 7,272,800 7,969,152 14,492,423 44,954,919 8,050,612 12,054,785 861,153 4,015,000 26,699,094 304,341 54,082,564 106,067,549 $ - $ $ $ - 1,615,805 $ 7,000 60,598,645 6,500 7,472,149 7,323,579 8,555,200 329,231,585 1,660,192 132,736 22,996 106,865,210 4,756,341 13,775,503 15,467,679 46,868,188 19,873,180 89,121 624,321,609 $ 8,472,860 8,472,860 $ $ - 775,344,077 $ 8,472,860 - $ $ 108 $ $ INTERNAL SERVICE - - $ $ $ $ SUBTOTAL - - $ $ 76,914,904 61,709,576 138,624,480 $ - $ - $ 138,624,480 $ 204,564,111 $ $ $ $ $ ELIMINATIONS 15,220,544 21,811,538 7,988,902 16,372,523 61,393,507 240,000 17,550,612 12,114,785 4,631,364 1,515,522 11,015,000 26,816,094 341,341 66,757,387 140,982,105 - $ 1,615,805 235,000 7,600 60,598,645 6,500 360,388 7,472,149 55,000 1,150,000 144,576,843 151,900,422 16,514,603 16,979,703 8,555,200 72,000 1,499,873,231 1,717,153 132,736 22,996 168,574,786 4,888,710 25,000 235,141 845,217 1,145,217 16,854,693 16,854,693 25,772,755 25,772,755 13,775,503 15,467,679 46,868,188 19,891,281 201,200 89,121 204,564,111 $ 2,064,543,802 $ $ $ $ $ $ $ TOTAL - - $ $ $ $ 15,220,544 21,811,538 7,988,902 16,372,523 61,393,507 240,000 17,550,612 12,114,785 4,631,364 1,515,522 11,015,000 26,816,094 341,341 66,757,387 140,982,105 1,615,805 - $ 235,000 7,600 60,598,645 6,500 360,388 (15,206) 7,456,943 55,000 1,150,000 151,900,422 16,979,703 8,555,200 72,000 1,499,873,231 1,717,153 132,736 22,996 (48,134,797) 120,439,989 4,888,710 25,000 235,141 1,145,217 16,854,693 25,772,755 13,775,503 15,467,679 46,868,188 19,891,281 201,200 89,121 (48,150,003) $ 2,016,393,799 - $ (445,452,035) $ (445,452,035) $ 2,266,919,414 $ (493,602,038) $ 1,773,317,376 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category FY 2013 ACTUAL ALL FUNDS FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VARIANCE % TAXES 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES AND INTEREST 423,267,424 $ 18,464,949 0606 - SALES TAXES SUBTOTAL $ 404,902,095 $ 18,500,000 404,902,095 $ 18,500,000 404,902,095 $ 436,942,622 $ 14,010,671 13,500,000 32,040,527 7.9% (5,000,000) -27.0% 124,595,909 131,106,321 131,106,321 134,255,147 141,295,781 10,189,460 7.8% 566,328,282 $ 554,508,416 $ 554,508,416 $ 553,167,913 $ 591,738,403 $ 37,229,987 6.7% LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ 40,232,847 $ 40,660,114 $ 40,624,660 $ 39,053,414 $ 40,179,526 $ (445,134) -1.1% SUBTOTAL $ 40,232,847 $ 40,660,114 $ 40,624,660 $ 39,053,414 $ 40,179,526 $ (445,134) -1.1% $ 174,209,564 $ 173,085,972 $ 182,415,286 $ 165,506,034 $ 168,348,920 $ INTERGOVERNMENTAL (14,066,366) -7.7% 0620 - OTHER INTERGOVERNMENTAL 0615 - GRANTS 18,637,441 16,762,771 17,322,295 20,122,626 18,993,289 1,670,994 9.6% 0621 - PAYMENTS IN LIEU OF TAXES 12,071,152 11,972,067 11,972,067 12,000,000 12,340,468 368,401 3.1% 418,642,152 437,402,846 437,402,846 447,677,168 465,300,725 27,897,879 6.4% 86,815,139 84,652,860 84,652,860 84,652,860 95,893,292 11,240,432 13.3% 127,115,880 128,160,859 128,160,859 134,332,740 141,270,736 13,109,877 10.2% 837,491,328 $ 852,037,375 $ 861,926,213 $ 864,291,428 $ 902,147,430 $ 40,221,217 4.7% 0625 - STATE SHARED SALES TAX 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 67,994,879 $ 131,169,083 59,794,032 $ 124,467,655 59,975,316 $ 127,815,525 62,358,148 $ 121,857,333 (9,257,894) 62,469,710 $ 123,193,383 - 2,494,394 4.2% (4,622,142) -3.6% 0636 - INTERNAL SERVICE CHARGES - - 51,283 0638 - PATIENT SERVICES REVENUE 1,605,870 2,214,044 2,155,514 2,157,660 2,456,959 (51,283) -100.0% SUBTOTAL $ 200,769,832 $ 186,475,731 $ 189,997,638 $ 177,115,247 $ 188,120,052 $ $ 30,049,348 $ 31,236,997 $ 32,016,997 $ 28,462,811 $ 27,925,147 $ (4,091,850) -12.8% SUBTOTAL $ 30,049,348 $ 31,236,997 $ 32,016,997 $ 28,462,811 $ 27,925,147 $ (4,091,850) -12.8% 301,445 (1,877,586) 14.0% -1.0% FINES AND FORFEITS 0637 - FINES AND FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE 6,137,727 $ 6,997,864 $ 6,999,264 $ 5,283,840 $ 5,301,820 $ (1,697,444) -24.3% 18,051,243 28,898,541 30,074,649 21,367,899 17,704,998 (12,369,651) -41.1% SUBTOTAL $ 24,188,970 $ 35,896,405 $ 37,073,913 $ 26,651,739 $ 23,006,818 $ (14,067,095) -37.9% ALL REVENUES $ 1,699,060,607 $ 1,700,815,038 $ 1,716,147,837 $ 1,688,742,552 $ 1,773,117,376 $ 56,969,539 3.3% 2,326,474 $ 200,000 $ 200,000 $ 424,880 $ 200,000 $ - 0.0% OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ 19,105,305 21,431,779 $ 1,720,492,386 $ 200,000 $ 1,701,015,038 $ 109 200,000 $ 1,716,347,837 $ 424,880 $ 1,689,167,432 $ 200,000 $ 1,773,317,376 $ 56,969,539 N/A 0.0% 3.3% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2013 ACTUAL GENERAL FUND TAXES 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES AND INTEREST SUBTOTAL $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VARIANCE % 423,267,424 $ 18,464,949 441,732,373 $ 404,902,095 $ 18,500,000 423,402,095 $ 404,902,095 $ 18,500,000 423,402,095 $ 404,902,095 $ 14,010,671 418,912,766 $ 436,942,622 $ 13,500,000 450,442,622 $ $ SUBTOTAL $ 2,363,458 $ 2,363,458 $ 2,292,821 $ 2,292,821 $ 2,292,821 $ 2,292,821 $ 2,315,750 $ 2,315,750 $ 2,296,821 $ 2,296,821 $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0621 - PAYMENTS IN LIEU OF TAXES 0625 - STATE SHARED SALES TAX 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 7,394 $ 5,668,908 12,071,152 418,642,152 118,202,383 554,591,989 $ - $ 2,812,302 11,972,067 437,402,846 119,748,223 571,935,438 $ 51,483 $ 2,812,302 11,972,067 437,402,846 119,748,223 571,986,921 $ - $ 5,381,278 12,000,000 447,677,168 125,920,104 590,978,550 $ - $ 4,727,302 12,340,468 465,300,725 132,858,100 615,226,595 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 13,480,537 $ 28,901,367 7,485 42,389,389 $ 13,444,010 $ 26,248,551 7,000 39,699,561 $ 13,444,010 $ 26,248,551 7,000 39,699,561 $ 13,947,402 $ 25,311,363 7,000 39,265,765 $ 15,146,216 $ 24,937,474 7,000 40,090,690 $ 1,702,206 (1,311,077) 391,129 $ SUBTOTAL $ 12,374,331 $ 30,049,348 $ 12,288,138 $ 31,236,997 $ 12,288,138 $ 32,016,997 $ 11,676,267 $ 28,462,811 $ 11,601,839 $ 27,925,147 $ (686,299) -5.6% (4,091,850) -12.8% $ SUBTOTAL $ 3,548,026 $ 10,858,701 14,406,727 $ 4,000,000 $ 2,725,088 6,725,088 $ 4,000,000 $ 2,725,088 6,725,088 $ 2,838,421 $ 6,632,157 9,470,578 $ 2,800,000 $ 2,649,973 5,449,973 $ (1,200,000) -30.0% (75,115) -2.8% (1,275,115) -19.0% ALL REVENUES $ 1,067,858,267 $ 1,056,343,141 $ 1,056,394,624 $ 1,072,619,676 $ 1,125,108,540 $ 68,713,916 6.5% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ - $ - $ 2,137,000 $ 2,137,000 $ 2,137,000 $ 2,137,000 $ 2,137,750 $ 2,137,750 $ 14,805,346 $ 14,805,346 $ 12,668,346 12,668,346 592.8% 592.8% TOTAL SOURCES $ 1,067,858,267 $ 1,058,480,141 $ 1,058,531,624 $ 1,074,757,426 $ 1,139,913,886 $ 81,382,262 7.7% LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FINES AND FORFEITS 0637 - FINES AND FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 110 32,040,527 7.9% (5,000,000) -27.0% 27,040,527 6.4% 4,000 4,000 0.2% 0.2% (51,483) -100.0% 1,915,000 68.1% 368,401 3.1% 27,897,879 6.4% 13,109,877 10.9% 43,239,674 7.6% 12.7% -5.0% 0.0% 1.0% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2013 ACTUAL SPECIAL REVENUE TAXES 0606 - SALES TAXES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VARIANCE % $ SUBTOTAL $ 124,595,909 $ 124,595,909 $ 131,106,321 $ 131,106,321 $ 131,106,321 $ 131,106,321 $ 134,255,147 $ 134,255,147 $ 141,295,781 $ 141,295,781 $ $ SUBTOTAL $ 37,869,389 $ 37,869,389 $ 38,367,293 $ 38,367,293 $ 38,331,839 $ 38,331,839 $ 36,737,664 $ 36,737,664 $ 37,882,705 $ 37,882,705 $ (449,134) (449,134) -1.2% -1.2% INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 138,880,873 $ 12,968,533 86,815,139 8,913,497 247,578,042 $ 159,269,602 $ 13,950,469 84,652,860 8,412,636 266,285,567 $ 168,547,433 $ 14,509,993 84,652,860 8,412,636 276,122,922 $ 155,668,843 $ 14,610,964 84,652,860 8,412,636 263,345,303 $ 157,241,280 $ 14,265,987 95,893,292 8,412,636 275,813,195 $ (11,306,153) (244,006) 11,240,432 (309,727) -6.7% -1.7% 13.3% 0.0% -0.1% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 36,043,779 $ 71,184,039 1,598,385 108,826,203 $ 35,483,657 $ 71,414,049 2,207,044 109,104,750 $ 35,382,852 $ 71,061,919 2,148,514 108,593,285 $ 36,150,390 $ 67,764,459 2,150,660 106,065,509 $ 38,266,475 $ 68,759,179 $ 2,449,959 109,475,613 $ 2,883,623 (2,302,740) 301,445 882,328 8.1% -3.2% 14.0% 0.8% $ SUBTOTAL $ 17,675,017 $ 17,675,017 $ 18,948,859 $ 18,948,859 $ 19,728,859 $ 19,728,859 $ 16,786,544 $ 16,786,544 $ 16,323,308 $ 16,323,308 $ (3,405,551) -17.3% (3,405,551) -17.3% $ SUBTOTAL $ 2,050,748 $ 4,765,099 6,815,847 $ 2,474,140 $ 26,138,453 28,612,593 $ 2,475,540 $ 27,314,561 29,790,101 $ 1,894,777 $ 5,815,277 7,710,054 $ 1,961,956 $ 15,020,025 16,981,981 $ (513,584) -20.7% (12,294,536) -45.0% (12,808,120) -43.0% ALL REVENUES $ 543,360,407 $ 592,425,383 $ 603,673,327 $ 564,900,221 $ 597,772,583 $ (5,900,744) -1.0% OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ 2,326,474 $ 170,647,777 172,974,251 $ 200,000 $ 174,008,169 174,208,169 $ 200,000 $ 174,641,598 174,841,598 $ 424,880 $ 174,103,270 174,528,150 $ 200,000 $ 177,371,494 177,571,494 $ 2,729,896 2,729,896 0.0% 1.6% 1.6% TOTAL SOURCES $ 716,334,658 $ 766,633,552 $ 778,514,925 $ 739,428,371 $ 775,344,077 $ (3,170,848) -0.4% LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FINES AND FORFEITS 0637 - FINES AND FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE FY 2013 ACTUAL DEBT SERVICE CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED 10,189,460 10,189,460 7.8% 7.8% REVISED VS ADOPTED VARIANCE % 3,345,545 $ 3,345,545 $ 2,049,965 $ 2,049,965 $ 2,049,965 $ 2,049,965 $ 749,033 $ 749,033 $ 2,049,100 $ 2,049,100 $ (865) (865) 0.0% 0.0% $ SUBTOTAL $ 93,726 $ 93,726 $ 8,300 $ 8,300 $ 8,300 $ 8,300 $ 12,251 $ 12,251 $ 8,200 $ 8,200 $ (100) (100) -1.2% -1.2% ALL REVENUES $ 3,439,271 $ 2,058,265 $ 2,058,265 $ 761,284 $ 2,057,300 $ (965) 0.0% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 31,248,230 $ 31,248,230 $ 3,082,631 $ 3,082,631 $ 3,082,631 $ 3,082,631 $ 3,082,631 $ 3,082,631 $ 6,415,560 $ 6,415,560 $ 3,332,929 3,332,929 108.1% 108.1% TOTAL SOURCES $ 34,687,501 $ 5,140,896 $ 5,140,896 $ 3,843,915 $ 8,472,860 $ 3,331,964 64.8% MISCELLANEOUS 0645 - INTEREST EARNINGS 111 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2013 ACTUAL CAPITAL PROJECTS FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST REVISED VS ADOPTED VARIANCE % FY 2015 ADOPTED INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 35,321,297 $ 35,321,297 $ 13,816,370 $ 13,816,370 $ 13,816,370 $ 13,816,370 $ 9,837,191 $ 130,384 9,967,575 $ 11,107,640 $ 11,107,640 $ (2,708,730) -19.6% N/A (2,708,730) -19.6% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ 9,680,068 $ 9,680,068 $ 4,163,593 $ 4,163,593 $ 4,163,593 $ 4,163,593 $ 6,349,759 $ 6,349,759 $ 2,467,139 $ 2,467,139 $ (1,696,454) -40.7% (1,696,454) -40.7% SUBTOTAL $ 563 $ 1,314,108 1,314,671 $ - $ - $ - $ - $ 249 $ 18,422 18,671 $ 200 $ 200 $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ 200 200 N/A N/A N/A ALL REVENUES $ 46,316,036 $ 17,979,963 $ 17,979,963 $ 16,336,005 $ 13,574,979 $ (4,404,984) -24.5% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 233,737,441 $ 233,737,441 $ 303,408,371 $ 303,408,371 $ 310,658,335 $ 310,658,335 $ 310,658,335 $ 310,658,335 $ 125,049,501 $ 125,049,501 $ (185,608,834) -59.7% (185,608,834) -59.7% TOTAL SOURCES $ 280,053,477 $ 321,388,334 $ 328,638,298 $ 326,994,340 $ 138,624,480 $ (190,013,818) -57.8% FY 2013 ACTUAL INTERNAL SERVICE CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED 5,444,950 $ 31,083,677 159,652,960 196,181,587 $ 4,652,807 $ 26,805,055 163,263,729 194,721,591 $ 4,934,896 $ 30,505,055 168,562,012 204,001,963 $ 5,161,564 $ 28,781,511 165,110,142 199,053,217 $ 4,540,780 $ 29,496,730 164,758,171 198,795,681 $ SUBTOTAL $ 444,664 $ 1,113,335 1,557,999 $ 515,424 $ 35,000 550,424 $ 515,424 $ 35,000 550,424 $ 538,142 $ 8,902,043 9,440,185 $ 531,464 $ 35,000 566,464 $ $ ALL REVENUES $ 197,739,586 $ 195,272,015 $ 204,552,387 $ 208,493,402 $ 199,362,145 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 37,063,123 $ 37,063,123 $ 14,991,722 $ 14,991,722 $ 14,991,722 $ 14,991,722 $ 4,466,507 $ 4,466,507 $ 5,201,966 $ 5,201,966 $ TOTAL SOURCES $ 234,802,709 $ 210,263,737 $ 219,544,109 $ 212,959,909 $ 204,564,111 $ FY 2014 ADOPTED FY 2014 REVISED FY 2015 ADOPTED (394,116) (1,008,325) (3,803,841) (5,206,282) 16,040 16,040 (5,190,242) -8.0% -3.3% -2.3% -2.6% 3.1% 0.0% 2.9% -2.5% (9,789,756) -65.3% (9,789,756) -65.3% (14,979,998) -6.8% ELIMINATIONS FY 2013 ACTUAL CHARGES FOR SERVICE 0636 - INTERNAL SERVICE CHARGES $ SUBTOTAL $ (159,652,960) $ (159,652,960) $ (163,263,729) $ (163,263,729) $ (168,510,729) $ (168,510,729) $ (174,368,036) $ (174,368,036) $ (164,758,171) $ (164,758,171) $ 3,752,558 3,752,558 -2.2% -2.2% ALL REVENUES $ (159,652,960) $ (163,263,729) $ (168,510,729) $ (174,368,036) $ (164,758,171) $ 3,752,558 -2.2% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ (453,591,266) $ (453,591,266) $ (497,627,893) $ (497,627,893) $ (505,511,286) $ (505,511,286) $ (494,448,493) $ (494,448,493) $ (328,843,867) $ (328,843,867) $ 176,667,419 176,667,419 -34.9% -34.9% TOTAL SOURCES $ (613,244,226) $ (660,891,622) $ (674,022,015) $ (668,816,529) $ (493,602,038) $ 180,419,977 -26.8% 112 FY 2014 FORECAST REVISED VS ADOPTED VARIANCE % REVISED VS ADOPTED VARIANCE % Maricopa County Annual Business Strategies FY 2015 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 2015. The following sections describe the major revenue sources for the County, as well as the estimated collections for FY 2015. 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. As a result 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. Fiscal Year 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015* Property Tax Levies Primary General Fund Total 371,224,118 371,224,118 398,725,245 398,725,245 430,023,735 430,023,735 463,492,311 463,492,311 492,230,736 492,230,736 492,224,342 492,224,342 477,571,468 477,571,468 425,111,491 425,111,491 409,775,397 409,775,397 442,762,977 442,762,977 At the present time, Maricopa County levies only *Budget primary property taxes. The County’s last general Note: Excludes Payments in Lieu of Taxes obligation 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 2015 and the previous nine fiscal years. Estimated assessed values and maximum allowable tax rates are also displayed for the following five years. The FY 2015 primary rate is budgeted at $1.3209 per $100 of assessed value, which is less than the maximum rate of $1.8068. 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 continues to show signs of recovery with the assessed value increasing in FY 2015 for the first time in 113 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules four years. FY 2015 net assessed values are Net Assessed Values and Tax Rates increasing by 4.76% or $1.5 billion when compared Primary to FY 2014. However, the net assessed valuations Net Assessed Primary Tax Rate Fiscal for FY 2015 are still $16.1 billion lower than the peak Value (Thousands) (per $100 N.A.V.) Year in FY 2010. 2006 31,010,285 1.1971 33,807,465 1.1794 The Recommended Budget assumes the Board of 2007 38,930,268 1.1046 Supervisors will adopt a tax rate of $1.3209 resulting 2008 2009 44,881,603 1.0327 in a tax levy of $442.8 million, rather than levy the 2010 49,675,117 0.9909 maximum amount allowable ($605 million). This will 2011 46,842,819 1.0508 result in an average property tax bill of $146 for the 2012 38,492,098 1.2407 median residential home in Maricopa County, valued 2013 34,263,842 1.2407 at $110,600. 2014 31,996,205 1.2807 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 2014, when the housing market worsens, assessed values decrease and the tax rate would need to increase to levy a similar amount of taxes. 2015 2016 2017 2018 2019 2020 * ** ** ** ** ** 33,519,795 35,028,186 37,750,677 40,704,136 43,645,785 46,764,145 1.3209 1.7858 1.7376 1.6911 1.6468 1.6065 * 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 49.7 46.8 38.5 34.3 32.0 33.5 35.0 37.8 40.7 43.6 46.8 2010 2011 2012 2013 2014 2015* 2016** 2017** 2018** 2019** 2020** $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 chart below displays the source of the change in the tax levy each year assuming a flat tax rate. 114 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Primary Property Tax Levy Growth Existing Property vs. New Construction $70 $50 (Millions) $30 14 9 25 $10 9 19 9 15 15 13 26 6 15 9 8 7 24 14 22 24 25 2015* 2016** 2017** 2018** 2019** -15 -$10 -24 -24 -$30 -$50 -59 -$70 2009 2010 2011 2012 2013 2014 2020** Fiscal Year *Budget NEW CONSTRUCTION **Source Elliott D. Pollack & Co. EXISTING PRIOR YEAR PROPERTY 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 2015 through FY 2020 to provide context to the new construction estimates. Primary Property New Construction Levy & Net Assessed Valuation Estimates ***New Construction (Millions) 7.8% 10.0% 7.8% 7.2% $14 15.1 4.8% $12 4.5% 7.1% 8.0% 14.9 13.4 13.6 4.0% $10 $8 8.5 2.0% 9.1 0.0% $6 -2.0% 5.8 $4 $2 6.0% NAV % Growth Rate $16 -4.0% -6.6% -6.0% $0 -8.0% 2014 2015* 2016** 2017** *Budget 2018** 2019** 2020** 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 2 115 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules year 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 $1.3209 would increase the property tax levy by $33 million (excluding Salt River Project). FY 2015 PRELIMINARY PROPERTY TAX LEVIES AND RATES Net Assessed Value Description MARICOPA COUNTY PRIMARY: FY 2014-15 Preliminary FY 2013-14 Adopted FY 2014-15 Preliminary Variance $ $ SRP Eff. Ass. Val. 33,519,795,354 $ 31,996,204,979 1,523,590,375 $ 679,290,980 $ 671,847,721 7,443,259 $ Total w/SRP Additional Levy of 1-cent Rate 34,199,086,334 $ 32,668,052,700 1,531,033,634 $ 116 3,419,909 $ 3,266,805 153,104 $ Tax Rate 1.3209 $ 1.2807 0.0402 $ Tax Levy 442,762,977 $ 409,775,397 32,987,580 $ SRP PILT Total Levy & SRP PILT 8,972,755 $ 451,735,732 418,379,751 8,604,354 33,355,981 368,401 $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules FY 2015 PRIMARY PROPERTY TAX LEVY vs. LEVY LIMIT FY 2015 Adjusted Allowable Levy Limit Maximum Tax Rate (per $100 Assessed Value) $ 605,635,662 1.8068 FY 2015 Primary Levy (excluding SRP) Primary Tax Rate (per $100 Assessed Value) $ 442,762,977 1.3209 Amount Under Limit: $ 162,872,685 0.4859 26.9% FY 2015 PRIMARY PROPERTY TAX LEVY vs. "TRUTH-IN-TAXATION" LEVY FY 2015 "Truth-in-Taxation" Primary Levy $ 418,528,165 "Truth-in-Taxation" Tax Rate (per $100 Assessed Value) 1.2486 FY 2015 Primary Levy Primary Tax Rate (per $100 Assessed Value) $ 442,762,977 1.3209 Amount Under/(Over) "Truth-in-Taxation" Levy $ (24,234,812) (0.0723) FY 2015 Median Residential Limited Property Value $ "Truth-in-Taxation" Tax Bill on Median-Valued Home Property Tax Bill on Median-Valued Home Tax Bill Savings/(Increase) $ $ -5.8% 110,600 138.10 146.09 (7.99) -5.8% PRIMARY PROPERTY TAX LEVY FY 2015 vs. FY 2014 TAX BILL IMPACT ON MEDIAN HOME FY 2014: Median Residential Limited Property Value Primary Tax Rate (per $100 Assessed Value) Property Tax Bill FY 2015 Median Residential Limited Property Value Primary Tax Rate (per $100 Assessed Value) Property Tax Bill Tax Bill Savings/(Increase) $ $ $ $ 117 102,000 1.2807 130.63 110,600 1.3209 146.09 (15.46) -11.8% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules In FY 2015, property tax revenue is budgeted based on prior years’ collection trends in relation to the adopted levy. Estimated Levy Amount Collections $ 442,762,977 $ 436,942,622 Tax Penalties and Interest Tax Penalties & Interest Fiscal Year 2006 2007 2008 2009 2010 2011 2012 2013 2014 * 2015 ** Annual Collections 13,063,732 13,158,910 14,012,181 17,842,932 24,102,458 25,014,288 25,175,993 18,464,949 14,010,671 13,500,000 Growth Rate 0.3% 0.7% 6.5% 27.3% 35.1% 3.8% 0.6% -26.7% -24.1% -3.6% Property Tax Collection Analysis Maricopa County Primary Collection Rate 98.7% The County Treasurer collects penalties and interest on repayment of delinquent property taxes, and proceeds are deposited in the General Fund. Collections fluctuate and are difficult to accurately forecast, so it is prudent to budget this revenue conservatively. FY 2014 collections are significantly below FY 2013 monthly receipts, averaging -24% 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 2015, revenues are expected to stabilize at $13.5 million, which is nearly $500,000 below collections in FY 2014. * Forecast ** Budget Jail Excise Tax 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-overyear growth resumed, demonstrating signs of recovery. Although FY 2014 collections are forecasted to be slightly less than FY 2006 values, in FY 2015, the Most Likely revenue forecast projects an increase to $141 million. Subsequent growth is expected to hover around 5% through FY 2020. Fiscal Year 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 * ** *** *** *** *** *** Annual Collections 137,876,660 145,389,195 138,206,968 116,878,703 107,094,679 112,451,802 118,052,954 124,595,909 134,255,147 141,295,781 149,490,936 158,011,919 166,228,539 174,373,738 182,918,051 Growth Rate 15.7% 5.4% -4.9% -15.4% -8.4% 5.0% 5.0% 5.5% 7.8% 5.2% 5.8% 5.7% 5.2% 4.9% 4.9% * Forecast ** Budget ***Source Elliott D. Pollack & Co. Forecast (Most Likely ) The Jail Excise Tax is levied at a rate of 0.2% 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. 118 Maricopa County Annual Business Strategies FY 2015 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 statute. The Licenses & Permits Revenues revenue generated from licenses and permits Special is generally used to offset the cost of issuance. Fiscal General Revenue Examples of licenses and permits include Total Year Fund Funds building permits, marriage licenses, dog 2006 2,349,225 36,276,380 38,625,605 licenses, and environmental health permits. 2007 2,510,840 35,224,846 37,735,686 Listed in the chart to the left are the actual 2008 1,668,162 36,006,592 37,674,754 license and permit revenues recorded for the 2009 2,303,516 34,824,035 37,127,551 last eight fiscal years, along with forecasted 2010 2,779,039 32,539,247 35,318,286 revenues for FY 2014, and the budgeted 2011 2,330,508 35,486,437 37,816,945 revenues for FY 2015. 2012 2013 2014 2015 * ** 1,913,679 2,363,458 2,315,750 2,296,821 36,272,999 37,869,389 36,737,664 37,882,705 38,186,678 40,232,847 39,053,414 40,179,526 *Forecast **Budget Special Revenue Fund licenses and permits revenue is expected to increase slightly in FY 2015. The increase is primarily due to projected demands 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 decrease in FY 2015. The largest component are license fees paid by cable television companies for operation in unincorporated areas and are forecasted to decrease slightly for FY 2015. Licenses and Permits General Fund Department Non Departmental Clerk of Superior Court Sheriff Total FY 2014 FY 2015 Forecast Budget Description $ 1,700,000 $ 1,676,821 Cable Television Franchise Fees, Liquor Licenses 525,000 535,000 Marriage Licenses 90,750 85,000 Pawnshop & Peddler's Licenses $ 2,315,750 $ 2,296,821 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 2014, and the amounts budgeted for FY 2015. 119 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Intergovernmental Revenues Fiscal Year General Fund Special Revenue Funds Capital Projects Funds Debt Service Internal Service Funds Enterprise Funds Total 2006 694,985,741 285,620,779 1,395,932 8,847,363 284,611 13,365,808 1,004,500,234 2007 2008 652,535,569 614,211,708 309,172,630 242,970,178 3,346,367 - 39,089,704 21,946,984 - 8,228,148 - 1,012,372,418 879,128,870 2009 2010 2011 2012 2013 2014 * 2015 ** 535,999,337 500,275,584 514,511,445 530,821,945 554,591,989 590,978,550 615,226,595 225,480,770 248,569,777 240,326,296 241,497,932 247,578,042 263,345,303 275,813,195 - 674,870 6,160,540 16,845,284 16,697,782 35,321,297 9,967,575 11,107,640 - - 762,154,977 755,005,901 771,683,025 789,017,659 837,491,328 864,291,428 902,147,430 *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 2014 FY 2015 Forecast Budget Salt River Project $ 8,599,709 $ 8,972,755 Federal Bureau of Land Management 2,580,626 2,548,048 Cities 819,665 819,665 $ 12,000,000 $ 12,340,468 State Shared Sales Taxes State Shared Sales Tax Fiscal Annual Year Collections Growth Rate 2006 457,785,986 15.1% 2007 480,411,951 4.9% -4.0% 2008 460,958,749 2009 394,920,582 -14.3% 366,285,237 -7.3% 2010 2011 385,487,679 5.2% 3.9% 2012 400,453,542 418,642,152 4.5% 2013 2014 * 447,677,168 6.9% 2015 ** 465,300,725 3.9% 2016 *** 488,565,761 5.0% 2017 *** 515,436,878 5.5% 541,208,722 5.0% 2018 *** 567,186,741 4.8% 2019 *** 2020 *** 594,411,704 4.8% *Forecast **Budget ***Source Elliott D. Pollack & Co. (Growth Rate ) 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%. A portion of each of these taxes, ranging from 20% to 50%, 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% 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 2014, the budget for FY 2015 and forecasted amounts for the next five years. State Shared Sales Tax and Jail Excise Tax revenues have followed similar trends, except that Jail Tax revenues experienced greater declines, but are rebounding more quickly. Annual growth reached 15.1% in FY 2006, but declined for 120 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules 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 2014 are projected to continue into FY 2015 which is expected to lead to sustained annual growth rates of approximately 5% 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 2014, and the budget for FY 2015. State Shared Fiscal Highway User Growth Year Revenues Rate 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 86,815,139 10.0% 2014 * 84,652,860 -2.5% 95,893,292 13.3% 2015 ** *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 the majority of the growth of 10% in that year. Independent of the appropriation decisions by the Legislature, over the last three years, HURF has been growing by approximately 1% to 2% a year. The Arizona Legislature made further changes during the recent legislative session to restore additional HURF revenue to counties. As a result of those changes and the anticipated growth of these funds, it is anticipated that the HURF revenue will increase by 13.3% over the FY 2014 budgeted level. 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. 121 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules The table to the left shows actual and forecasted vehicle license tax collections from FY 2006 to FY 2020. Moreover, as noted in the graph below, FY 2014 revenue continues its pattern of monthly volatility in annual growth rates. However, the FY 2014 average growth is positive and expected to continue due to sustained economic recovery resulting from increases in population figures and new car purchases. State Shared Vehicle License Tax Fiscal General Growth Year Fund Rate 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 118,202,383 4.3% 2014 * 125,920,104 6.5% 2015 ** 132,858,100 5.5% 2016 *** 138,836,715 4.5% 2017 *** 144,390,183 4.0% 2018 *** 150,165,790 4.0% 2019 *** 156,172,422 4.0% 2020 *** 162,106,974 3.8% VLT Monthly Revenue Receipts $14,000,000 20.0% 16.8% $12,000,000 15.0% 13.2% $10,000,000 11.1% $8,000,000 9.2% $6,000,000 5.3% 6.9% 3.8% $4,000,000 $2,000,000 *Forecast 10.0% 9.1% 0.0% -1.5% $- **Budget 5.0% -5.0% JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN ***Source Elliott D. Pollack & Co. (Most Likely) FY 13 Actual FY 14 Actual FY 14 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. Other Intergovernmental Revenue General Fund Department Elections Enterprise GIS FY 2014 Forecast $ 4,337,423 456,655 County Attorney 1,179 Juvenile Probation 2,080 Public Defense 35,334 Research and Reporting Sheriff’s Office 72,000 476,607 Total $ 5,381,278 FY 2015 Budget Description $ 3,750,002 Election Cost Reimbursements from Other Jurisdictions 460,300 Aerial Photography Cost Reimbursements from Participating Government Entities - Receipts from FBI 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 440,000 Social Security Administration Pay for Inmate Information and AZ State for Patrol $ 4,727,302 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 fully recover the cost for providing services. When setting fees, care is exercised in establishing charges for services so that they do not unfairly discriminate against those most in need of services. 122 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules The County Board of Supervisors approves all fee schedules, unless fees are specifically set forth in State statute. Examples of charges for services to the public include court-filing fees, kennel fees, park entrance fees, vital record document fees, and probation service fees. Examples of internal charges for services include benefits, risk management, motor pool charges and long distance telephone charges. Listed below are the revenues recorded for the last eight fiscal years, forecasted revenue for FY 2014 and the budget amount for FY 2015 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 2006 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 2006 2007 2008 2009 2010 2011 2012 2013 2014 * 2015 ** General Fund 33,156,418 31,719,127 43,177,387 43,642,013 40,657,924 40,745,732 40,081,935 42,389,389 39,265,765 40,090,690 Special Revenue Funds 53,563,330 55,826,076 96,369,159 135,371,562 129,930,765 149,482,999 137,678,743 108,826,203 106,065,509 109,475,613 Debt Service Fund 3,054,932 2,652,765 2,630,623 2,640,840 2,044,982 3,345,545 749,033 2,049,100 Charges for Service Capital Projects Enterprise Funds Funds 78,515,094 62,873 7,300,482 17,874,757 17,548,959 19,037,127 4,700,587 9,680,068 6,349,759 2,467,139 Internal Service Funds 74,861,880 78,091,596 199,238,595 201,910,980 188,964,926 193,579,637 189,393,283 196,181,587 199,053,217 198,764,681 Eliminations (72,564,571) (70,498,458) (160,036,744) (161,737,799) (133,025,426) (139,567,488) (151,120,029) (159,652,960) (174,368,036) (164,758,171) Total 167,532,151 95,201,214 189,103,811 239,714,278 246,707,771 265,918,847 222,779,501 200,769,832 177,115,247 188,089,052 * 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 2014 FY 2015 Forecast Budget Description 6,015 $ $ 12,000 Elections Services from School Districts 2,726,720 2,916,305 District Reimbursements 162,273 142,664 Industrial Development Authority Reimbursements 10,498,720 11,562,247 Patrol Services Provided to Cities and Towns and to the Stadium and Flood Control Districts 553,674 513,000 Arizona Lengthy Trial Revenue, Municipal Court Juror Fees, Interpreter Fees Total $ 13,947,402 $ 15,146,216 123 Maricopa County Annual Business Strategies FY 2015 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 2006 2007 2008 2009 2010 2011 2012 2013 2014 * 2015 ** Patient Services Revenue Special General Revenue Enterprise Fund Funds Funds 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 7,485 1,598,385 7,000 2,150,660 7,000 2,449,959 - Total 80,699,515 935,184 1,041,624 1,071,824 1,317,792 1,757,576 1,600,084 1,605,870 2,157,660 2,456,959 *Forecast ** Budget Internal Service Charges Internal Service Charges are payments between County departments. Rates are established during the budget process. Internal service fee rates are intended to recover from the appropriate user the full cost of the services Internal Service Charges provided. Internal FY 2014 FY 2015 service charges are Forecast Budget usually recorded in the Business Strategies and Healthcare Programs $ 112,422,501 $ 113,657,654 Internal Service Funds. Enterprise Technology 16,004,464 16,343,603 In FY 2015, internal Equipment Services 15,852,581 14,012,455 service charges are Procurement Services 860,699 845,217 budgeted to decrease Risk Management 19,969,897 19,899,242 primarily due to reduced Total $ 165,110,142 $ 164,758,171 costs for Risk Management and Equipment Services. Other Charges for Services The schedule on the next page lists Maricopa County Other Charges for Service in the General Fund for FY 2014 and FY 2015. FY 2015 collections of Other Charges for Service in the General Fund are anticipated to be slightly lower than FY 2014. 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, a decrease in the number of revenue-generating services requested from the Recorder’s Office and a decrease in Constable fees. 124 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Other Charges for Service Summary General Fund FY 2014 Forecast $ 6,336,200 Department Clerk of the Superior Court Constables 1,609,143 Education Services 105,000 Elections FY 2015 Description Budget $ 6,385,000 Filing Fees, Passports and Indigent Defense Revenue 1,515,522 Constable Fees 105,000 Garnishment & Support Processing Fees 1,084 Finance 255,162 County Attorney 24,031 Human Resources 45,728 Justice Courts 4,509,604 Juvenile Probation 7,977 Medical Examiner 367,791 Non Departmental 1,664,782 Protective Services 282,225 203 Certifications 235,000 Collections Fee 31,020 Charges to Housing Authority 41,000 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 360,388 Cremation Certificate Fees and Transport Fees 1,663,831 Tax Sale Fees and Sheriff Fees 235,141 Homeless Campus Protective Services Fee Public Defender 51,998 Public Fiduciary 1,164,135 1,150,000 Fiduciary Fees and Probate Fees Recorder 6,911,177 6,673,403 Document Recording Fees Sheriff 448,637 Superior Court 1,312,000 Treasurer 38,421 Waste Resources and Recycling 176,268 Total 56,961 Reimbursement for Legal Services 550,000 Other Tax Sales Fees and Various Civil Fees 1,366,000 Family Court Filings, Civil Trial Jury Fees and Attorney Fees Paid By Parents 37,000 Miscellaneous Charges 101,805 Transfer Stations $ 25,311,363 $ 24,937,474 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 2015 is slightly below forecasted collections for FY 2014. Fiscal Year 2006 2007 2008 2009 2010 2011 2012 2013 2014 * 2015 ** * Forecast ** Budget 125 Fines & Forfeits Special General Revenue Fund Funds 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 12,374,331 17,675,017 11,676,267 16,786,544 11,601,839 16,323,308 Total 22,744,322 31,062,158 31,392,198 36,566,382 34,346,965 33,307,753 30,241,734 30,049,348 28,462,811 27,925,147 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Fines and Forfeits Summary General Fund FY 2014 Forecast $ 2,450,000 9,985 14,046 9,195,963 Department Clerk of the Superior Court Elections Environmental Services Justice Courts Sheriff Superior Court 1,360 4,913 Total $ 11,676,267 FY 2015 Budget $ 2,400,000 12,000 18,101 9,169,138 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 $ 11,601,839 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 2014, plus the budget for FY 2015. Miscellaneous revenues are recorded in all fund types. Fiscal Year 2006 2007 2008 2009 2010 2011 2012 2013 2014 * 2015 ** General Fund 22,714,174 39,820,380 32,662,960 15,056,656 13,651,212 14,357,522 15,242,487 14,406,727 9,470,578 5,449,973 Special Revenue Funds 24,869,157 35,303,667 40,941,646 28,310,635 20,099,288 7,837,262 7,675,012 6,815,847 7,710,054 17,155,074 Miscellaneous Revenue Debt Capital Service Projects Funds Funds 1,077,601 3,229,749 1,211,040 7,127,256 1,095,072 19,300,188 658,513 15,144,274 276,414 5,769,517 31,862 (1,016,103) 5,234 650,549 93,726 1,314,671 12,251 18,671 8,200 200 Enterprise Funds 456,261 684,104 - Internal Service Funds 4,101,900 3,789,038 5,369,946 3,881,287 1,805,553 3,226,545 1,198,400 1,557,999 9,440,185 566,464 Total 56,448,842 87,935,485 99,369,812 63,051,365 41,601,984 24,437,088 24,771,682 24,188,970 26,651,739 23,179,911 * Forecast ** Budget General Fund miscellaneous revenue includes interest income, building rental income, public record copy fees, and bad check fees. In FY 2014, Non Department revenue was significantly higher due to one-time revenue from a lawsuit settlement and an AHCCCS and ALTCS refund. The consistent largest single component of miscellaneous revenues in the General Fund is interest income. With interest rates at historic lows, interest is decreasing by $1.2 million for FY 2015. 126 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Assessor Assistant County Manager Clerk of the Superior Court County Attorney County Manager's Office Elections Enterprise Technology Facilities Management Human Resources Human Services Justice Courts Juvenile Probation Non Departmental Procurement Recorder Sheriff Superior Court Waste Resources and Recycling Total Budget Summary Schedules Miscellaneous Revenue General Fund FY 2015 Description FY 2014 Budget Forecast 240,000 Sale of Maps, Copies, Data, etc. $ 255,517 $ 223,356 201,200 Lease Revenue 85,000 180,000 Sale of Copies and Bad Check Fees, Interest 28,980 Fees from Private Defense for Discovery Information 37,948 600 Bus Card Replacement 1,090 8,006 Sale of Copies and Maps 4,732 4,800 Sale of Computer Equipment 2,400 25,000 Lease Revenue 75,253 15,769 14,000 Copies of W-2s and Employee Records 2,213 - Payback of Neighborhood Stabilization Program Funds 949,400 Sale of Copies 762,362 4,750 Insurance Reimbursements/Restitution 1,975 7,144,487 3,100,000 Interest, Loss Reimbursement, Fire District Reimbursement, Tax Deed Sale, AHCCCS and ALTCS Payment Refund 300,000 Purchase Card Rebates 294,984 326,597 Micrographics and Photocopy Sales and Postage 379,811 117,474 35,076 Sale of Copies and Reimbursement for ID Cards and Impound Fees 1,000 Sale of Copies 3,560 30,564 Lease Revenue, Scrap Metal Proceeds 62,647 $ 5,449,973 9,470,578 $ 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 2015. 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. 127 Maricopa County Annual Business Strategies FY 2015 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. 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 2015: 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. 128 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Benefits Trust Funds (601, 604, 606, 611 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 (675) 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. 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 funds 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 fully fund 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. 129 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund BEG. SPENDABLE BALANCE FUND GENERAL* ENDING SPENDABLE FUND BALANCE: TOTAL SOURCES TOTAL USES RESTRICTED COMMITTED ASSIGNED UNASSIGNED $ 113,712,308 $ 1,139,913,886 $ 1,253,626,194 $ - $ - $ - $ SPECIAL REVENUE NON-GRANT FUNDS $ 201 ADULT PROBATION FEES 1 203 SHERIFF DONATIONS1 204 JUSTICE CT JUDICIAL ENHANCEMNT 205 COURT DOCUMENT RETRIEVAL 206 OFFICER SAFETY EQUIPMENT 207 PALO VERDE 208 JUDICIAL ENHANCEMENT 209 PUBLIC DEFENDER TRAINING1 210 WASTE MANAGEMENT1 212 SHERIFF RICO 213 COUNTY ATTORNEY RICO1 214 SHERIFF JAIL ENHANCEMENT 215 EMERGENCY MANAGEMENT** 218 CLERK OF COURT FILL THE GAP 1 220 DIVERSION1 221 COUNTY ATTORNEY FILL THE GAP 225 SPUR CROSS RANCH CONSERVATION 226 PLANNING AND DEVELOPMENT FEES 228 JUVENILE PROBATION SPECIAL FEE 1 229 JUVENILE RESTITUTION 232 TRANSPORTATION OPERATIONS 1 235 DEL WEBB1 236 RECORDERS SURCHARGE 1 237 JUST COURTS PHOTO ENFORCEMENT1 239 PARKS SOUVENIR 240 LAKE PLEASANT RECREATION SVCS 1 241 PARKS ENHANCEMENT FUND1 243 PARKS DONATIONS1 245 JUSTICE COURTS SPECIAL REVENUE 252 INMATE SERVICES 254 INMATE HEALTH SERVICES 1 255 DETENTION OPERATIONS* 256 PROBATE FEES1 257 CONCILIATION COURT FEES 1 258 SHERIFF TOWING AND IMPOUND 259 SUPERIOR COURT SPECIAL REVENUE 1 261 LAW LIBRARY1 262 PUBLIC DEFENDER FILL THE GAP 1 263 LEGAL DEFENDER FILL THE GAP 264 SUPERIOR COURT FILL THE GAP 265 PUBLIC HEALTH FEES 266 CHECK ENFORCEMENT PROGRAM 267 CRIM JUSTICE ENHANCEMENT1 268 VICTIM COMP AND ASSISTANCE 1 269 VICTIM COMP RESTITUTION INT1 270 CHILD SUPPORT ENHANCEMENT 271 EXPEDITED CHILD SUPPORT1 273 VICTIM LOCATION1 274 CLERK OF THE COURT EDMS 275 JUVENILE PROBATION DIVERSION1 276 SPOUSAL MAINT ENF ENHANCEMENT1 277 EMANCIPATION ADMINISTRATION 281 CHILDRENS ISSUES EDUCATION1 282 DOM REL MEDIATION EDUCATION1 290 WASTE TIRE 504 AIR QUALITY FEES1 506 ENVIRONMTL SVCS ENV HEALTH1 572 ANIMAL CONTROL LICENSE SHELTER 574 ANIMAL CONTROL FIELD OPERATION1 669 SMALL SCHOOL SERVICE 1 741 TAXPAYER INFORMATION 780 SCHOOL TRANSPORTATION 782 SCHOOL COMMUNICATION1 795 EDUCATIONAL SUPPLEMENTAL PROG1 SUBTOTAL NON-GRANT FUNDS $ 1,083,459 $ 139,248 1,143,258 260,895 149,826 508,121 2,763,514 323,346 412,819 2,639,197 2,482,285 (51,513) 314,273 1,617,799 87,703 257,897 3,660,099 1,310,479 53,758 26,717,559 525,000 3,611,775 45,000 25,942 1,402,106 3,217,768 694,672 804,698 8,046,735 605,709 57,452,420 163,730 210,251 130,981 445,977 2,151,550 26,197 2,320 251,140 5,561,807 190,485 435,264 1,547,504 795,919 824,945 340,260 75,452 228,675 716,850 126,744 4,130 38,373 91,415 1,787,145 7,425,761 6,719,518 3,376,560 1,572,314 184,601 501,416 155,585 429,825 352,138 159,170,679 $ 12,343,549 $ 20,000 792,000 1,147,606 60,000 756,264 1,466,200 424,932 65,000 1,750,000 2,012,040 1,482,444 859,541 1,740,549 1,429,500 1,555,630 266,411 8,555,200 3,546,769 10,000 106,180,390 4,015,000 1,800 310,000 2,514,692 4,349,860 23,277 6,479,000 10,982,350 200,000 350,258,797 409,200 1,441,200 256,581 4,759,800 1,296,000 1,088,138 66,362 2,101,600 5,559,246 180,058 1,477,500 200,000 14,708 82,290 585,000 2,300 2,632,872 251,518 108,000 115,007 180,600 4,756,341 11,361,342 19,873,180 8,783,032 3,453,314 109,657 304,341 600,000 432,948 332,292 598,413,228 $ 13,427,008 $ 120,000 792,000 1,147,606 60,000 756,264 1,496,159 710,082 468,832 1,750,000 3,722,040 1,482,444 874,990 2,054,822 2,697,823 1,555,630 291,411 8,538,986 3,830,500 10,000 109,872,231 525,000 5,940,660 46,800 310,000 3,212,692 6,534,860 108,777 6,479,000 10,982,350 340,000 407,711,217 509,200 1,616,200 208,103 5,199,800 1,546,000 1,113,694 66,362 2,101,600 5,559,246 180,058 1,621,686 701,308 179,160 910,000 75,000 2,632,872 334,503 158,000 140,007 205,600 4,751,611 13,105,170 22,172,840 8,783,032 3,777,965 181,708 304,341 600,000 796,726 684,430 678,066,406 $ - $ 39,248 1,143,258 260,895 149,826 508,121 2,733,555 38,196 8,987 929,197 2,482,285 349,476 87,703 232,897 1,026,748 53,758 23,025,718 1,686,115 25,942 704,106 1,032,768 609,172 804,698 8,046,735 465,709 63,730 35,251 179,459 5,977 1,901,550 641 2,320 251,140 5,561,807 190,485 291,078 1,046,196 631,467 907,235 15,260 2,752 228,675 633,865 76,744 4,130 13,373 66,415 1,791,875 5,681,933 3,376,560 1,247,663 112,550 501,416 155,585 66,047 71,488,292 $ - $ 3,676,313 4,419,858 8,096,171 $ - $ - $ 130 - (66,962) (66,962) Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund (continued) ENDING SPENDABLE FUND BALANCE: BEG. SPENDABLE FUND TOTAL SOURCES TOTAL USES RESTRICTED COMMITTED ASSIGNED UNASSIGNED BALANCE GRANT FUNDS 211 ADULT PROBATION GRANTS $ (51,398) $ 2,876,995 $ 2,876,995 $ - $ - $ - $ (51,398) 216 CLERK OF THE COURT GRANTS (3,723) 1,484,995 1,484,995 (3,723) 217 CDBG HOUSING TRUST (294,294) 16,279,189 16,279,189 (294,294) 219 COUNTY ATTORNEY GRANTS 360,411 5,185,349 5,185,349 360,411 222 HUMAN SERVICES GRANTS (1,889,098) 44,319,456 44,319,456 (1,889,098) 223 TRANSPORTATION GRANTS (112,061) 684,820 684,820 (112,061) 227 JUVENILE PROBATION GRANTS (196,713) 4,160,865 4,160,865 (196,713) 230 PARKS AND RECREATION GRANTS 7,909 7,909 233 PUBLIC DEFENDER GRANTS (5,038) 236,492 236,492 (5,038) 238 SUPERIOR COURT GRANTS (132,774) 2,989,816 2,989,816 (132,774) 248 ELECTIONS GRANT 961,325 861,153 861,153 961,325 249 NON DEPARTMENTAL GRANT 295,199 10,065,637 14,279,671 (3,918,835) 251 SHERIFF GRANTS 379,787 8,275,961 8,275,961 379,787 292 CORRECTIONAL HEALTH GRANT 8,319 8,319 503 AIR QUALITY GRANT (221,927) 4,106,337 4,106,337 (221,927) 532 PUBLIC HEALTH GRANTS (4,410,159) 48,632,521 48,632,521 (4,410,159) 573 ANIMAL CONTROL GRANTS 1,015,338 1,539,157 1,539,157 1,015,338 715 SCHOOL GRANT (132,628) 25,224,197 25,224,197 (132,628) 176,930,849 $ 181,144,883 $ 2,725,180 $ - $ - $ (11,368,648) SUBTOTAL GRANTS $ (4,429,434) $ SPECIAL REVENUE $ 154,741,245 $ 775,344,077 $ 859,211,289 $ 74,213,472 $ 8,096,171 $ - $ (11,435,610) DEBT SERVICE 320 COUNTY IMPROVEMENT DEBT DEBT SERVICE $ $ 18,087,690 $ 18,087,690 $ 8,472,860 $ 8,472,860 $ 16,753,180 $ 16,753,180 $ 9,807,370 $ 9,807,370 $ - $ - $ - $ - $ - $ 30,815,246 $ 127,960 298,130,417 190,224,782 242,441,513 45,444,750 807,184,668 $ 61,709,576 $ 200 44,051,824 5,973,777 26,889,103 138,624,480 $ 82,578,500 $ 127,500 71,550,351 5,796,583 148,478,606 43,143,524 351,675,064 $ 9,946,322 $ 190,401,976 2,301,226 202,649,524 $ - $ 660 270,631,890 120,852,010 391,484,560 $ - $ - $ - $ (455,177) $ (2,336,177) (2,059,319) 19,711,910 (394,131) 1,286,353 807,775 5,274,278 3,755,672 6,098,506 (787,763) 139,943 5,531,019 3,166,427 268,883 (239,351) 65,935 2,892,289 42,727,072 $ 46,192,011 $ 35,972,219 19,347,976 5,481,882 13,429,318 1,944,571 408,473 161,260 1,657,641 1,406,365 3,070,781 1,969,148 (1,157,990) 2,269,651 801,620 1,706,262 226,860 398,661 3,471,236 400,320 4,238,527 345,300 834,751 16,854,693 845,217 24,088,690 1,684,065 16,514,603 204,564,111 $ 50,236,155 $ 39,134,609 21,017,804 5,481,882 14,697,568 2,344,571 408,473 161,260 1,797,391 1,726,365 3,170,781 1,969,148 (1,157,990) 2,269,651 801,620 1,706,262 226,860 398,661 3,471,236 400,320 4,238,527 345,300 834,751 17,711,693 915,217 29,841,029 1,750,000 17,566,149 223,465,293 $ - $ 18,443,660 1,286,353 807,775 5,134,528 3,435,672 5,998,506 139,943 5,531,019 40,777,456 $ - $ 2,309,427 198,883 1,840,743 4,349,053 $ - $ - $ ELIMINATIONS $ - $ (493,602,038) $ (493,602,038) $ - $ - $ - $ ALL FUNDS $ 1,136,452,983 $ 1,773,317,376 $ 2,211,128,982 $ 327,447,822 $ 403,929,784 $ - $ CAPITAL PROJECTS 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 PROJECTS INTERNAL SERVICE 601 MEDICAL HMO 604 MEDICAL PPO 606 MEDICAL HDHP W HSA 607 FI DENTAL PPO 608 COINSURANCE PHARMACY 611 60 PERCENT STD 612 50 PERCENT STD 613 40 PERCENT STD 614 BEHAVIORAL HEALTH 615 WELLNESS 618 BENEFIT ADMINISTRATION 619 ONSITE PHARMACY CLINIC 620 BENEFITS ELIMINATIONS 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 PPO 630 DEPENDENT LIFE 631 VOLUNTARY BENEFITS 654 EQUIPMENT SERVICES 673 REPROGRAPHICS 675 RISK MANAGEMENT 676 COUNTY MANAGER RISK MANAGEMENT 681 TECHNOLOGY INFRASTRUCTURE INTERNAL SERVICE $ $ 131 (4,499,321) (5,498,567) (3,729,147) (794,131) (787,763) (5,991,690) (21,300,619) (32,736,229) Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules 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 2015 budget follows this key guideline in nearly all funds. However, the budgets for a few funds are not structurally balanced, often for technical reasons. The following is an explanation by fund of each instance of structural deficit: Clerk of Court Fill the Gap (218) Available fund balance from FY 2014 is being used to offset the structural imbalance of operating expenditures in FY 2015. Detention Operations (255) The Detention Operations fund has a sizeable fund balance. The structural imbalance that began in FY 2014 will continue to increase in FY 2015. 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 Funds (601, 604, 606, 608, 611, 614) The structural imbalance in FY 2015 is attributable to the planned spend down of fund balance in order to adjust the Benefits Trust from a 250% Company Action Level to 150%. Risk Management (675) 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. 132 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund SOURCES: OPERATING 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 258 SHERIFF TOWING AND IMPOUND 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 USES: OPERATING STRUCT. BALANCE $ 1,123,183,239 $ 1,123,183,239 $ - $ 12,343,549 $ 20,000 792,000 1,147,606 60,000 756,264 1,466,200 12,343,549 $ 20,000 792,000 1,147,606 60,000 756,264 1,139,179 - 424,932 1,750,000 2,012,040 1,482,444 839,541 1,740,549 1,429,500 1,555,630 266,411 8,030,200 3,546,769 10,000 106,180,390 4,015,000 1,800 310,000 2,514,692 4,349,860 23,277 6,479,000 10,982,350 200,000 350,258,797 409,200 1,441,200 256,581 4,759,800 1,296,000 819,202 66,362 2,101,600 5,559,246 180,058 133 424,932 1,750,000 2,012,040 1,482,444 839,541 2,054,822 1,429,500 1,555,630 266,411 8,001,694 3,546,769 10,000 59,522,982 3,792,689 1,800 310,000 2,514,692 4,349,860 23,277 6,479,000 10,982,350 200,000 360,370,937 409,200 1,441,200 208,103 4,759,800 1,296,000 819,202 66,362 2,101,600 5,559,246 180,058 327,021 (314,273) 28,506 46,657,408 222,311 (10,112,140) 48,478 - Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund (continued) FUND 267 CRIM JUSTICE ENHANCEMENT 268 VICTIM COMP AND ASSISTANCE 269 VICTIM COMP RESTITUTION INT 270 CHILD SUPPORT ENHANCEMENT 271 EXPEDITED CHILD SUPPORT 273 VICTIM LOCATION 274 CLERK OF THE COURT EDMS 275 JUVENILE PROBATION DIVERSION 276 SPOUSAL MAINT ENF ENHANCEMENT 281 CHILDRENS ISSUES EDUCATION 282 DOM REL MEDIATION EDUCATION 290 WASTE TIRE 504 AIR QUALITY FEES 506 ENVIRONMTL SVCS ENV HEALTH 572 ANIMAL CONTROL LICENSE SHELTER 574 ANIMAL CONTROL FIELD OPERATION 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 227 JUVENILE PROBATION GRANTS 233 PUBLIC DEFENDER GRANTS 238 SUPERIOR COURT GRANTS 248 ELECTIONS GRANT 249 NON DEPARTMENTAL GRANT 251 SHERIFF GRANTS 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 SOURCES: USES: OPERATING OPERATING $ 1,477,500 $ 1,477,500 $ 200,000 200,000 14,708 14,708 82,290 585,000 585,000 2,300 2,632,872 2,632,872 251,518 251,518 108,000 108,000 115,007 115,007 180,600 180,600 4,756,341 4,751,611 11,361,342 11,361,342 19,873,180 19,872,908 8,783,032 8,783,032 3,453,314 3,399,773 109,657 109,657 304,341 304,341 600,000 600,000 432,948 432,948 332,292 332,292 $ 597,534,292 $ 560,533,848 $ $ $ $ 2,876,995 $ 1,484,995 16,279,189 5,185,349 44,319,456 4,160,865 236,492 2,989,816 861,153 9,969,516 8,275,961 4,106,337 48,632,521 1,539,157 25,224,197 176,141,999 $ 773,676,291 $ $ $ 3,189,660 $ 3,189,660 $ 134 STRUCT. BALANCE 82,290 2,300 4,730 272 53,541 37,000,444 2,876,995 $ 1,484,995 16,279,189 5,185,349 44,319,456 4,160,865 236,492 2,989,816 861,153 9,969,516 8,275,961 4,106,337 48,632,521 1,539,157 25,224,197 176,141,999 $ 736,675,847 $ 37,000,444 $ $ 3,189,660 3,189,660 - - Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund (continued) FUND CAPITAL PROJECTS 445 GENERAL FUND CTY IMPROV 455 DETENTION CAPITAL PROJECTS 460 TECHNOLOGY CAP IMPROVEMENT CAPITAL PROJECTS SOURCES: OPERATING 11,326,719 $ 587,500 11,640,000 23,554,219 $ - $ $ $ 46,192,011 $ 35,972,219 19,347,976 5,481,882 13,429,318 1,944,571 408,473 161,260 1,657,641 1,406,365 3,070,781 1,969,148 (1,157,990) 2,269,651 801,620 1,706,262 226,860 398,661 3,471,236 400,320 4,238,527 345,300 834,751 16,854,693 845,217 20,570,789 16,514,603 199,362,145 $ 50,236,155 $ 39,134,609 21,017,804 5,481,882 14,697,568 2,344,571 408,473 161,260 1,797,391 1,406,365 3,070,781 1,969,148 (1,157,990) 2,269,651 801,620 1,706,262 226,860 398,661 3,471,236 400,320 4,238,527 345,300 834,751 16,854,693 845,217 29,841,029 16,514,603 219,316,747 $ ELIMINATIONS $ (366,299,444) $ (366,299,444) $ ALL FUNDS $ 1,756,666,110 $ 1,712,876,389 $ INTERNAL SERVICE 601 MEDICAL HMO 604 MEDICAL PPO 606 MEDICAL HDHP W HSA 607 FI DENTAL PPO 608 COINSURANCE PHARMACY 611 60 PERCENT STD 612 50 PERCENT STD 613 40 PERCENT STD 614 BEHAVIORAL HEALTH 615 WELLNESS 618 BENEFIT ADMINISTRATION 619 ONSITE PHARMACY CLINIC 620 BENEFITS ELIMINATIONS 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 PPO 630 DEPENDENT LIFE 631 VOLUNTARY BENEFITS 654 EQUIPMENT SERVICES 673 REPROGRAPHICS 675 RISK MANAGEMENT 681 TECHNOLOGY INFRASTRUCTURE INTERNAL SERVICE $ USES: OPERATING $ $ 135 STRUCT. BALANCE 11,326,719 587,500 11,640,000 23,554,219 (4,044,144) (3,162,390) (1,669,828) (1,268,250) (400,000) (139,750) (9,270,240) (19,954,602) 43,789,721 Maricopa County Annual Business Strategies FY 2015 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 2015 Expenditure Limitation $ 1,208,311,398 FY 2015 Expenditures Subject to Limitation $ 1,208,311,397 Expenditures (Over)/Under Limitation $ 136 1 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class FY 2014 ADOPTED 110 100 201 211 255 240 100 204 237 245 270 100 227 228 229 255 JUDICIAL ADULT PROBATION GENERAL OPERATING LUMP SUM PAYMENTS NON RECURRING NON PROJECT ALL FUNCTIONS ADULT PROBATION FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ADULT PROBATION GRANTS OPERATING DETENTION OPERATIONS OPERATING LUMP SUM PAYMENTS NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT JUSTICE COURTS GENERAL OPERATING ELEC DOCUMENT MGMNT SYSTEM ALL FUNCTIONS JUSTICE CT JUDICIAL ENHANCEMNT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS JUST COURTS PHOTO ENFORCEMENT OPERATING ELEC DOCUMENT MGMNT SYSTEM ALL FUNCTIONS JUSTICE COURTS SPECIAL REVENUE OPERATING TOTAL DEPARTMENT JUVENILE PROBATION GENERAL OPERATING LUMP SUM PAYMENTS ALL FUNCTIONS JUVENILE PROBATION GRANTS OPERATING JUVENILE PROBATION SPECIAL FEE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS JUVENILE RESTITUTION OPERATING DETENTION OPERATIONS OPERATING LUMP SUM PAYMENTS JUV DETENTION TECH PROJECTS JUVENILE KITCHEN EQUIP ALL FUNCTIONS $ FY 2014 REVISED FY 2015 ADOPTED (INC.)/DEC FROM REV. 41,708,509 $ 127,030 41,835,539 $ 46,378,060 $ 116,972 327,030 46,822,062 $ 48,350,459 $ 25,000 48,375,459 $ (1,972,399) 116,972 302,030 (1,553,397) $ 12,842,594 $ 934,539 13,777,133 $ 12,842,594 $ 934,539 13,777,133 $ 12,343,549 $ 1,083,459 13,427,008 $ 499,045 (148,920) 350,125 $ 3,084,259 $ 3,156,771 $ 2,876,995 $ 279,776 $ 23,318,188 $ 196,860 23,515,048 $ 82,211,979 $ 25,173,043 $ 50,328 196,860 25,420,231 $ 89,176,197 $ 26,643,287 $ 200,000 26,843,287 $ 91,522,749 $ (1,470,244) 50,328 (3,140) (1,423,056) (2,346,552) 15,792,908 $ 15,792,908 $ 16,340,028 $ 16,890,028 $ 17,169,657 $ 512,000 17,681,657 $ (829,629) (512,000) (791,629) 792,000 $ 250,000 1,042,000 $ 792,000 $ 250,000 1,042,000 $ 792,000 $ 792,000 $ 250,000 250,000 $ 6,200 $ 305,903 312,103 $ 6,200 $ 305,903 312,103 $ 1,800 $ 45,000 46,800 $ 4,400 260,903 265,303 $ $ 6,589,500 $ 23,736,511 $ 6,589,500 $ 24,833,631 $ 6,479,000 $ 24,999,457 $ 110,500 (165,826) $ 15,428,434 $ 15,428,434 16,879,998 $ 81,913 16,961,911 17,279,942 $ 17,279,942 (399,944) 81,913 (318,031) $ 4,424,881 $ 5,502,372 $ 4,160,865 $ $ $ 3,830,500 $ 3,830,500 $ 3,830,500 $ 3,830,500 $ 3,546,769 $ 283,731 3,830,500 $ $ 10,000 $ 10,000 $ 10,000 $ $ 29,539,463 $ 1,234,321 30,773,784 $ 31,823,011 $ 7,762 1,234,321 33,065,094 $ 33,172,371 $ 1,225,942 34,398,313 $ $ $ $ $ $ $ $ $ $ $ 137 1,341,507 283,731 (283,731) (1,349,360) 7,762 1,234,321 (1,225,942) (1,333,219) Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2014 ADOPTED 275 800 100 208 238 256 257 259 261 264 271 276 277 281 JUVENILE PROBATION DIVERSION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT SUPERIOR COURT GENERAL OPERATING INTEGRATED COURT INFO REWRITE NON RECURRING NON PROJECT DISASTER REC EQUIPMENT SUP COURT CASE MGMT SYSTEM SUP CT FOR THE RECORD EQUIP ALL FUNCTIONS JUDICIAL ENHANCEMENT OPERATING 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 FY 2015 ADOPTED FY 2014 REVISED (INC.)/DEC FROM REV. 304,194 $ 304,194 $ 54,771,793 $ 330,562 $ 330,562 $ 59,700,439 $ 251,518 $ 82,985 334,503 $ 60,014,123 $ 79,044 (82,985) (3,941) (313,684) $ 74,589,379 $ 91,000 1,412,773 76,093,152 $ 77,061,599 $ 91,000 2,558,325 79,710,924 $ 80,343,393 $ 9,000 1,136,091 1,840,000 1,305,640 84,634,124 $ (3,281,794) 91,000 2,549,325 (1,136,091) (1,840,000) (1,305,640) (4,923,200) $ 521,600 $ 521,600 $ 506,200 $ $ 2,599,319 $ 2,697,039 $ 2,989,816 $ $ 464,531 $ 150,000 614,531 $ 464,531 $ 150,000 614,531 $ 409,200 $ 100,000 509,200 $ 55,331 50,000 105,331 1,678,000 $ 300,000 1,978,000 $ 1,678,000 $ 300,000 1,978,000 $ 1,441,200 $ 175,000 1,616,200 $ 236,800 125,000 361,800 4,900,000 $ 275,000 1,300,000 6,475,000 $ 4,900,000 $ 275,000 1,300,000 6,475,000 $ 4,759,800 $ 440,000 5,199,800 $ 140,200 (165,000) 1,300,000 1,275,200 1,296,000 $ 1,296,000 $ 1,296,000 $ 1,296,000 $ 1,296,000 $ 250,000 1,546,000 $ (250,000) (250,000) 2,101,600 $ 2,101,600 $ 1,678,895 $ 500,908 2,179,803 $ 2,101,600 $ 2,101,600 $ (422,705) 500,908 78,203 585,000 $ 200,000 785,000 $ 585,000 $ 200,000 785,000 $ 585,000 $ 325,000 910,000 $ (125,000) (125,000) $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 108,000 $ 50,000 158,000 $ 7,921 (50,000) (42,079) $ 700 $ 700 $ - $ 700 $ 115,007 $ 300,000 415,007 $ 115,007 $ 300,000 415,007 $ 115,007 $ 25,000 140,007 $ 275,000 275,000 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 138 15,400 (292,777) Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2014 ADOPTED 282 DOM REL MEDIATION EDUCATION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT 010 100 020 100 030 100 040 100 050 100 120 100 140 100 160 100 205 208 216 FY 2015 ADOPTED (INC.)/DEC FROM REV. $ $ 190,682 $ 190,682 $ 93,186,512 $ 190,682 $ 190,682 $ 96,980,207 $ 180,600 $ 25,000 205,600 $ 100,516,547 $ 10,082 (25,000) (14,918) (3,536,340) $ 253,906,795 $ 270,690,474 $ 277,052,876 $ (6,362,402) ELECTED BOARD OF SUPERVISORS DIST 1 GENERAL OPERATING $ 354,968 $ 363,733 $ 361,973 $ 1,760 BOARD OF SUPERVISORS DIST 2 GENERAL OPERATING $ 354,968 $ 363,733 $ 361,973 $ 1,760 BOARD OF SUPERVISORS DIST 3 GENERAL OPERATING $ 354,968 $ 363,733 $ 361,973 $ 1,760 BOARD OF SUPERVISORS DIST 4 GENERAL OPERATING $ 354,968 $ 363,733 $ 361,973 $ 1,760 BOARD OF SUPERVISORS DIST 5 GENERAL OPERATING $ 354,968 $ 363,733 $ 361,973 $ 1,760 $ 23,219,830 $ 537,000 23,756,830 $ 23,362,819 $ 635,000 23,997,819 $ (142,989) 537,000 (635,000) (240,989) TOTAL JUDICIAL $ FY 2014 REVISED ASSESSOR GENERAL OPERATING NON RECURRING NON PROJECT ESRI DESKTOP REVIEW PROJECT TOTAL DEPARTMENT $ 22,390,345 $ 537,000 22,927,345 $ CALL CENTER GENERAL OPERATING $ 1,554,912 $ 1,602,781 $ 1,663,556 $ (60,775) $ 29,421,859 $ 2,909,039 32,330,898 $ 30,593,149 $ 2,909,039 33,502,188 $ 31,877,562 $ 413,099 2,395,940 18,000 34,704,601 $ (1,284,413) 2,495,940 (2,395,940) (18,000) (1,202,413) 1,316,700 $ 521,836 1,838,536 $ 1,316,700 $ 521,836 1,838,536 $ 1,147,606 $ 1,147,606 $ 169,094 521,836 690,930 $ 657,394 $ 657,394 $ 657,394 $ 569,645 1,227,039 $ 632,979 $ 356,980 989,959 $ 24,415 212,665 237,080 $ 1,072,654 $ 1,851,614 $ 1,484,995 $ 366,619 CLERK OF THE SUPERIOR COURT GENERAL OPERATING NON RECURRING NON PROJECT COSC RFR SYSTEM REPLACEMENT COSC STAFF EQUIPMENT 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 $ $ $ $ 139 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2014 ADOPTED 218 273 274 190 100 213 219 220 221 266 267 268 269 210 100 CLERK OF COURT FILL THE GAP OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS VICTIM LOCATION NON RECURRING NON PROJECT CLERK OF THE COURT EDMS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT COUNTY ATTORNEY GENERAL OPERATING MCAO CASE MANAGEMENT SYSTEM ALL FUNCTIONS COUNTY ATTORNEY RICO OPERATING NON RECURRING NON PROJECT MCAO CASE MANAGEMENT SYSTEM ALL FUNCTIONS COUNTY ATTORNEY GRANTS OPERATING DIVERSION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS COUNTY ATTORNEY FILL THE GAP OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CHECK ENFORCEMENT PROGRAM OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CRIM JUSTICE ENHANCEMENT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS VICTIM COMP AND ASSISTANCE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS VICTIM COMP RESTITUTION INT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT ELECTIONS GENERAL OPERATING NON RECURRING NON PROJECT PRI/GEN ELEC CYCLE SPENDING ALL FUNCTIONS FY 2014 REVISED FY 2015 ADOPTED (INC.)/DEC FROM REV. $ 2,104,981 $ 209,048 2,314,029 $ 1,980,184 $ 728,655 2,708,839 $ 2,054,822 $ 2,054,822 $ (74,638) 728,655 654,017 $ 68,000 $ 68,000 $ 75,000 $ (7,000) $ 2,868,900 $ 653,220 3,522,120 $ 41,803,631 $ 2,868,900 $ 653,220 3,522,120 $ 44,718,336 $ 2,632,872 $ 2,632,872 $ 43,089,855 $ 236,028 653,220 889,248 1,628,481 70,940,676 $ 70,940,676 $ 77,362,618 $ 225,000 78,231,498 $ 82,979,918 $ 529,000 83,508,918 $ (5,617,300) (304,000) (5,277,420) $ 4,000,000 $ 3,147,784 426,550 7,574,334 $ 4,000,000 $ 147,784 3,426,550 7,574,334 $ 2,012,040 $ 1,710,000 3,722,040 $ 1,987,960 147,784 1,716,550 3,852,294 $ 6,938,464 $ 7,075,944 $ 5,185,349 $ 1,890,595 $ 1,683,250 $ 1,936,850 3,620,100 $ 1,683,250 $ 1,936,850 3,620,100 $ 1,429,500 $ 1,268,323 2,697,823 $ 253,750 668,527 922,277 1,728,613 $ 266,728 1,995,341 $ 1,903,681 $ 266,728 2,170,409 $ 1,555,630 $ 1,555,630 $ 348,051 266,728 614,779 346,000 $ 13,900 359,900 $ 365,860 $ 13,900 379,760 $ 180,058 $ 180,058 $ 185,802 13,900 199,702 1,405,000 $ 219,052 1,624,052 $ 1,475,000 $ 219,052 1,694,052 $ 1,477,500 $ 144,186 1,621,686 $ (2,500) 74,866 72,366 135,000 $ 135,000 $ 135,000 $ 480,000 615,000 $ 200,000 $ 501,308 701,308 $ (65,000) (21,308) (86,308) 40,000 $ 40,000 $ 93,227,867 $ 40,000 $ 70,000 110,000 $ 101,471,097 $ 14,708 $ 164,452 179,160 $ 99,351,972 $ 25,292 (94,452) (69,160) 2,119,125 8,746,417 $ 8,746,417 $ 8,880,578 $ 2,415,000 11,295,578 $ 8,894,320 $ 12,081,146 20,975,466 $ (13,742) 2,415,000 (12,081,146) (9,679,888) $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 140 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2014 ADOPTED 248 250 100 360 100 236 370 100 255 669 715 780 782 795 430 100 741 ELECTIONS GRANT OPERATING 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 EDUCATION SERVICE GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SMALL SCHOOL SERVICE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SCHOOL GRANT OPERATING SCHOOL TRANSPORTATION OPERATING SCHOOL COMMUNICATION OPERATING NON RECURRING NON PROJECT ENCUMBERED IN FUND 782 ALL FUNCTIONS 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 FY 2014 REVISED FY 2015 ADOPTED (INC.)/DEC FROM REV. $ $ 2,181,549 $ 10,927,966 $ 2,181,549 $ 13,477,127 $ 861,153 $ 21,836,619 $ 1,320,396 (8,359,492) $ $ 2,749,646 $ 2,749,646 $ 2,843,685 $ 28,442 2,872,127 $ 2,912,802 $ 4,500 2,917,302 $ (69,117) 23,942 (45,175) $ 2,077,838 $ 2,122,269 $ 2,134,232 $ (11,963) $ 3,557,989 $ 2,200,000 5,757,989 $ 7,835,827 $ 3,687,497 $ 2,200,000 5,887,497 $ 8,009,766 $ 3,792,689 $ 2,147,971 5,940,660 $ 8,074,892 $ (105,192) 52,029 (53,163) (65,126) 2,318,140 $ 1,193,762 3,511,902 $ 2,365,999 $ 1,193,762 3,559,761 $ 2,578,452 $ 78,956 2,657,408 $ (212,453) 1,114,806 902,353 - $ 1,654,819 1,654,819 $ 2,771 $ 1,654,819 1,657,590 $ - $ 1,117,223 1,117,223 $ 2,771 537,596 540,367 $ 109,657 $ 109,657 109,657 $ 35,000 144,657 109,657 $ 72,051 181,708 (37,051) (37,051) $ 20,593,590 $ 20,593,590 $ 25,224,197 $ (4,630,607) $ 600,000 $ 600,000 $ 600,000 $ $ 603,452 $ 603,452 603,452 $ 603,452 432,948 $ 209,825 153,953 796,726 170,504 (209,825) (153,953) (193,274) $ 332,292 $ 728,999 1,061,291 $ 28,134,711 $ 332,292 $ 728,999 1,061,291 $ 28,220,341 $ 332,292 $ 352,138 684,430 $ 31,261,692 $ 376,861 376,861 (3,041,351) $ 4,504,386 $ 203,370 4,707,756 $ 4,719,796 $ 203,370 4,923,166 $ 4,910,812 $ 4,910,812 $ (191,016) 203,370 12,354 $ $ 304,341 $ 5,012,097 $ 304,341 $ 5,227,507 $ 304,341 $ 5,215,153 $ 12,354 $ $ $ $ $ $ $ $ $ 141 - Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2014 ADOPTED 500 100 203 206 212 214 251 252 254 255 258 SHERIFF GENERAL OPERATING MCSO JUDGMENT ORDER OPERATING MCSO JUDGMENT ORDER NON RECURRING NON RECURRING NON PROJECT CAD RMS HELICOPTER PURCHASE PROPERTY AND EVIDENCE MCSO RECORDS MANAGEMENT AIRPLANE PURCHASE ALL FUNCTIONS SHERIFF DONATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS OFFICER SAFETY EQUIPMENT OPERATING SHERIFF RICO OPERATING SHERIFF JAIL ENHANCEMENT OPERATING SHERIFF GRANTS OPERATING INMATE SERVICES OPERATING NON RECURRING NON PROJECT INMATE HEALTH SERVICES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT JAIL WAGON VEHICLES MCSO IVR JAIL KITCHEN EQUIPMENT KITCHEN INSTALLATION WASHING MACHINES ALL FUNCTIONS SHERIFF TOWING AND IMPOUND OPERATING TOTAL DEPARTMENT TOTAL ELECTED 060 100 150 100 APPOINTED CLERK OF THE BOARD GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT EMERGENCY MANAGEMENT GENERAL OPERATING $ FY 2014 REVISED FY 2015 ADOPTED (INC.)/DEC FROM REV. 82,943,096 $ 4,091,783 87,034,879 $ 91,389,063 $ 6,561,126 4,091,783 102,041,972 $ 90,500,556 $ 8,310,737 4,200,000 146,847 5,000,000 247,978 676,000 850,000 109,932,118 $ 888,507 (8,310,737) 2,361,126 4,091,783 (146,847) (5,000,000) (247,978) (676,000) (850,000) (7,890,146) $ 26,300 $ 26,300 $ 26,300 $ 26,300 $ 20,000 $ 100,000 120,000 $ 6,300 (100,000) (93,700) $ 60,000 $ 60,000 $ 60,000 $ - $ 2,500,000 $ 2,500,000 $ 1,750,000 $ 750,000 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ - $ 8,565,508 $ 10,073,640 $ 8,275,961 $ 1,797,679 $ 11,637,000 $ - 12,149,929 $ - 10,982,350 $ - 1,167,579 - $ 165,640 $ 165,640 $ 165,640 $ 165,640 $ 200,000 $ 140,000 340,000 $ (34,360) (140,000) (174,360) $ 185,207,903 $ 1,462,000 186,669,903 $ 197,318,062 $ 1,462,000 198,780,062 $ 205,492,876 $ 140,000 905,000 300,000 340,000 350,000 207,527,876 $ (8,174,814) 1,462,000 (140,000) (905,000) (300,000) (340,000) (350,000) (8,747,814) $ $ 194,691 $ 298,336,365 $ 194,691 $ 327,474,678 $ 208,103 $ 340,678,852 $ (13,412) (13,204,174) $ 514,285,207 $ 558,649,255 $ 579,897,577 $ (21,248,322) $ $ 1,173,053 $ 263,976 1,437,029 $ 1,207,476 $ 263,976 1,471,452 $ 1,203,921 $ 243,619 1,447,540 $ $ 234,457 $ 241,685 $ 242,187 $ $ $ $ $ 142 3,555 20,357 23,912 (502) Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2014 ADOPTED 207 215 180 100 200 100 249 220 100 217 222 255 230 100 260 100 255 292 290 100 PALO VERDE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS EMERGENCY MANAGEMENT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT FINANCE GENERAL OPERATING TOTAL DEPARTMENT COUNTY MANAGER GENERAL OPERATING NON DEPARTMENTAL GRANT NON RECURRING NON PROJECT TOTAL DEPARTMENT HUMAN SERVICES GENERAL OPERATING NON RECURRING NON PROJECT CDBG HOUSING TRUST OPERATING HUMAN SERVICES GRANTS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS DETENTION OPERATIONS NON RECURRING NON PROJECT TOTAL DEPARTMENT INTERNAL AUDIT GENERAL OPERATING 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 $ FY 2014 REVISED FY 2015 ADOPTED (INC.)/DEC FROM REV. 665,916 $ 57,000 722,916 $ 665,916 $ 57,000 722,916 $ 756,264 $ 756,264 $ $ $ 844,468 $ 86,792 931,260 $ 1,888,633 $ 844,468 $ 86,792 931,260 $ 1,895,861 $ 839,541 $ 35,449 874,990 $ 1,873,441 $ 4,927 51,343 56,270 22,420 $ $ 2,769,592 $ 2,769,592 $ 2,868,645 $ 2,868,645 $ 2,772,594 $ 2,772,594 $ 96,051 96,051 $ 2,439,400 $ 2,516,740 $ 2,520,696 $ (3,956) $ $ 2,000 $ 2,441,400 $ 1,405,308 $ 3,922,048 $ 7,000 $ 2,527,696 $ 1,398,308 1,394,352 $ 2,260,912 $ - 2,260,912 $ - 2,260,912 $ - - $ 19,897,891 $ 19,897,891 $ 16,279,189 $ 3,618,702 $ $ 42,048,808 $ 190,000 42,238,808 $ 46,277,703 $ 190,000 46,467,703 $ 44,319,456 $ 44,319,456 $ 1,958,247 190,000 2,148,247 $ $ 192,235 $ 64,589,846 $ 192,235 $ 68,818,741 $ - $ 62,859,557 $ 192,235 5,959,184 $ 1,734,205 $ 1,799,384 $ 1,799,337 $ 47 $ 3,123,860 $ 3,181,813 $ 3,180,331 $ 1,482 $ $ 54,801,713 $ 306,108 55,107,821 $ 57,041,199 $ 306,108 57,347,307 $ 58,229,181 $ 58,229,181 $ (1,187,982) 306,108 (881,874) $ $ 50,000 $ 58,281,681 $ 50,000 $ 60,579,120 $ - $ 61,409,512 $ 50,000 (830,392) $ 7,608,133 $ 168,542 7,776,675 $ 8,029,108 $ 168,542 8,197,650 $ 8,261,393 $ 8,261,393 $ (232,285) 168,542 (63,743) $ $ $ 143 (90,348) 57,000 (33,348) Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2014 ADOPTED 224 300 100 225 230 239 240 241 243 900 310 100 340 100 390 100 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 LAKE PLEASANT RECREATION SVCS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PARKS ENHANCEMENT FUND OPERATING NON RECURRING NON PROJECT PARKS PLAYGROUNDS UPGRADES PARKS RESTROOMS UPGRADES ALL FUNCTIONS PARKS DONATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ELIMINATIONS OPERATING TOTAL DEPARTMENT HUMAN RESOURCES GENERAL OPERATING JOB ANALYSIS CONSULTANT LEARNING MANAGEMENT ALL FUNCTIONS TOTAL DEPARTMENT PUBLIC FIDUCIARY GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT EMPLOYEE BENEFITS AND HEALTH GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS FY 2014 REVISED FY 2015 ADOPTED (INC.)/DEC FROM REV. $ $ 63,614 $ 7,840,289 $ 353,148 $ 8,550,798 $ - $ 8,261,393 $ 353,148 289,405 $ 564,802 $ 725,210 869,000 500,000 341,500 3,000,512 $ 564,802 $ 400,210 869,000 866,414 300,086 3,000,512 $ 564,802 $ 250,000 275,000 190,000 1,279,802 $ 150,210 869,000 591,414 110,086 1,720,710 $ 260,960 $ 35,000 295,960 $ 266,287 $ 35,000 301,287 $ 266,411 $ 25,000 291,411 $ $ - $ 7,909 $ 7,909 $ - $ 220,000 $ 377,084 $ 310,000 $ 67,084 $ 2,243,650 $ 1,041,200 3,284,850 $ 2,298,946 $ 1,041,200 3,340,146 $ 2,514,692 $ 698,000 3,212,692 $ (215,746) 343,200 127,454 3,960,786 $ 1,300,282 5,261,068 $ 4,045,728 $ 1,300,282 5,346,010 $ 4,349,860 $ 1,015,000 530,000 640,000 6,534,860 $ (304,132) 285,282 (530,000) (640,000) (1,188,850) $ 13,905 $ 48,000 61,905 $ 27,905 $ 48,000 75,905 $ 23,277 $ 85,500 108,777 $ 4,628 (37,500) (32,872) $ $ (37,371) $ 12,086,924 $ (92,371) $ 12,356,482 $ (15,206) $ 11,730,245 $ (77,165) 626,237 $ 3,277,286 $ 3,277,286 $ 3,277,286 $ 3,386,058 $ 3,386,058 $ 3,386,058 $ 3,854,478 $ 385,000 70,000 4,309,478 $ 4,309,478 $ (468,420) (385,000) (70,000) (923,420) (923,420) 2,911,842 $ 80,000 2,991,842 $ 3,068,902 $ 80,000 3,148,902 $ 3,113,186 $ 3,113,186 $ (44,284) 80,000 35,716 1,246,548 $ 750,000 1,996,548 $ 1,261,422 $ 750,000 2,011,422 $ 258,539 $ 258,539 $ $ $ $ $ $ $ $ $ $ $ $ $ 144 (124) 10,000 9,876 1,002,883 750,000 1,752,883 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2014 ADOPTED 532 601 604 606 607 608 611 612 613 614 615 618 619 620 621 622 623 625 626 627 628 629 630 631 PUBLIC HEALTH GRANTS OPERATING MEDICAL HMO OPERATING MEDICAL PPO OPERATING MEDICAL HDHP W HSA 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 EMPLOYEE ASSISTANCE OPERATING SI DENTAL PPO OPERATING DEPENDENT LIFE OPERATING VOLUNTARY BENEFITS OPERATING FY 2014 REVISED FY 2015 ADOPTED (INC.)/DEC FROM REV. $ 7,405,038 $ 7,405,038 $ 7,323,579 $ 81,459 $ 53,061,629 $ 49,561,629 $ 50,236,155 $ (674,526) $ 35,848,681 $ 39,048,681 $ 39,134,609 $ (85,928) $ 15,520,423 $ 21,020,423 $ 21,017,804 $ 2,619 $ 5,192,538 $ 5,192,538 $ 5,481,882 $ $ 15,835,192 $ 15,835,192 $ 14,697,568 $ 1,137,624 $ $ 1,408,140 $ 6,200,000 7,608,140 $ 1,408,140 $ 6,200,000 7,608,140 $ 2,344,571 $ 2,344,571 $ (936,431) 6,200,000 5,263,569 $ 304,556 $ 304,556 $ 408,473 $ (103,917) $ 142,180 $ 142,180 $ 161,260 $ (19,080) $ 1,749,785 $ 1,749,785 $ 1,797,391 $ (47,606) $ 1,362,790 $ 542,500 1,905,290 $ 1,362,790 $ 542,500 1,905,290 $ 1,406,365 $ 320,000 1,726,365 $ (43,575) 222,500 178,925 $ 2,915,172 $ 100,000 3,015,172 $ 2,915,172 $ 100,000 3,015,172 $ 3,070,781 $ 100,000 3,170,781 $ (155,609) (155,609) $ 1,736,000 $ 1,736,000 $ 1,969,148 $ (233,148) $ (1,245,000) $ (1,245,000) $ (1,157,990) $ (87,010) $ 2,356,070 $ 2,356,070 $ 2,269,651 $ 86,419 $ 888,092 $ 888,092 $ 801,620 $ 86,472 $ 1,658,880 $ 1,658,880 $ 1,706,262 $ $ 269,861 $ 269,861 $ 226,860 $ $ 397,832 $ 397,832 $ 398,661 $ (829) $ 3,140,997 $ 3,140,997 $ 3,471,236 $ (330,239) $ 369,603 $ 369,603 $ 400,320 $ (30,717) $ 4,309,610 $ 4,309,610 $ 4,238,527 $ 71,083 $ 348,516 $ 348,516 $ 345,300 $ 3,216 $ 892,212 $ 892,212 $ 834,751 $ 57,461 $ $ 145 (289,344) (47,382) 43,001 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2014 ADOPTED 632 410 100 255 681 420 255 440 100 226 235 460 100 470 100 210 249 CIGNA FOR SENIORS OPERATING TOTAL DEPARTMENT ENTERPRISE TECHNOLOGY GENERAL OPERATING MAJOR MAINTENANCE OPERATING ENTPRISE DATA CNTR SYSTEMS ENTPRISE DATA NETWORKING CYBER SECURITY NRNP DATA CENTER ONE TIME NRNP ALL FUNCTIONS DETENTION OPERATIONS OPERATING TECHNOLOGY INFRASTRUCTURE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT INTEGRATED CRIM JUSTICE INFO DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT FY 2014 REVISED FY 2015 ADOPTED (INC.)/DEC FROM REV. $ $ 638,520 $ 165,346,365 $ 638,520 $ 170,561,239 $ - $ 163,263,323 $ 638,520 7,297,916 $ 9,044,236 $ 9,945,570 4,700,000 450,000 - 9,463,036 $ 9,945,570 4,700,000 450,000 - 10,523,328 $ 11,091,264 5,824,200 450,000 4,801,092 1,301,182 (1,060,292) (1,145,694) (1,124,200) (4,801,092) (1,301,182) $ 24,139,806 $ 24,558,606 $ 33,991,066 $ (9,432,460) $ - $ - $ 1,019,055 $ (1,019,055) $ 15,877,016 $ 1,103,729 16,980,745 41,120,551 $ 17,276,948 $ 1,103,729 18,380,677 42,939,283 $ 16,514,603 $ 1,051,546 17,566,149 52,576,270 $ 762,345 52,183 814,528 (9,636,987) $ 1,564,383 $ 1,564,383 $ 1,618,430 $ 41,500 1,659,930 $ 1,628,554 $ 1,628,554 $ (10,124) 41,500 31,376 $ 868,232 $ 868,232 $ 868,232 $ $ 8,043,150 $ 379,931 8,423,081 $ 8,001,694 $ 537,292 8,538,986 $ 41,456 (157,361) (115,905) $ $ PLANNING AND DEVELOPMENT GENERAL OPERATING PLANNING AND DEVELOPMENT FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS DEL WEBB NON RECURRING NON PROJECT TOTAL DEPARTMENT $ 7,677,875 $ 379,931 8,057,806 $ $ $ - $ 8,926,038 $ - $ 9,291,313 $ 525,000 $ 9,932,218 $ (525,000) (640,905) RESEARCH AND REPORTING GENERAL OPERATING $ 326,943 $ 338,578 $ 338,603 $ (25) $ $ 465,702,973 $ 194,551,848 660,254,821 $ 429,726,127 $ 177,981,598 608,833,975 $ 453,477,528 $ 2,825,000 74,406,699 530,709,227 $ (23,751,401) (2,825,000) 103,574,899 78,124,748 $ 543,175 $ 543,175 $ 468,832 $ $ 21,846,828 $ 6,000,000 27,846,828 $ 17,969,912 $ 1,174,837 19,144,749 $ 9,969,516 $ 4,214,034 14,183,550 $ NON DEPARTMENTAL GENERAL OPERATING MCSO JUDGMENT ORDER OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS WASTE MANAGEMENT NON RECURRING NON PROJECT NON DEPARTMENTAL GRANT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS $ 146 - 74,343 8,000,396 (3,039,197) 4,961,199 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2014 ADOPTED 255 320 422 445 455 460 461 DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS COUNTY IMPROVEMENT DEBT NON RECURRING NON PROJECT INTERGOVERNMENTAL CAP PROJ VULTURE MOUNTAIN GENERAL FUND CTY IMPROV NON RECURRING NON PROJECT CHAMBERS BUILDING CLERK OF SUP COURT REMODEL EAST COURT IMPROVEMENTS COURT TOWER MARICOPA REGIONAL TRAIL SYSTEM SOUTHWEST JUSTICE COURTS SHERIFF HQ PROJECT SECURITY BUILDING SWAT COVERED PARKING VULTURE MOUNTAIN ALL FUNCTIONS DETENTION CAPITAL PROJECTS NON RECURRING NON PROJECT 4TH AVENUE JAIL LOWER BUCKEYE JAIL SHERIFF HQ PROJECT ALL FUNCTIONS TECHNOLOGY CAP IMPROVEMENT NON RECURRING NON PROJECT AV BOS CR AUDITORIUM BIX ROOM BYTE INFO EXCHANGE CONTACT CENTER SYSTEM COMPUTER AIDED MASS APPRAISAL COUNTY TELEPHONE SYSTEM ENTERPRISE RES PLANNING SYSTEM ENTERPRISE DATA CTNR CT INFRASTRUCTURE REFRESH PH I INFRASTRUCTURE REFRESH PH II INTERNAL SERVICE DELIVERY SYS MAXIMO MAINT MGMT SYSTEM PROJECT RESERVE PUBLIC SAFETY RADIO SHERIFF HQ PROJECT IT INFRA TREASURER TECH SYSTEM UPGRADE ALL FUNCTIONS DETENTION TECH CAP IMPROVEMENT CORR HEALTH ZONE H INFRA CHS ELECTRONIC HEALTH RECORDS JAIL MGMT INFORMATION SYSTEM JAIL SECURITY SYSTEM UPGRADE PROJECT RESERVE NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT FY 2014 REVISED FY 2015 ADOPTED (INC.)/DEC FROM REV. $ 21,319,515 $ 39,837,749 61,157,264 $ 2,633,317 $ 39,796,249 42,429,566 $ 7,635,944 $ 35,876,958 43,512,902 $ (5,002,627) 3,919,291 (1,083,336) $ 16,715,180 $ 16,715,180 $ 16,753,180 $ (38,000) $ 127,500 $ 127,500 $ 127,500 $ $ 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 $ 75,531,121 $ 915,002 9,229,539 3,411,526 671,440 3,884,060 25,665,021 4,135,324 3,102,086 62,291 126,607,410 $ 32,605,249 $ 1,373,091 8,513,546 1,247,290 582,886 23,413,814 1,000,000 2,065,187 706,537 42,751 71,550,351 $ 42,925,872 (1,373,091) 915,002 715,993 2,164,236 88,554 (19,529,754) 24,665,021 2,070,137 2,395,549 19,540 55,057,059 25,000,001 $ 2,410,000 3,365,000 15,000,000 45,775,001 $ 25,000,001 $ 2,410,000 3,365,000 15,000,000 45,775,001 $ - $ 2,565,291 3,231,292 5,796,583 $ 25,000,001 (155,291) 133,708 15,000,000 39,978,418 2,020,000 $ 200,000 1,023,801 2,421,367 8,371,842 14,953,400 5,841,773 24,161,230 800,000 47,958,533 46,177,512 10,276,315 164,205,773 $ 2,020,000 $ 200,000 673,801 2,421,367 8,371,842 4,965,503 14,953,400 5,841,773 34,765,909 350,000 800,000 37,038,353 46,177,512 7,821,816 520,000 166,921,276 $ 2,724,200 $ 4,299,455 4,795,000 6,473,633 16,060,899 18,738,694 5,000,000 37,604,275 350,000 750,000 9,227,552 40,382,450 1,500,000 572,448 148,478,606 $ (704,200) (4,099,455) 673,801 (2,373,633) 1,898,209 (11,095,396) (3,785,294) 841,773 (2,838,366) 50,000 27,810,801 5,795,062 6,321,816 (52,448) 18,442,670 820,276 $ 4,018,992 2,385,000 25,000,000 26,837,296 59,061,564 $ 1,155,044,552 $ 820,276 $ 4,018,992 2,385,000 25,000,000 26,837,296 59,061,564 1,086,159,396 $ - $ 2,450,331 1,795,563 11,084,242 25,000,000 2,813,388 43,143,524 874,724,255 $ 820,276 1,568,661 589,437 13,915,758 1,837,296 (2,813,388) 15,918,040 211,435,141 $ $ $ $ $ $ $ $ $ 147 - Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2014 ADOPTED 490 100 520 100 209 233 262 540 100 209 263 550 100 209 560 100 570 100 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 PUBLIC ADVOCATE GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT FY 2014 REVISED FY 2015 ADOPTED (INC.)/DEC FROM REV. $ 2,278,881 $ 2,372,253 $ 2,382,650 $ (10,397) $ 33,974,467 $ 33,974,467 $ 37,560,850 $ 37,560,850 $ 38,588,891 $ 171,119 38,760,010 $ (1,028,041) (171,119) (1,199,160) $ 335,562 $ 215,135 550,697 $ 335,562 $ 215,135 550,697 $ 335,562 $ 232,303 567,865 $ (17,168) (17,168) $ 303,237 $ 303,237 $ 236,492 $ 66,745 $ 840,228 $ 723,817 1,564,045 $ 36,392,446 $ 840,228 $ 723,817 1,564,045 $ 39,978,829 $ 819,202 $ 294,492 1,113,694 $ 40,678,061 $ 21,026 429,325 450,351 (699,232) 10,324,234 $ 10,324,234 $ 11,401,032 $ 11,401,032 $ 11,964,389 $ 40,999 12,005,388 $ (563,357) (40,999) (604,356) $ 66,374 $ 39,364 105,738 $ 66,374 $ 39,364 105,738 $ 66,374 $ 27,574 93,948 $ $ $ 66,362 $ 10,496,334 $ 66,362 $ 11,573,132 $ 66,362 $ 12,165,698 $ (592,566) $ 9,123,335 $ 9,123,335 $ 10,014,158 $ 10,014,158 $ 10,743,013 $ 43,770 10,786,783 $ (728,855) (43,770) (772,625) 22,996 $ 30,727 53,723 $ 9,177,058 $ 22,996 $ 30,727 53,723 $ 10,067,881 $ 22,996 $ 25,273 48,269 $ 10,835,052 $ 5,454 5,454 (767,171) 32,678,730 $ 4,330,965 37,009,695 $ 32,757,384 $ 7,830,965 40,588,349 $ 46,056,428 $ 950,866 47,007,294 $ (13,299,044) 6,880,099 (6,418,945) 6,888,167 $ 6,888,167 $ 7,515,587 $ 7,515,587 $ 9,197,532 $ 33,747 9,231,279 $ (1,681,945) (33,747) (1,715,692) $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 148 11,790 11,790 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2014 ADOPTED 640 223 232 234 900 670 100 290 700 100 255 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 CONST/PRESERVATION DUST MITIGATION INTELLIGENT TRANS SYST ITS PAVEMENT CONST/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 WASTE RES LANDFILL DRAINAGE WASTE RES GAS PROBE EQUIP ALL FUNCTIONS WASTE TIRE OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT FACILITIES MANAGEMENT GENERAL OPERATING MAJOR MAINTENANCE OPERATING NON RECURRING NON PROJECT CENTRAL COURT BLDG LIFE SAFETY PROJECTS SECURITY BLDG SIMS RELOCATION SOUTH COURT TOWER WEST COURT BLDG ALL FUNCTIONS DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT MAJOR MAINTENANCE OPERATING DURANGO JAIL INFR IMPROVEMENTS 4TH AVE JAIL MAINTENANCE LBJ COMPLEX ALL FUNCTIONS TOTAL DEPARTMENT FY 2014 REVISED FY 2015 ADOPTED (INC.)/DEC FROM REV. $ 636,122 $ 851,591 $ 684,820 $ $ 58,236,556 $ 48,134,797 106,371,353 $ 59,234,581 $ 48,134,797 107,369,378 $ 59,522,982 $ 50,349,249 109,872,231 $ (288,401) (2,214,452) (2,502,853) $ 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 $ 35,564,530 $ 4,360,000 2,960,000 6,264,000 1,773,981 13,970,000 1,540,000 880,000 2,625,000 5,189,500 5,232,000 1,730,000 82,089,011 $ 23,400,000 $ 14,840,000 525,000 3,160,000 2,175,000 15,912,000 1,577,500 180,000 3,155,000 10,877,000 5,047,000 1,730,000 82,578,500 $ 12,164,530 (10,480,000) 2,435,000 3,104,000 (401,019) (1,942,000) (37,500) 700,000 (530,000) (5,687,500) 185,000 (489,489) $ $ (48,134,797) $ 140,961,689 $ (48,134,797) $ 142,175,183 $ (48,134,797) $ 145,000,754 $ (2,825,571) $ 3,214,099 $ 2,013,984 5,228,083 $ 3,261,226 $ 2,013,984 5,275,210 $ 2,967,969 $ 150,000 160,000 3,277,969 $ 293,257 2,013,984 (150,000) (160,000) 1,997,241 4,748,332 $ 9,976,415 $ 4,751,611 $ 10,026,821 $ 4,751,611 $ 8,029,580 $ 1,997,241 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 $ 33,474,459 $ 8,577,906 692,664 4,886,978 2,100,000 1,660,963 797,849 117,000 500,000 52,807,819 $ 33,147,043 $ 8,577,906 91,830 4,897,869 2,057,080 117,000 375,000 49,263,728 $ 327,416 600,834 (10,891) 42,920 1,660,963 797,849 125,000 3,544,091 19,267,341 $ 6,940,763 1,316,601 3,000,000 4,775,000 35,299,705 $ 87,560,533 $ 19,337,023 $ 6,940,763 1,316,601 3,000,000 4,775,000 35,369,387 $ 88,177,206 $ 19,165,486 $ 39,511 6,940,763 2,905,000 3,940,646 32,991,406 $ 82,255,134 $ 171,537 (39,511) 1,316,601 95,000 834,354 2,377,981 5,922,072 $ $ $ $ $ $ $ $ $ $ 149 166,771 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2014 ADOPTED 720 100 255 730 100 673 740 654 750 675 676 790 100 572 573 574 850 100 503 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 COUNTY MANAGER RISK MANAGEMENT NON RECURRING NON PROJECT TOTAL DEPARTMENT ANIMAL CARE AND CONTROL GENERAL OPERATING ANIMAL CONTROL LICENSE SHELTER OPERATING ANIMAL CONTROL GRANTS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ANIMAL CONTROL FIELD OPERATION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT AIR QUALITY GENERAL OPERATING NON RECURRING NON PROJECT AIR QUAL MONITORING EQUIP ALL FUNCTIONS AIR QUALITY GRANT OPERATING FY 2014 REVISED FY 2015 ADOPTED (INC.)/DEC FROM REV. $ 3,719,757 $ 3,856,867 $ 3,861,489 $ (4,622) $ $ 48,942 $ 3,768,699 $ 48,942 $ 3,905,809 $ 48,942 $ 3,910,431 $ (4,622) $ 2,283,205 $ 60,127 2,343,332 $ 2,377,425 $ 60,127 2,437,552 $ 2,413,764 $ 2,413,764 $ (36,339) 60,127 23,788 788,689 $ 788,689 $ 3,132,021 $ 808,689 $ 808,689 $ 3,246,241 $ 845,217 $ 70,000 915,217 $ 3,328,981 $ (36,528) (70,000) (106,528) (82,740) $ 16,682,320 $ 591,000 17,273,320 $ 19,342,760 $ 591,000 19,933,760 $ 16,854,693 $ 857,000 17,711,693 $ 2,488,067 (266,000) 2,222,067 $ 29,841,029 $ 29,841,029 $ 29,841,029 $ - $ $ 5,049,022 $ 34,890,051 $ 5,049,022 $ 34,890,051 $ 1,750,000 $ 31,591,029 $ 3,299,022 3,299,022 $ 258,954 $ 258,954 $ 258,954 $ - $ 8,783,032 $ 9,567,889 $ 8,783,032 $ 784,857 $ 1,363,711 $ 300,000 1,663,711 $ 1,669,668 $ 300,000 1,969,668 $ 1,539,157 $ 1,539,157 $ 130,511 300,000 430,511 3,319,206 $ 284,721 3,603,927 $ 14,309,624 $ 3,398,639 $ 284,721 3,683,360 $ 15,479,871 $ 3,399,773 $ 378,192 3,777,965 $ 14,359,108 $ (1,134) (93,471) (94,605) 1,120,763 $ 760,773 $ 397,540 1,158,313 $ 788,158 $ 397,540 1,185,698 $ 788,158 $ 420,850 1,209,008 $ 397,540 (420,850) (23,310) $ 3,924,954 $ 3,924,954 $ 4,106,337 $ (181,383) $ $ $ $ $ $ $ $ $ $ 150 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2014 ADOPTED 504 860 100 265 532 880 100 506 AIR QUALITY FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT 940 100 950 100 249 255 980 900 (INC.)/DEC FROM REV. $ $ 10,838,290 $ 1,632,993 12,471,283 $ 17,581,935 $ 11,361,342 $ 1,743,828 13,105,170 $ 18,420,515 $ (523,052) (110,835) (633,887) (838,580) $ 10,757,580 $ 11,246,570 $ 11,364,457 $ (117,887) $ $ 5,749,459 $ 314,353 6,063,812 $ 5,749,459 $ 314,353 6,063,812 $ 5,559,246 $ 5,559,246 $ 190,213 314,353 504,566 $ $ 42,185,759 $ 59,007,151 $ 42,589,926 $ 59,900,308 $ 41,308,942 $ 58,232,645 $ 1,280,984 1,667,663 $ 3,882,968 $ 57,298 3,940,266 $ 3,982,702 $ 57,298 4,040,000 $ 4,184,101 $ 97,739 4,281,840 $ $ 19,661,862 $ 3,512,740 20,231,089 $ 3,512,740 19,872,908 $ 2,299,932 358,181 1,212,808 $ $ 23,174,602 $ 27,114,868 $ 23,743,829 $ 27,783,829 $ 22,172,840 $ 26,454,680 $ 1,570,989 1,329,149 DEPUTY COUNTY MANAGER 920 GENERAL OPERATING $ 1,358,840 $ 1,409,318 $ 1,419,821 $ ASSISTANT COUNTY MANAGER 940 GENERAL OPERATING $ 581,036 $ 613,071 $ 611,468 $ 1,603 $ $ 404,312 $ 797,624 1,201,936 $ 421,211 $ 797,624 1,218,835 $ 419,793 $ 534,097 953,890 $ 1,418 263,527 264,945 $ 317,688 $ 1,433,950 $ 89,121 $ 1,344,829 $ $ $ 404,698 $ 1,924,322 $ 2,053,002,242 $ 418,258 $ 3,071,043 $ 2,020,037,707 $ 394,478 $ 1,437,489 $ 1,799,630,564 $ 23,780 1,633,554 220,407,143 $ $ (361,763,321) $ (250,956,133) (612,719,454) $ (367,523,250) $ (258,271,597) (625,794,847) $ (366,284,238) $ (79,167,797) (445,452,035) $ (1,239,012) (179,103,800) (180,342,812) $ 2,208,474,790 $ 2,223,582,589 $ 2,211,128,982 $ 12,453,607 ENVIRONMENTAL SERVICES GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ENVIRONMTL SVCS ENV HEALTH OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT 920 100 FY 2015 ADOPTED 10,517,273 $ 1,632,993 12,150,266 $ 17,233,533 $ PUBLIC HEALTH GENERAL OPERATING PUBLIC HEALTH FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PUBLIC HEALTH GRANTS OPERATING TOTAL DEPARTMENT 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 $ FY 2014 REVISED $ (201,399) (40,441) (241,840) (10,503) ELIMINATIONS COUNTY OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT TOTAL MARICOPA COUNTY 151 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department FY 2013 ACTUAL ALL FUNDS JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2014 FORECAST 87,641,597 $ 23,874,177 56,669,744 94,571,803 262,757,321 $ 91,522,749 24,999,457 60,014,123 100,516,547 277,052,876 336,069 $ 351,303 322,001 333,447 328,798 21,917,022 1,514,485 39,221,444 83,764,154 18,741,835 2,672,938 5,793,898 14,302,419 4,364,608 274,059,079 468,023,500 $ 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 5,012,097 298,336,365 514,285,207 363,733 363,733 363,733 363,733 363,733 23,756,830 1,602,781 44,718,336 101,471,097 13,477,127 2,872,127 8,009,766 28,220,341 5,227,507 327,474,678 558,649,255 363,435 362,348 352,538 358,466 357,461 23,063,043 1,537,920 39,391,043 94,873,012 13,756,400 2,789,276 6,546,934 25,327,123 5,211,025 315,844,570 530,134,594 APPOINTED 060 - CLERK OF THE BOARD $ 1,189,167 $ 150 - EMERGENCY MANAGEMENT 1,671,337 180 - FINANCE 2,746,938 200 - COUNTY MANAGER 4,750,037 220 - HUMAN SERVICES 58,706,323 230 - INTERNAL AUDIT 1,726,013 260 - CORRECTIONAL HEALTH 57,592,423 290 - MEDICAL EXAMINER 7,541,634 300 - PARKS AND RECREATION 8,503,024 310 - HUMAN RESOURCES 3,170,853 340 - PUBLIC FIDUCIARY 2,677,711 390 - EMPLOYEE BENEFITS AND HEALTH 146,056,897 410 - ENTERPRISE TECHNOLOGY 25,724,789 420 - INTEGRATED CRIM JUSTICE INFO 1,879,986 440 - PLANNING AND DEVELOPMENT 7,786,855 460 - RESEARCH AND REPORTING 316,149 470 - NON DEPARTMENTAL 786,236,436 490 - MANAGEMENT AND BUDGET 2,072,874 520 - PUBLIC DEFENDER 34,760,343 540 - LEGAL DEFENDER 10,476,593 550 - LEGAL ADVOCATE 9,074,687 560 - CONTRACT COUNSEL 32,336,987 570 - PUBLIC ADVOCATE 6,470,306 640 - TRANSPORTATION 126,871,320 670 - WASTE RESOURCES AND RECYCLING 7,031,642 700 - FACILITIES MANAGEMENT 66,068,363 720 - PROTECTIVE SERVICES 3,523,813 730 - PROCUREMENT SERVICES 3,041,866 740 - EQUIPMENT SERVICES 18,026,758 750 - RISK MANAGEMENT 18,081,016 790 - ANIMAL CARE AND CONTROL 15,087,626 850 - AIR QUALITY 14,045,713 860 - PUBLIC HEALTH 54,879,576 880 - ENVIRONMENTAL SERVICES 23,912,527 920 - DEPUTY COUNTY MANAGER 920 826,288 930 - DEPUTY COUNTY MANAGER 930 1,002,001 940 - ASSISTANT COUNTY MANAGER 940 248,078 950 - ASSISTANT COUNTY MANAGER 950 2,511,697 960 - ASSISTANT COUNTY MANAGER 960 87,143 SUBTOTAL $ 1,568,713,789 $ 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 2,991,842 163,591,405 41,120,551 1,564,383 8,926,038 326,943 1,156,799,512 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 ELIMINATIONS 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ SUBTOTAL $ $ (565,034,761) $ (565,034,761) $ $ 1,715,229,539 $ $ $ $ 1,471,452 1,895,861 2,868,645 3,922,048 68,818,741 1,799,384 60,579,120 8,550,798 12,356,482 3,386,058 3,148,902 168,806,279 42,939,283 1,659,930 9,291,313 338,578 1,087,914,356 2,372,253 39,978,829 11,573,132 10,067,881 40,588,349 7,515,587 142,175,183 10,026,821 88,177,206 3,905,809 3,246,241 19,933,760 34,890,051 15,479,871 17,581,935 59,900,308 27,783,829 1,409,318 613,071 3,071,043 $ 2,020,037,707 (612,719,454) $ (612,719,454) $ 2,208,474,790 $ $ 1,157,213 1,800,742 2,630,786 3,691,260 59,734,214 1,676,419 60,241,197 8,275,779 10,424,634 3,354,797 2,997,583 162,342,386 37,107,815 1,599,826 9,008,978 319,801 798,293,090 2,256,656 39,328,868 11,734,218 9,884,275 37,154,288 7,817,979 121,037,404 9,703,405 67,449,477 3,812,483 3,103,241 18,794,781 34,241,600 14,684,714 16,727,965 57,390,516 25,688,475 1,326,087 584,890 2,135,958 $ 1,649,513,800 (625,794,847) $ (625,794,847) $ $ 2,223,582,589 152 $ $ (2,346,552) (165,826) (313,684) (3,536,340) (6,362,402) -2.6% -0.7% -0.5% -3.6% -2.4% $ 361,973 $ 361,973 361,973 361,973 361,973 23,997,819 1,663,556 43,089,855 99,351,972 21,836,619 2,917,302 8,074,892 31,261,692 5,215,153 340,678,852 579,897,577 $ 1,760 1,760 1,760 1,760 1,760 (240,989) (60,775) 1,628,481 2,119,125 (8,359,492) (45,175) (65,126) (3,041,351) 12,354 (13,204,174) (21,248,322) 0.5% 0.5% 0.5% 0.5% 0.5% -1.0% -3.8% 3.6% 2.1% -62.0% -1.6% -0.8% -10.8% 0.2% -4.0% -3.8% $ $ $ 23,912 22,420 96,051 1,394,352 5,959,184 47 (830,392) 289,405 626,237 (923,420) 35,716 5,542,956 (9,636,987) 31,376 (640,905) (25) 213,190,101 (10,397) (699,232) (592,566) (767,171) (6,418,945) (1,715,692) (2,825,571) 1,997,241 5,922,072 (4,622) (82,740) 2,222,067 3,299,022 1,120,763 (838,580) 1,667,663 1,329,149 (10,503) 1,603 1,633,554 220,407,143 1.6% 1.2% 3.3% 35.6% 8.7% 0.0% -1.4% 3.4% 5.1% -27.3% 1.1% 3.3% -22.4% 1.9% -6.9% 0.0% 19.6% -0.4% -1.7% -5.1% -7.6% -15.8% -22.8% -2.0% 19.9% 6.7% -0.1% -2.5% 11.1% 9.5% 7.2% -4.8% 2.8% 4.8% -0.7% N/A 0.3% 53.2% N/A 10.9% (445,452,035) $ (445,452,035) $ (180,342,812) (180,342,812) 28.8% 28.8% 12,453,607 0.6% $ 1,447,540 1,873,441 2,772,594 2,527,696 62,859,557 1,799,337 61,409,512 8,261,393 11,730,245 4,309,478 3,113,186 163,263,323 52,576,270 1,628,554 9,932,218 338,603 874,724,255 2,382,650 40,678,061 12,165,698 10,835,052 47,007,294 9,231,279 145,000,754 8,029,580 82,255,134 3,910,431 3,328,981 17,711,693 31,591,029 14,359,108 18,420,515 58,232,645 26,454,680 1,419,821 611,468 1,437,489 $ 1,799,630,564 (620,614,760) $ (620,614,760) $ $ 1,821,790,955 REVISED VS ADOPTED VARIANCE % FY 2015 ADOPTED 89,176,197 $ 24,833,631 59,700,439 96,980,207 270,690,474 $ 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 $ $ FY 2014 REVISED 82,211,979 $ 23,736,511 54,771,793 93,186,512 253,906,795 $ SUBTOTAL $ 78,727,307 23,087,190 53,725,797 87,986,717 243,527,011 FY 2014 ADOPTED $ $ 2,211,128,982 $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department (continued) FY 2013 ACTUAL GENERAL FUND JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2014 ADOPTED $ SUBTOTAL $ 50,706,692 15,892,771 16,063,682 75,303,517 157,966,662 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 $ 336,069 351,303 322,001 333,447 328,798 21,917,022 1,514,485 28,918,995 68,883,968 18,613,570 2,672,938 1,755,434 2,247,182 4,364,608 75,438,183 227,998,003 $ $ $ FY 2014 REVISED 41,835,539 15,792,908 15,428,434 76,093,152 149,150,033 $ 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 $ $ $ 46,822,062 16,890,028 16,961,911 79,710,924 160,384,925 FY 2014 FORECAST $ FY 2015 ADOPTED $ $ 46,597,919 16,891,568 16,870,047 79,143,974 159,503,508 363,733 $ 363,733 363,733 363,733 363,733 23,756,830 1,602,781 33,502,188 78,231,498 11,295,578 2,872,127 2,122,269 3,559,761 4,923,166 102,041,972 265,726,835 $ 363,435 362,348 352,538 358,466 357,461 23,063,043 1,537,920 29,802,039 77,266,218 11,169,482 2,789,276 1,810,507 3,513,764 4,906,684 98,189,984 255,843,165 $ $ $ 48,375,459 $ 17,681,657 17,279,942 84,634,124 167,971,182 $ 361,973 361,973 361,973 361,973 361,973 23,997,819 1,663,556 34,704,601 83,508,918 20,975,466 2,917,302 2,134,232 2,657,408 4,910,812 109,932,118 289,212,097 APPOINTED 060 - CLERK OF THE BOARD $ 1,189,167 $ 1,437,029 $ 1,471,452 $ 1,157,213 $ 1,447,540 150 - EMERGENCY MANAGEMENT 215,719 234,457 241,685 240,455 242,187 180 - FINANCE 2,746,938 2,769,592 2,868,645 2,630,786 2,772,594 200 - COUNTY MANAGER 2,390,685 2,439,400 2,516,740 2,454,195 2,520,696 220 - HUMAN SERVICES 2,319,495 2,260,912 2,260,912 2,260,912 2,260,912 230 - INTERNAL AUDIT 1,726,013 1,734,205 1,799,384 1,676,419 1,799,337 260 - CORRECTIONAL HEALTH 3,056,264 3,123,860 3,181,813 3,171,075 3,180,331 290 - MEDICAL EXAMINER 7,471,313 7,776,675 8,197,650 7,935,065 8,261,393 300 - PARKS AND RECREATION 1,069,239 3,000,512 3,000,512 2,633,008 1,279,802 310 - HUMAN RESOURCES 3,170,853 3,277,286 3,386,058 3,354,797 4,309,478 340 - PUBLIC FIDUCIARY 2,677,711 2,991,842 3,148,902 2,997,583 3,113,186 390 - EMPLOYEE BENEFITS AND HEALTH 214,147 241,588 256,462 256,412 258,539 410 - ENTERPRISE TECHNOLOGY 8,247,310 24,139,806 24,558,606 20,327,317 33,991,066 440 - PLANNING AND DEVELOPMENT 828,049 868,232 868,232 862,305 868,232 460 - RESEARCH AND REPORTING 316,149 326,943 338,578 319,801 338,603 470 - NON DEPARTMENTAL 505,797,471 662,009,781 610,588,935 574,016,958 530,709,227 490 - MANAGEMENT AND BUDGET 2,072,874 2,278,881 2,372,253 2,256,656 2,382,650 520 - PUBLIC DEFENDER 33,181,399 33,974,467 37,560,850 37,557,044 38,760,010 540 - LEGAL DEFENDER 10,331,037 10,324,234 11,401,032 11,587,482 12,005,388 550 - LEGAL ADVOCATE 9,038,537 9,123,335 10,014,158 9,859,531 10,786,783 560 - CONTRACT COUNSEL 32,336,987 37,009,695 40,588,349 37,154,288 47,007,294 570 - PUBLIC ADVOCATE 6,470,306 6,888,167 7,515,587 7,817,979 9,231,279 670 - WASTE RESOURCES AND RECYCLIN 2,540,106 5,228,083 5,275,210 4,966,782 3,277,969 700 - FACILITIES MANAGEMENT 42,932,128 52,260,828 52,807,819 42,006,954 49,263,728 720 - PROTECTIVE SERVICES 3,474,870 3,719,757 3,856,867 3,763,541 3,861,489 730 - PROCUREMENT SERVICES 2,267,846 2,343,332 2,437,552 2,288,313 2,413,764 790 - ANIMAL CARE AND CONTROL 257,903 258,954 258,954 258,954 258,954 850 - AIR QUALITY 1,144,028 1,158,313 1,185,698 1,185,698 1,209,008 860 - PUBLIC HEALTH 10,831,597 10,757,580 11,246,570 10,807,876 11,364,457 880 - ENVIRONMENTAL SERVICES 3,938,670 3,940,266 4,040,000 3,986,912 4,281,840 920 - DEPUTY COUNTY MANAGER 920 826,288 1,358,840 1,409,318 1,326,087 1,419,821 940 - ASSISTANT COUNTY MANAGER 940 248,078 581,036 613,071 584,890 611,468 950 - ASSISTANT COUNTY MANAGER 950 1,252,295 1,201,936 1,218,835 681,582 953,890 960 - ASSISTANT COUNTY MANAGER 960 87,143 SUBTOTAL $ 706,668,615 $ 901,039,824 $ 862,486,689 $ 804,384,870 $ 796,442,915 MARICOPA COUNTY $ 1,092,633,280 $ 1,288,546,966 $ 1,288,598,449 $ 1,219,731,543 $ 1,253,626,194 153 REVISED VS ADOPTED VARIANCE % $ $ $ $ $ (1,553,397) (791,629) (318,031) (4,923,200) (7,586,257) -3.3% -4.7% -1.9% -6.2% -4.7% 1,760 1,760 1,760 1,760 1,760 (240,989) (60,775) (1,202,413) (5,277,420) (9,679,888) (45,175) (11,963) 902,353 12,354 (7,890,146) (23,485,262) 0.5% 0.5% 0.5% 0.5% 0.5% -1.0% -3.8% -3.6% -6.7% -85.7% -1.6% -0.6% 25.3% 0.3% -7.7% -8.8% 23,912 (502) 96,051 (3,956) 47 1,482 (63,743) 1,720,710 (923,420) 35,716 (2,077) (9,432,460) (25) 79,879,708 (10,397) (1,199,160) (604,356) (772,625) (6,418,945) (1,715,692) 1,997,241 3,544,091 (4,622) 23,788 (23,310) (117,887) (241,840) (10,503) 1,603 264,945 66,043,774 34,972,255 1.6% -0.2% 3.3% -0.2% 0.0% 0.0% 0.0% -0.8% 57.3% -27.3% 1.1% -0.8% -38.4% 0.0% 0.0% 13.1% -0.4% -3.2% -5.3% -7.7% -15.8% -22.8% 37.9% 6.7% -0.1% 1.0% 0.0% -2.0% -1.0% -6.0% -0.7% 0.3% 21.7% N/A 7.7% 2.7% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department (continued) FY 2013 ACTUAL SPECIAL REVENUE JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ $ 10,302,449 $ 14,880,186 128,265 4,038,464 12,055,237 198,620,896 240,025,497 $ 9,472,733 22,287,191 2,181,549 5,757,989 24,622,809 304,341 211,301,486 275,928,098 $ 11,216,148 $ 23,239,599 2,181,549 5,887,497 24,660,580 304,341 225,432,706 292,922,420 $ APPOINTED 150 - EMERGENCY MANAGEMENT $ 200 - COUNTY MANAGER 220 - HUMAN SERVICES 260 - CORRECTIONAL HEALTH 290 - MEDICAL EXAMINER 300 - PARKS AND RECREATION 390 - EMPLOYEE BENEFITS AND HEALTH 410 - ENTERPRISE TECHNOLOGY 420 - INTEGRATED CRIM JUSTICE INFO 440 - PLANNING AND DEVELOPMENT 470 - NON DEPARTMENTAL 520 - PUBLIC DEFENDER 540 - LEGAL DEFENDER 550 - LEGAL 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 930 - DEPUTY COUNTY MANAGER 930 950 - ASSISTANT COUNTY MANAGER 950 SUBTOTAL $ 1,455,618 $ 2,359,352 56,386,828 54,536,159 70,321 7,508,453 6,147,650 1,879,986 6,958,806 35,127,220 1,578,944 145,556 36,150 101,561,302 4,491,536 23,136,235 48,943 14,829,723 12,901,685 44,047,979 19,973,857 1,002,001 1,259,402 397,443,706 $ 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 $ 1,654,176 $ 1,405,308 66,557,829 57,397,307 353,148 9,448,341 7,405,038 1,659,930 8,423,081 62,117,490 2,417,979 172,100 53,723 108,220,969 4,751,611 35,369,387 48,942 15,220,917 16,396,237 48,653,738 23,743,829 1,852,208 473,323,288 $ $ DEBT SERVICE APPOINTED 470 - NON DEPARTMENTAL MARICOPA COUNTY MARICOPA COUNTY $ 867,610,387 $ $ $ FY 2014 ADOPTED 42,354,135 7,943,603 42,738,528 17,269,283 110,305,549 876,551,257 $ $ $ FY 2014 REVISED 41,043,678 6,982,609 39,799,697 15,427,829 103,253,813 FY 2015 ADOPTED $ 43,147,290 $ 7,317,800 42,734,181 15,882,423 109,081,694 $ (793,155) 625,803 4,347 1,386,860 1,223,855 -1.9% 7.9% 0.0% 8.0% 1.1% 9,589,004 $ 17,606,794 2,586,918 4,736,427 21,813,359 304,341 217,654,586 274,291,429 $ 8,385,254 $ 15,843,054 861,153 5,940,660 28,604,284 304,341 230,746,734 290,685,480 $ 2,830,894 7,396,545 1,320,396 (53,163) (3,943,704) (5,314,028) 2,236,940 25.2% 31.8% 60.5% -0.9% -16.0% 0.0% -2.4% 0.8% 1,560,287 $ 1,237,065 57,473,302 57,070,122 340,714 7,858,598 6,948,980 1,599,826 8,146,673 11,285,288 1,771,824 146,736 24,744 103,043,453 4,736,623 25,442,523 48,942 14,425,760 15,542,267 46,582,640 21,701,563 1,454,376 388,442,306 $ 1,631,254 7,000 60,598,645 58,229,181 10,465,649 7,323,579 1,019,055 1,628,554 9,063,986 58,165,284 1,918,051 160,310 48,269 110,557,051 4,751,611 32,991,406 48,942 14,100,154 17,211,507 46,868,188 22,172,840 483,599 459,444,115 22,922 1,398,308 5,959,184 (831,874) 353,148 (1,017,308) 81,459 (1,019,055) 31,376 (640,905) 3,952,206 499,928 11,790 5,454 (2,336,082) 2,377,981 1.4% 99.5% 9.0% -1.4% 100.0% -10.8% 1.1% N/A 1.9% -7.6% 6.4% 20.7% 6.9% 10.2% -2.2% 0.0% 6.7% $ 1,120,763 (815,270) 1,785,550 1,570,989 1,368,609 13,879,173 7.4% -5.0% 3.7% 6.6% N/A 73.9% 2.9% 859,211,289 $ 17,339,968 2.0% 765,987,548 $ REVISED VS ADOPTED VARIANCE % $ FY 2014 FORECAST $ FY 2015 ADOPTED REVISED VS ADOPTED VARIANCE % SUBTOTAL $ 16,736,830 16,736,830 $ 16,715,180 16,715,180 $ 16,715,180 16,715,180 $ 16,715,180 16,715,180 $ 16,753,180 16,753,180 $ (38,000) (38,000) -0.2% -0.2% $ 16,736,830 $ 16,715,180 $ 16,715,180 $ 16,715,180 $ 16,753,180 $ (38,000) -0.2% FY 2013 ACTUAL CAPITAL PROJECTS APPOINTED 470 - NON DEPARTMENTAL 640 - TRANSPORTATION 723,029,552 FY 2013 ACTUAL $ FY 2014 FORECAST ELECTED 160 - CLERK OF THE SUPERIOR COURT $ 190 - COUNTY ATTORNEY 210 - ELECTIONS 360 - RECORDER 370 - EDUCATION SERVICE 430 - TREASURER 500 - SHERIFF SUBTOTAL $ MARICOPA COUNTY $ FY 2014 REVISED 40,376,440 7,943,603 39,343,359 17,093,360 104,756,762 SUBTOTAL $ 28,020,615 7,194,419 37,662,115 12,683,200 85,560,349 FY 2014 ADOPTED $ SUBTOTAL $ 228,574,915 73,444,815 302,019,730 $ 302,019,730 FY 2014 ADOPTED $ FY 2014 REVISED $ 388,527,284 82,089,011 470,616,295 $ 470,616,295 $ $ 398,492,751 82,089,011 480,581,762 $ 480,581,762 154 FY 2014 FORECAST $ $ 196,275,664 66,128,748 262,404,412 $ 262,404,412 FY 2015 ADOPTED $ $ 269,096,564 82,578,500 351,675,064 $ 351,675,064 REVISED VS ADOPTED VARIANCE % $ $ 129,396,187 (489,489) 128,906,698 32.5% -0.6% 26.8% $ 128,906,698 26.8% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department (continued) APPOINTED $ 390 - EMPLOYEE BENEFITS AND HEALTH 410 - ENTERPRISE TECHNOLOGY 730 - PROCUREMENT SERVICES 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT SUBTOTAL $ MARICOPA COUNTY $ APPOINTED 300 - PARKS AND RECREATION 640 - TRANSPORTATION ELIMINATIONS 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ 139,695,100 17,477,479 774,020 18,026,758 18,081,016 194,054,373 $ 194,054,373 $ FY 2013 ACTUAL ELIMINATIONS $ FY 2014 REVISED FY 2014 ADOPTED FY 2013 ACTUAL INTERNAL SERVICE 155,944,779 16,980,745 788,689 17,273,320 34,890,051 225,877,584 $ 225,877,584 $ $ FY 2014 ADOPTED FY 2014 FORECAST 161,144,779 18,380,677 808,689 19,933,760 34,890,051 235,157,956 $ 235,157,956 $ $ FY 2014 REVISED REVISED VS ADOPTED VARIANCE % FY 2015 ADOPTED 155,136,994 16,780,498 814,928 18,794,781 34,241,600 225,768,801 $ $ 225,768,801 $ FY 2014 FORECAST 155,681,205 $ 17,566,149 915,217 17,711,693 31,591,029 223,465,293 $ 223,465,293 $ FY 2015 ADOPTED 5,463,574 814,528 (106,528) 2,222,067 3,299,022 11,692,663 11,692,663 3.4% 4.4% -13.2% 11.1% 9.5% 5.0% 5.0% REVISED VS ADOPTED VARIANCE % SUBTOTAL $ (74,668) $ (48,134,797) (48,209,465) $ (37,371) $ (48,134,797) (48,172,168) $ (92,371) $ (48,134,797) (48,227,168) $ (66,972) $ (48,134,797) (48,201,769) $ (15,206) $ (48,134,797) (48,150,003) $ (77,165) (77,165) 83.5% 0.0% 0.2% $ SUBTOTAL $ (565,034,761) $ (565,034,761) $ (612,719,454) $ (612,719,454) $ (625,794,847) $ (625,794,847) $ (620,614,760) $ (620,614,760) $ (445,452,035) $ (445,452,035) $ (180,342,812) (180,342,812) 28.8% 28.8% $ (613,244,226) $ (660,891,622) $ (674,022,015) $ (668,816,529) $ (493,602,038) $ (180,419,977) 26.8% 155 Maricopa County Annual Business Strategies FY 2015 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 SUBTOTAL $ 48,375,459 17,681,657 17,279,942 84,634,124 167,971,182 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 $ 361,973 361,973 361,973 361,973 361,973 23,997,819 1,663,556 34,704,601 83,508,918 20,975,466 2,917,302 2,134,232 2,657,408 4,910,812 109,932,118 289,212,097 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 - EMPLOYEE BENEFITS AND HEALTH 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 920 940 - ASSISTANT COUNTY MANAGER 940 950 - ASSISTANT COUNTY MANAGER 950 SUBTOTAL $ 1,447,540 242,187 2,772,594 2,520,696 2,260,912 1,799,337 3,180,331 8,261,393 1,279,802 4,309,478 3,113,186 258,539 33,991,066 868,232 338,603 530,709,227 2,382,650 38,760,010 12,005,388 10,786,783 47,007,294 9,231,279 3,277,969 49,263,728 3,861,489 2,413,764 258,954 1,209,008 11,364,457 4,281,840 1,419,821 611,468 953,890 796,442,915 - $ 1,253,626,194 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ $ $ $ $ $ 43,147,290 7,317,800 42,734,181 15,882,423 109,081,694 8,385,254 15,843,054 861,153 5,940,660 28,604,284 304,341 230,746,734 290,685,480 $ 1,631,254 7,000 60,598,645 58,229,181 10,465,649 7,323,579 1,019,055 1,628,554 9,063,986 58,165,284 1,918,051 160,310 48,269 110,557,051 4,751,611 32,991,406 48,942 14,100,154 17,211,507 46,868,188 22,172,840 483,599 459,444,115 $ - $ 859,211,289 $ CAPITAL PROJECTS DEBT SERVICE - $ $ - $ $ $ 16,753,180 16,753,180 $ - $ 16,753,180 $ 156 $ $ $ $ $ INTERNAL SERVICE - - $ $ $ $ $ SUBTOTAL - - $ 269,096,564 82,578,500 351,675,064 $ $ - $ - $ 351,675,064 $ 223,465,293 $ $ $ $ ELIMINATIONS 91,522,749 24,999,457 60,014,123 100,516,547 277,052,876 361,973 361,973 361,973 361,973 361,973 23,997,819 1,663,556 43,089,855 99,351,972 21,836,619 2,917,302 8,074,892 31,261,692 5,215,153 340,678,852 579,897,577 - $ 1,447,540 1,873,441 2,772,594 2,527,696 62,859,557 1,799,337 61,409,512 8,261,393 11,745,451 4,309,478 3,113,186 155,681,205 163,263,323 17,566,149 52,576,270 1,628,554 9,932,218 338,603 874,724,255 2,382,650 40,678,061 12,165,698 10,835,052 47,007,294 9,231,279 193,135,551 8,029,580 82,255,134 3,910,431 915,217 3,328,981 17,711,693 17,711,693 31,591,029 31,591,029 14,359,108 18,420,515 58,232,645 26,454,680 1,419,821 611,468 1,437,489 223,465,293 $ 1,847,780,567 $ $ $ $ $ $ $ TOTAL - - $ $ $ $ 91,522,749 24,999,457 60,014,123 100,516,547 277,052,876 361,973 361,973 361,973 361,973 361,973 23,997,819 1,663,556 43,089,855 99,351,972 21,836,619 2,917,302 8,074,892 31,261,692 5,215,153 340,678,852 579,897,577 - $ 1,447,540 1,873,441 2,772,594 2,527,696 62,859,557 1,799,337 61,409,512 8,261,393 (15,206) 11,730,245 4,309,478 3,113,186 163,263,323 52,576,270 1,628,554 9,932,218 338,603 874,724,255 2,382,650 40,678,061 12,165,698 10,835,052 47,007,294 9,231,279 (48,134,797) 145,000,754 8,029,580 82,255,134 3,910,431 3,328,981 17,711,693 31,591,029 14,359,108 18,420,515 58,232,645 26,454,680 1,419,821 611,468 1,437,489 (48,150,003) $ 1,799,630,564 - $ (445,452,035) $ $ 2,704,731,020 $ (493,602,038) $ 2,211,128,982 (445,452,035) Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type FY 2013 ACTUAL ALL FUNDS PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSOAL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST REVISED VS ADOPTED VARIANCE % FY 2015 ADOPTED 599,091,597 $ 3,322,335 9,395,228 241,036,393 20,767,325 (94,290,821) 94,588,548 873,910,605 $ 624,087,209 $ 2,888,187 7,101,983 261,027,856 56,965,121 (100,056,165) 98,868,922 950,883,113 $ 681,645,509 $ 3,801,191 9,265,263 275,786,597 15,866,186 (104,603,551) 103,647,146 985,408,341 $ SUBTOTAL $ 45,680,484 $ 9,102,811 10,181,790 17,948,940 (5,001,107) 5,092,994 83,005,912 $ 43,389,042 $ 10,147,114 10,179,764 11,492,779 (5,454,865) 5,172,715 74,926,549 $ 48,473,696 $ 10,319,678 10,175,379 15,019,125 (5,462,415) 5,261,685 83,787,148 $ 45,540,232 $ 9,325,289 9,194,427 10,316,330 (5,573,549) 5,192,129 73,994,858 $ 49,559,987 $ 8,784,017 9,121,822 19,553,760 (5,081,514) 5,504,989 87,443,061 $ (1,086,291) 1,535,661 1,053,557 (4,534,635) (380,901) (243,304) (3,655,913) -2.2% 14.9% 10.4% -30.2% -7.0% -4.6% -4.4% 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 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 50,457,829 $ 37,377,064 137,433,299 18,009,107 71,624,457 239,089,376 (7,078,488) 4,010,074 4,022,199 5,762,911 1,122,364 31,807,044 (7,704,070) 6,955,214 592,888,380 $ 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 $ 63,813,806 $ 60,368,804 251,014,690 24,389,784 94,291,692 251,303,505 (8,078,885) 4,548,400 5,632,948 4,849,136 2,134,764 34,507,804 (11,396,509) 11,345,123 788,725,062 $ 52,794,551 $ 51,839,727 172,979,644 18,220,981 76,417,184 238,609,522 (7,180,552) 4,413,542 3,867,078 4,481,611 1,686,824 32,055,061 (8,254,684) 8,252,545 650,183,034 $ 64,433,107 $ 58,476,043 282,833,249 21,029,148 92,698,003 245,041,125 (6,576,443) 4,522,474 4,973,426 5,546,764 2,033,461 32,734,143 (10,963,799) 11,492,238 808,272,939 $ (619,301) 1,892,761 (31,818,559) 3,360,636 1,593,689 6,262,380 (1,502,442) 25,926 659,522 (697,628) 101,303 1,773,661 (432,710) (147,115) (19,547,877) -1.0% 3.1% -12.7% 13.8% 1.7% 2.5% -18.6% 0.6% 11.7% -14.4% 4.7% 5.1% -3.8% -1.3% -2.5% 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 $ 4,861,444 $ 54,463,114 30,376,269 11,317,692 47,653,894 16,757,312 (199,718) 194,635 165,424,642 $ 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 $ 11,057,500 $ 101,370,341 170,739,904 15,146,829 50,668,011 16,730,180 (380,088) 329,361 365,662,038 $ 16,530,992 $ 32,202,318 27,578,914 18,641,788 33,330,508 16,719,580 (367,979) 540,606 145,176,727 $ 8,295,000 $ 57,988,590 122,817,319 18,070,965 56,629,000 16,768,180 (170,970) 713,397 281,111,481 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ ALL EXPENDITURES $ 1,715,229,539 TOTAL USES $ $ 2,208,474,790 1,715,229,539 $ $ 2,223,582,589 2,208,474,790 $ 157 667,874,872 $ 701,853,475 $ 3,715,945 6,416,546 9,558,151 10,944,140 266,202,228 283,090,857 8,323,603 32,022,415 (101,739,441) (105,144,909) 98,500,978 105,118,977 952,436,336 $ 1,034,301,501 $ $ 1,821,790,955 2,223,582,589 $ $ 2,211,128,982 1,821,790,955 $ (20,207,966) -3.0% (2,615,355) -68.8% (1,678,877) -18.1% (7,304,260) -2.6% (16,156,229) -101.8% 541,358 0.5% (1,471,831) -1.4% (48,893,160) -5.0% 2,762,500 25.0% 43,381,751 42.8% 47,922,585 28.1% (2,924,136) -19.3% (5,960,989) -11.8% (38,000) -0.2% (209,118) -55.0% (384,036) -116.6% 84,550,557 23.1% $ 12,453,607 0.6% 2,211,128,982 $ 12,453,607 0.6% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2013 ACTUAL GENERAL FUND PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VARIANCE % 341,935,007 $ 2,666,633 3,620,869 136,057,118 10,916,842 (69,596,466) 14,415,624 440,015,627 $ 343,282,973 $ 2,008,919 2,504,411 143,907,311 46,878,862 (74,224,449) 12,741,428 477,099,455 $ 379,589,902 $ 2,312,324 4,276,838 153,689,419 11,106,917 (77,004,023) 13,494,054 487,465,431 $ 372,792,104 $ 2,214,550 3,959,323 148,324,139 5,485,792 (74,710,225) 13,047,260 471,112,943 $ 392,915,076 $ 4,146,687 6,320,219 159,184,541 22,873,168 (80,530,962) 14,608,355 519,517,084 $ SUBTOTAL $ 12,120,891 $ 1,267,534 4,176,725 2,294,695 (2,291,383) 748,005 18,316,467 $ 11,118,119 $ 1,183,208 4,483,768 4,381,509 (2,892,568) 522,655 18,796,691 $ 13,827,962 $ 1,211,239 4,494,251 5,885,295 (2,900,068) 530,164 23,048,843 $ 13,308,519 $ 1,201,253 4,113,586 4,693,333 (2,891,558) 528,205 20,953,338 $ 12,304,337 $ 1,029,592 4,553,507 10,131,217 (2,811,400) 773,956 25,981,209 $ 1,523,625 181,647 (59,256) (4,245,922) (88,668) (243,792) (2,932,366) 11.0% 15.0% -1.3% -72.1% -3.1% -46.0% -12.7% 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 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 44,542,255 $ 2,443,761 34,712,288 9,250,227 34,574,265 225,193,583 7,328,091 1,669,858 2,477,592 4,952,562 436,869 10,601,838 (4,904,274) 2,001,758 375,280,673 $ 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 $ 55,917,601 $ 3,290,322 48,240,305 10,190,553 46,571,814 228,116,656 7,462,835 1,709,277 2,651,965 4,001,340 609,940 12,105,406 (4,461,395) 2,241,033 418,647,652 $ 48,692,763 $ 2,610,373 26,721,146 9,633,065 38,178,553 225,616,155 8,033,422 1,742,891 2,229,302 3,734,409 481,716 10,760,090 (4,773,453) 2,165,636 375,826,068 $ 58,662,840 $ 3,131,084 88,186,900 8,680,485 44,971,223 226,477,196 5,977,380 1,925,901 2,773,827 4,799,823 734,155 10,871,628 (4,314,552) 1,926,737 454,804,627 $ (2,745,239) 159,238 (39,946,595) 1,510,068 1,600,591 1,639,460 1,485,455 (216,624) (121,862) (798,483) (124,215) 1,233,778 (146,843) 314,296 (36,156,975) -4.9% 4.8% -82.8% 14.8% 3.4% 0.7% 19.9% -12.7% -4.6% -20.0% -20.4% 10.2% -3.3% 14.0% -8.6% - $ 4,347,972 11,255,749 10,000 15,000 (50,664) 20,139 15,598,196 $ 2,225,210 (1,049,594) (3,226,395) 50,664 6,409 (1,993,706) N/A 100.0% -31.8% -40.2% 0.0% 0.0% N/A 24.1% -14.7% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 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 $ 40,290 3,411,526 3,903,562 2,910 58,701 7,416,989 $ ALL EXPENDITURES $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ TOTAL USES $ $ $ 2,225,210 2,462,782 6,007,200 10,000 15,000 26,548 10,746,740 841,029,756 $ 251,603,524 251,603,524 $ $ 1,092,633,280 $ $ 2,225,210 3,298,378 8,029,354 10,000 15,000 26,548 13,604,490 $ 39,940 636,786 5,004,939 10,799,299 4,400 47,012 16,532,376 942,780,433 $ 942,766,416 $ 884,424,725 $ 1,015,901,116 $ (73,134,700) -7.8% 345,766,533 345,766,533 $ $ 345,832,033 345,832,033 $ $ 335,306,818 335,306,818 $ $ $ $ 108,106,955 108,106,955 31.3% 31.3% 1,253,626,194 $ 34,972,255 2.7% 1,288,546,966 $ 158 $ 1,288,598,449 $ $ (13,325,174) -3.5% (1,834,363) -79.3% (2,043,381) -47.8% (5,495,122) -3.6% (11,766,251) -105.9% 3,526,939 4.6% (1,114,301) -8.3% (32,051,653) -6.6% $ 1,219,731,543 $ 237,725,078 237,725,078 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2013 ACTUAL SPECIAL REVENUE 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 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST REVISED VS ADOPTED VARIANCE % FY 2015 ADOPTED 248,695,153 $ 572,223 5,477,659 101,786,218 9,562,803 (24,056,993) 74,188,985 416,226,048 $ 271,928,476 $ 847,235 4,405,307 113,806,337 10,075,122 (24,655,998) 80,303,726 456,710,205 $ 292,762,394 $ 1,449,812 4,796,160 118,711,996 4,748,132 (26,390,347) 83,076,203 479,154,350 $ 285,907,946 $ 1,462,694 5,333,241 114,474,826 2,803,413 (26,230,437) 80,571,785 464,323,468 $ 299,135,109 $ 2,259,459 4,377,002 120,347,695 9,072,203 (23,730,493) 82,571,419 494,032,394 $ (6,372,715) (809,647) 419,158 (1,635,699) (4,324,071) (2,659,854) 504,784 (14,878,044) -2.2% -55.8% 8.7% -1.4% -91.1% -10.1% 0.6% -3.1% SUBTOTAL $ 26,821,877 $ 7,835,277 3,646,180 3,373,664 (2,709,724) 4,303,650 43,270,924 $ 28,369,140 $ 8,743,480 3,700,906 6,985,168 (2,562,297) 4,619,498 49,855,895 $ 30,723,951 $ 8,888,013 3,686,038 7,807,728 (2,562,347) 4,700,959 53,244,342 $ 26,634,679 $ 8,103,747 3,351,249 5,133,554 (2,681,991) 4,635,093 45,176,331 $ 27,443,444 $ 7,708,177 3,655,908 3,547,371 (2,270,114) 4,707,244 44,792,030 $ 3,280,507 1,179,836 30,130 4,260,357 (292,233) (6,285) 8,452,312 10.7% 13.3% 0.8% 54.6% -11.4% -0.1% 15.9% 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 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 712,892 $ 20,941,290 57,193,578 8,080,698 27,034,619 13,440,172 23,598,969 2,291,300 1,490,964 786,821 685,495 13,067,193 (2,799,796) 4,583,440 171,107,635 $ 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 $ 816,693 $ 24,793,590 121,038,587 8,677,395 43,265,709 22,786,466 25,594,594 2,677,757 2,466,697 825,613 1,524,824 14,940,449 (6,773,060) 8,853,466 271,488,780 $ 712,292 $ 24,196,446 62,226,704 8,507,730 28,071,282 12,589,240 26,930,546 2,639,126 1,574,653 687,020 1,205,108 13,698,128 (3,413,712) 5,759,766 185,384,329 $ 715,267 $ 23,595,171 109,950,532 9,449,819 40,051,713 18,165,716 27,645,486 2,558,853 2,118,590 717,018 1,299,306 14,355,432 (6,649,247) 9,478,755 253,452,411 $ 101,426 1,198,419 11,088,055 (772,424) 3,213,996 4,620,750 (2,050,892) 118,904 348,107 108,595 225,518 585,017 (123,813) (625,289) 18,036,369 12.4% 4.8% 9.2% -8.9% 7.4% 20.3% -8.0% 4.4% 14.1% 13.2% 14.8% 3.9% -1.8% -7.1% 6.6% 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 $ 1,340,171 $ 6,115,610 7,114,763 17,572 (199,718) 135,934 14,531,697 $ 2,600,282 $ 7,306,088 6,578,243 35,000 (380,088) 302,813 17,442,338 $ 2,600,282 $ 5,180,172 6,797,475 35,000 (380,088) 302,813 15,535,654 $ 422,776 $ 5,311,987 7,642,489 10,000 (367,979) 493,594 14,512,867 $ 1,332,000 $ 5,560,334 6,493,216 (120,306) 693,258 13,958,502 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ ALL EXPENDITURES $ 645,136,304 $ 811,050,185 $ 819,423,126 $ 709,396,995 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 77,893,248 77,893,248 $ $ 56,560,202 56,560,202 $ $ 57,128,131 57,128,131 $ $ 56,590,553 56,590,553 TOTAL USES $ FY 2013 ACTUAL DEBT SERVICE CAPITAL 0950 - DEBT SERVICE 723,029,552 $ 867,610,387 $ FY 2014 ADOPTED 876,551,257 $ FY 2014 REVISED $ 13,187,789 1.6% $ $ 52,975,952 $ 52,975,952 $ 4,152,179 4,152,179 7.3% 7.3% 765,987,548 $ 859,211,289 $ 17,339,968 2.0% FY 2014 FORECAST 806,235,337 1,268,282 48.8% (380,162) -7.3% 304,259 4.5% 35,000 100.0% N/A (259,782) -68.3% (390,445) -128.9% 1,577,152 10.2% FY 2015 ADOPTED REVISED VS ADOPTED VARIANCE % $ SUBTOTAL $ 16,736,830 16,736,830 $ $ 16,715,180 16,715,180 $ $ 16,715,180 16,715,180 $ $ 16,715,180 16,715,180 $ $ 16,753,180 16,753,180 $ $ (38,000) (38,000) -0.2% -0.2% ALL EXPENDITURES $ 16,736,830 $ 16,715,180 $ 16,715,180 $ 16,715,180 $ 16,753,180 $ (38,000) -0.2% 16,753,180 $ (38,000) -0.2% TOTAL USES $ 16,736,830 $ 16,715,180 $ 159 16,715,180 $ 16,715,180 $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2013 ACTUAL CAPITAL PROJECTS PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT FY 2014 ADOPTED 526,926 $ 163,773 50 452 4,577,240 5,268,441 $ SUBTOTAL $ 1,481,237 903 12,024,923 13,507,063 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 SUBTOTAL $ 290,171 24,001,641 614,861 7,719,244 5,245 215,668 27,481 11,455 346 236,477 33,122,589 CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE SUBTOTAL $ 4,854,079 53,082,653 20,436,517 47,653,894 126,027,143 $ ALL EXPENDITURES $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ $ TOTAL USES $ $ $ $ $ FY 2014 REVISED - $ 4,098,148 4,098,148 $ 150,000 150,000 995,336 38,070,290 5,447,360 1,686,081 128,750 450,000 12,000 46,789,817 $ $ $ $ $ $ 12,602,500 96,544,849 162,841,312 80,000 52,208,511 324,277,172 177,925,236 $ 124,094,494 124,094,494 $ $ 302,019,730 $ FY 2014 FORECAST - $ 5,334,598 5,334,598 $ 150,000 150,000 995,336 44,747,539 5,447,360 1,686,081 128,750 450,000 12,000 53,467,066 $ $ $ $ REVISED VS ADOPTED VARIANCE % FY 2015 ADOPTED 517,105 $ 444 172,596 86 3,201,646 3,891,877 $ 6,277,226 6,277,226 $ (942,628) (942,628) N/A N/A N/A N/A -17.7% -17.7% 5,581,226 $ 5,479,200 11,060,426 $ (5,431,226) (5,479,200) (10,910,426) -3620.8% N/A N/A -7273.6% $ - $ 55,110,516 2,807,360 4,807,096 62,724,972 $ 995,336 (10,362,977) 2,640,000 (3,121,015) 128,750 450,000 12,000 (9,257,906) N/A 100.0% -23.2% 48.5% -185.1% N/A N/A 100.0% 100.0% N/A 100.0% -17.3% 15,491,052 $ 31,142,756 17,011,975 33,320,508 96,966,291 $ 8,295,000 $ 56,656,590 111,899,013 56,619,000 233,469,603 $ 1,762,500 39,888,259 49,874,603 80,000 (5,995,989) 85,609,373 17.5% 41.3% 30.8% 100.0% -11.8% 26.8% 467,658 $ 368,560 836,218 $ 36,731 970,443 49,686,383 10,095 7,328,304 3,651 25,832 97,465 58,158,904 $ $ $ 10,057,500 96,544,849 161,773,616 80,000 50,623,011 319,078,976 $ 375,315,137 $ 378,030,640 $ 159,853,290 $ 313,532,227 $ 64,498,413 17.1% 95,301,158 95,301,158 $ $ 102,551,122 102,551,122 $ $ 102,551,122 102,551,122 $ $ 38,142,837 38,142,837 $ $ 64,408,285 64,408,285 62.8% 62.8% 351,675,064 $ 128,906,698 26.8% 470,616,295 $ 160 $ 480,581,762 $ 262,404,412 $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2013 ACTUAL INTERNAL SERVICE FUNDS 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 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VARIANCE % 7,934,511 $ 83,479 296,700 3,029,284 287,630 (637,814) 1,406,699 12,400,489 $ 8,875,760 $ 32,033 192,265 3,314,208 11,137 (1,175,718) 1,725,620 12,975,305 $ 9,293,213 $ 39,055 192,265 3,385,182 11,137 (1,209,181) 1,742,291 13,453,962 $ 8,657,717 $ 38,701 265,143 3,230,667 34,312 (798,779) 1,680,287 13,108,048 $ 9,803,290 $ 10,400 246,919 3,558,621 77,044 (883,454) 1,661,977 14,474,797 $ SUBTOTAL $ 5,256,479 $ 9,100,683 255,658 41,339 14,654,159 $ 3,751,783 $ 220,426 9,007,314 126,102 30,562 13,136,187 $ 6,298,783 $ 220,426 9,007,314 1,326,102 30,562 16,883,187 $ 5,129,376 $ 20,289 8,762,829 120,883 28,831 14,062,208 $ 4,230,980 $ 46,248 7,924,631 395,972 23,789 12,621,620 $ SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT AND OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 4,912,511 $ 125,594,164 21,525,792 63,321 2,296,329 450,376 3,086,892 21,435 42,188 23,182 7,901,536 370,016 166,287,742 $ 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 $ 7,079,512 $ 145,466,996 36,988,259 74,476 2,768,088 400,383 3,657,751 32,616 64,286 22,183 7,449,949 (162,054) 250,624 204,093,069 $ 3,352,765 $ 145,742,860 34,345,411 70,091 2,839,045 404,127 3,509,884 27,874 63,123 34,350 7,499,378 (67,519) 327,143 198,148,532 $ 5,055,000 $ 145,407,442 29,585,301 91,484 2,867,971 398,213 3,888,984 37,720 81,009 29,923 7,507,083 86,746 195,036,876 $ 2,024,512 28.6% 59,554 0.0% 7,402,958 20.0% (17,008) -22.8% (99,883) -3.6% 2,170 0.5% (231,233) -6.3% (5,104) -15.6% (16,723) -26.0% (7,740) -34.9% (57,134) -0.8% (162,054) -100.0% 163,878 65.4% 9,056,193 4.4% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ 412,616 299,367 711,983 $ $ 1,010,000 322,000 1,332,000 $ $ 487,738 240,000 727,738 $ $ 487,738 240,000 727,738 (522,262) -107.1% (82,000) -34.2% (604,262) -83.0% ALL EXPENDITURES $ 194,054,373 $ 225,877,584 $ 235,157,956 $ 223,465,293 $ 11,692,663 5.0% 223,465,293 $ 11,692,663 5.0% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ TOTAL USES $ 194,054,373 $ FY 2013 ACTUAL ELIMINATIONS SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 225,877,584 $ FY 2014 ADOPTED $ 235,157,956 $ FY 2014 REVISED 250,013 $ 200,000 450,013 $ 225,768,801 $ 225,768,801 $ FY 2014 FORECAST 2,067,803 174,178 1,082,683 930,130 6,773 4,261,567 $ FY 2015 ADOPTED (510,077) -5.5% 28,655 73.4% (54,654) -28.4% (173,439) -5.1% (65,907) -591.8% (325,727) -26.9% 80,314 4.6% (1,020,835) -7.6% 32.8% 79.0% 12.0% 70.1% 22.2% 25.2% REVISED VS ADOPTED VARIANCE % $ $ SUBTOTAL $ - $ (6,742,701) $ (6,742,701) $ - $ (7,012,224) $ (7,012,224) $ (2,527,000) $ (7,012,224) $ (9,539,224) $ - $ (7,033,237) $ (7,033,237) $ - $ (7,012,224) $ (7,012,224) $ SERVICES 0811 - HEALTH CARE SERVICES $ 0839 - INTERNAL SERVICE CHARGES SUBTOTAL $ (111,602,151) $ (41,308,108) (152,910,259) $ (112,677,440) $ (43,574,065) (156,251,505) $ (114,177,440) $ (44,794,065) (158,971,505) $ (121,680,395) $ (45,654,404) (167,334,799) $ (113,657,654) $ (44,088,293) (157,745,947) $ (519,786) (705,772) (1,225,558) -0.5% -1.6% -0.8% ALL EXPENDITURES $ (159,652,960) $ (163,263,729) $ (168,510,729) $ (174,368,036) $ (164,758,171) $ (3,752,558) -2.2% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ (453,591,266) $ (453,591,266) $ (497,627,893) $ (497,627,893) $ (505,511,286) $ (505,511,286) $ (494,448,493) $ (494,448,493) $ (328,843,867) $ (328,843,867) $ (176,667,419) (176,667,419) -34.9% -34.9% TOTAL USES $ (613,244,226) $ (660,891,622) $ (674,022,015) $ (668,816,529) $ (493,602,038) $ (180,419,977) -26.8% 161 (2,527,000) -100.0% 0.0% (2,527,000) -26.5% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary - Operating Description FY2014 FY2014 FY2014 FY2015 ADOPTED REVISED FORECAST ADOPTED REVISED VS. ADOPTED VARIANCE % Operating General Fund (100) 4711 - Contingency - $ - $ - $ Clerk of the Board General Fund Operating Contingency $ - - - 5,627,010 $ Compensation Market Adjustments - - - 731,860 (731,860) N/A Data Center Operations - - - 2,701,900 (2,701,900) N/A Epi Market - - - 41,011 (41,011) N/A MCSO Deputy & Sergeants Market - - - 2,485,654 (2,485,654) N/A Mental Health Professionals Market - - - 35,641 (35,641) N/A New Courtroom Operations - - - - Probation Market - - - 2,200,570 (2,200,570) N/A Public Health Personnel - - - 275,885 (275,885) N/A $ - $ - $ - $ 14,108,981 $ (14,108,981) N/A $ 40,000 $ 40,000 $ 33,372 $ 34,314 $ 9,450 (5,627,010) N/A (9,450) N/A - N/A 4712 - Other Programs Anthem Sheriff Sub Station Board NW Regional Service Charges Board of Equalization Economic Development Consultant FY 14 Compensation Market and Merit to Depts by 6/30/14 FY 15 Compensation Merit 5,686 14.22% 5,280 5,280 5,280 5,280 - 0.00% 150,000 150,000 150,000 150,000 - 0.00% - - - 10,000 40,051,027 4,094,572 500,000 - (10,000) N/A 4,094,572 100.00% - - - 10,841,809 1,200,000 1,200,000 - - County Single Audit 250,000 250,000 205,000 250,000 - 0.00% Downtown Juror/Employee Shuttle 364,342 364,342 364,342 364,342 - 0.00% 50,000 50,000 39,326 50,000 - 0.00% 130,545 130,545 130,545 130,545 - 0.00% Contract Counsel Rate Increase Gov Docs Improvement District Allocation International Genomics Consortium Jail Excise Tax, Maintenance of Effort 1,000,000 1,000,000 1,000,000 1,000,000 173,940,798 173,940,798 173,940,798 176,801,288 (10,841,809) N/A 1,200,000 100.00% (2,860,490) 0.00% -1.64% MCSO Court Order - - - 1,725,000 (1,725,000) N/A Melendez New Order - - - 1,100,000 (1,100,000) N/A 2,500,000 2,667,572 3,248,505 3,050,000 831,000 831,000 831,000 831,000 - 0.00% 50,000 50,000 50,000 50,000 - 0.00% 58.09% Outside Counsel Property Tax Billing/Info. Statement Printing and Postage Real Estate Evaluation, Acquisition & Divestiture Risk Management (382,428) -14.34% 297,202 226,580 226,580 94,957 131,623 Sheriff Staffing Study 96,950 - - - - N/A Vehicle Replacement 3,000,000 3,000,000 3,000,000 3,000,000 - 0.00% 223,957,144 $ 188,000,689 $ 183,724,748 $ 199,488,535 $ $ (11,487,846) -6.11% 4713 - Infrastructure/CIP Transfer Out (Court Tower Maintenance) $ Transfer Out (OET MM Project Reserve) Transfer Out (Election Cycle) Transfer Out (MCSO HQ Major Maintenance) 3,769,100 $ 3,769,100 $ 3,769,100 $ 3,769,100 $ 11,640,000 11,640,000 11,640,000 11,640,000 7,039,749 7,039,749 7,039,749 7,205,119 352,500 352,500 352,500 352,500 $ 22,801,349 $ 22,801,349 $ 22,801,349 $ 22,966,719 $ $ (12,632,417) $ (12,632,417) $ (12,632,417) $ (13,990,907) $ (165,370) (165,370) 0.00% 0.00% -2.35% 0.00% -0.73% 4714 - Central Service Costs CSCA Revenue Human Resources System Operations Storm Water Permit Fees $ 1,358,490 -10.75% 2,939,007 2,947,081 2,863,735 2,764,938 182,143 6.18% 7,500 7,500 7,500 7,500 - 0.00% 1,540,633 -15.92% (9,685,910) $ 162 (9,677,836) $ (9,761,182) $ (11,218,469) $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary - Operating (continued) Description FY2014 FY2014 FY2014 FY2015 ADOPTED REVISED FORECAST ADOPTED REVISED VS. ADOPTED VARIANCE % 4715 - Technology Projects Technology Projects $ 250,000 $ 250,000 $ 28,000 $ - $ 250,000 100.00% $ 20,000 $ 20,000 $ 8,333 $ 20,000 $ - 0.00% 15,000 15,000 4,400 15,000 - 0.00% 35,000 $ 35,000 $ 35,000 $ - 0.00% 4716 - Debt Service/Capital Lease Admin Fee Arbitrage $ 12,733 $ 4721 - Dues and Memberships Arizona Association of Counties $ County Supervisors Association 70,082 $ Govt. Finance Officers Assoc. Maricopa Association of Government National Association of Counties 70,082 $ 159,822 159,822 70,082 $ 164,822 70,082 $ 174,822 4,620 4,620 4,620 4,620 24,744 24,744 23,461 50,389 50,000 50,000 50,000 50,000 (15,000) - 0.00% -9.39% 0.00% (25,645) -103.64% - 0.00% (40,645) -13.14% $ 309,268 $ 309,268 $ 312,985 $ 349,913 $ $ 175,000 $ 175,000 $ 164,000 $ 175,000 $ - 0.00% 5,000 $ - 0.00% 4722 - Taxes and Assessments City of Phx. Downtown Mun. Serv. Dist. 4724 - Miscellaneous Services Board of Supervisors Discretionary $ Internal Audit Luke Air Force Consulting 5,000 $ 5,000 $ 4,186 $ 324,000 324,000 242,888 324,000 - 0.00% 65,155 65,155 27,273 27,273 37,882 58.14% $ 394,155 $ 394,155 $ 274,347 $ 356,273 $ 37,882 9.61% $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ - 0.00% $ 13,346 $ 13,346 $ 13,346 $ - $ 13,346 100.00% 10,000 10,000 10,000 - 10,000 100.00% Greater Phoenix Chamber of Commerce 146,805 146,805 146,805 146,805 - 0.00% Greater Phoenix Convention and Visitors Bureau 222,431 222,431 222,431 222,431 - 0.00% Greater Phoenix Economic Council 573,675 573,675 573,675 573,675 - 0.00% 20,019 20,019 20,019 - 4726 - Tuition Reimbursement 4774 - Non Profit Support East Valley Partnership Economic Development Consultant Phoenix Regional Sports Commission Southeast Valley Chamber of Commerce Westmarc 20,019 100.00% 2,669 2,669 2,669 - 2,669 100.00% 13,346 13,346 13,346 - 13,346 100.00% 2,669 2,669 1,004,960 $ 1,004,960 $ 1,004,960 $ 942,911 $ 62,049 6.17% 4776 - Cooperative Extension $ 302,874 $ 302,874 $ 302,874 $ 266,437 $ 36,437 12.03% 4782 - Industrial Development Authority $ 145,843 $ 145,843 $ 162,273 $ 142,664 $ 3,179 2.18% 4783 - AHCCS Contribution $ 19,820,700 $ 19,820,700 $ 19,820,700 $ 19,523,400 $ 297,300 1.50% 4784 - ALTCS Contribution $ 149,698,100 $ 149,698,100 $ 149,698,100 $ 150,220,100 $ (522,000) -0.35% 4785 - Arnold v. Sarn $ 45,707,084 $ 45,707,084 $ 45,707,084 $ 47,992,438 $ (2,285,354) -5.00% 4786 - General Mental Health $ 3,366,705 $ 3,366,705 $ 3,366,705 $ 3,366,705 $ 163 - 2,669 100.00% 2,669 $ Wickenburg Chamber of Commerce - 0.00% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary - Operating (continued) Description FY2014 FY2014 FY2014 FY2015 ADOPTED REVISED FORECAST ADOPTED REVISED VS. ADOPTED VARIANCE % 4787 - LARC $ 1,489,871 $ 1,489,871 $ 1,489,871 $ 1,489,871 $ - 0.00% 4788 - Mental Health Testimony $ 800,000 $ 800,000 $ 783,378 $ 800,000 $ - 0.00% 4789 - Mental Health Transports $ 105,000 $ 105,000 $ 84,174 $ 105,000 $ - 0.00% 4791 - County Residual Long Term Care $ 320,358 $ 320,358 $ 72,578 $ 320,618 $ 4792 - SVP Commitment Payments $ 4,200,000 $ 4,200,000 $ 3,135,130 $ 3,360,000 $ 840,000 20.00% 4793 - Tuberculosis Services $ 500,000 $ 500,000 $ - $ 500,000 $ - 0.00% 4794 - MMCS Run Out Operations $ 10,432 $ 10,432 $ 1,255 $ 10,432 $ - 0.00% $ 466,707,933 $ 430,759,552 $ 424,186,062 $ 456,302,528 $ $ 13,162,039 $ 13,924,330 $ - $ 9,826,907 $ Total General Fund (260) -0.08% (25,542,976) -5.93% 4,097,423 29.43% Non-Departmental Grants (249) Unassigned Compensation Market And Merit 8,400,000 5,034,582 - - Epi Market - - - 32,597 (32,597) N/A MCSO Deputy & Sergeants Market - - - 40,892 (40,892) N/A Mental Health Professionals Market - - - 69,120 (69,120) N/A 284,789 - - Risk Management Total Non-Departmental Grants $ 21,846,828 $ 18,958,912 $ - $ 9,969,516 $ 5,034,582 100.00% - N/A 8,989,396 47.42% Detention Fund (255) 4711 - Contingency MCSO Deputy & Sergeants Market - $ - $ - $ (15,927) N/A Mental Health Professionals Market $ - - - 159,951 (159,951) N/A Probation Market - - - 963,776 (963,776) N/A - $ - $ - $ 1,139,654 $ (1,139,654) N/A 1,008,099 $ 1,038,483 $ 747,828 $ - $ $ 15,927 $ 4712 - Other Programs CHS EMR IT Support $ FY 14 Compensation Market and Merit FY 15 Compensation Merit Risk Management Vehicle Replacement 1,038,483 100.00% 18,708,747 7,334 73,075 - - - - 4,908,790 15,169 - - - - N/A 1,000,000 1,000,000 1,000,000 1,000,000 - 0.00% $ 20,732,015 $ 2,045,817 $ 1,820,903 $ 5,908,790 $ $ 587,500 $ 587,500 $ 587,500 $ 587,500 $ Total Detention Fund $ 21,319,515 $ 2,633,317 $ 2,408,403 $ 7,635,944 $ Total Operating All Funds $ 509,874,276 $ 452,351,781 $ 426,594,465 $ 473,907,988 $ 7,334 100.00% (4,908,790) N/A (3,862,973) -188.82% 4713 - Infrastructure/CIP Transfer Out (MCSO HQ Major Maintenance) 164 - 0.00% (5,002,627) -189.97% (21,556,207) -4.77% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary - Non-Recurring Description FY2014 FY2014 FY2014 FY2015 ADOPTED REVISED FORECAST ADOPTED REVISED VS. ADOPTED VARIANCE % Non Recurring General Fund (100) 4711 - Contingency Unreserved Contingency $ Facilities NTE Electronic Poll Books 19,779,591 $ 11,481,675 $ - $ 25,305,974 $ - 550,000 - - 5,000,000 - - - $ 24,779,591 $ 12,031,675 $ - $ $ - $ 65,500 $ 65,500 $ 25,305,974 $ (13,824,299) -120.40% 550,000 100.00% - N/A (13,274,299) -110.33% 4712 - Other Programs Board of Health Fee Waiver Fund Transfer Bus Passes Court Master Plan District 1 Vacation Payout Elected Official and Judicial Branch unmet Personnel Savings from Chairman's Budget Balancing Adjustment - $ 65,500 100.00% - - - 12,000 (12,000) 950,000 950,000 950,000 154,616 795,384 83.72% - - - - - N/A 4,150,161 4,150,161 2,500,000 - Improvement District Allocation - - - 37,853 (37,853) MCESA Staffing and Mandate Study - - - 150,000 (150,000) MCSO Court Monitor - 1,126,250 Park Rangers PSPRS Accrued Liability PC/Laptop Replacement Property Acquisition - N/A 4,150,161 100.00% 1,126,250 N/A N/A 100.00% - 1,930,040 1,930,040 - 1,930,040 100.00% 7,875,000 7,875,000 145,000 9,145,560 (1,270,560) -16.13% - 250,000 46,390 - Transfer to Risk Management (675) 9,942,700 9,942,700 - 3,517,901 6,424,799 64.62% Transfer to Risk Management (676) 5,049,022 5,049,022 4,466,507 1,684,065 3,364,957 66.65% Vehicle Replacement 2,195,200 2,195,200 2,195,200 424,000 1,771,200 80.69% 380,000 380,000 380,000 Sheriff Command Waste Resources & Recycling 250,000 100.00% 380,000 100.00% 190,000 190,000 190,000 $ 30,732,083 $ 34,103,873 $ 12,868,637 $ 15,125,995 $ 18,977,878 190,000 100.00% 55.65% $ 134,002,664 $ 134,002,664 $ 134,002,664 $ 32,725,105 $ 101,277,559 75.58% $ 139,614 $ 139,614 $ 139,614 $ - $ 4713 - Infrastructure/CIP Transfers Out 4715 - Technology Projects Human Resources System - Phase 2 139,614 100.00% 4724 - Miscellaneous Services Arias Case $ Martinson Case 500,000 $ 500,000 $ 120,375 $ 379,625 $ 120,375 24.08% 500,000 500,000 380,000 120,000 380,000 76.00% OET Cost Allocation Task Force 250,000 250,000 250,000 - 250,000 100.00% Treasurer System Consultant 100,000 100,000 - - 100,000 100.00% $ 1,350,000 $ 1,350,000 $ 750,375 $ 499,625 $ 850,375 62.99% $ 750,000 $ 750,000 $ - $ 750,000 $ - 0.00% $ 3,547,896 $ 3,547,896 $ 2,069,606 $ - $ Total General Fund $ 195,301,848 $ 185,925,722 $ 149,830,896 $ 74,406,699 $ 4774 - Economic Development Silicon Bank Incentive Payments 4790 - MH Residency Training 3,547,896 100.00% 111,519,023 59.98% Waste Management Fund (210) 4751 - District 1 $ 48,942 $ 48,942 $ 4752 - District 2 133,275 133,275 20,000 $ 51,763 $ 50,000 118,832 (2,821) -5.76% 14,443 10.84% 4753 - District 3 186,973 186,973 20,000 195,637 (8,664) -4.63% 4754 - District 4 90,906 90,906 50,000 47,147 43,759 48.14% 4755 - District 5 53,079 53,079 46,000 23,423 29,656 55.87% - - - 32,030 (32,030) 30,000 30,000 - - 4756 - County Wide Unincorporated 4757 - Illegal Dumping Program Total Waste Management Fund $ 543,175 $ 165 543,175 $ 186,000 $ 468,832 $ N/A 30,000 100.00% 74,343 13.69% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary - Non-Recurring (continued) Description FY2014 FY2014 FY2014 FY2015 ADOPTED REVISED FORECAST ADOPTED REVISED VS. ADOPTED VARIANCE % Non-Departmental Grants (249) 4711 Unassigned $ Performance Based Pay Plan 4,700,000 $ - $ 590,733 Performance Based Pay Plan Annualized 709,267 - $ 553,195 - 709,267 - 4,214,034 $ - (4,214,034) N/A 553,195 100.00% 709,267 100.00% Total Non-Departmental Grants $ 6,000,000 $ 1,262,462 $ - $ 4,214,034 $ (2,951,572) -233.79% $ 24,400,732 $ 24,359,232 $ - $ 23,924,548 $ 434,684 1.78% $ 24,400,732 $ 24,359,232 $ - $ 23,924,548 $ 434,684 1.78% $ 1,998,928 $ 1,998,928 $ Detention Fund (255) 4711 - Contingency Unreserved Contingency 4712 - Other Programs Elected Official and Judicial Branch unmet Personnel Savings from Chairman's Budget Balancing Adjustment Graves vs. Arpaio - $ - $ 1,998,928 100.00% 400,000 400,000 400,000 400,000 Jail Master Plan 1,000,000 1,000,000 950,000 - 1,000,000 100.00% PC/Laptop Replacement 4,687,500 4,687,500 25,088 8,916,521 (4,229,021) -90.22% - - 690,000 690,000 Per Diem Refund (City of Tolleson) Sheriff Bus Replacements Vehicle Replacement - - (34,792) - 690,000 - - - - 0.00% N/A 690,000 100.00% 63,000 (63,000) N/A $ 8,776,428 $ 8,776,428 $ 2,030,296 $ 9,379,521 $ (603,093) -6.87% $ 6,660,589 $ 6,660,589 $ 6,660,589 $ 2,572,889 $ 4,087,700 61.37% Total Detention Fund $ 39,837,749 $ 39,796,249 $ 8,690,885 $ 35,876,958 $ 3,919,291 9.85% County Improvement Debt Fund $ 16,715,180 $ 16,715,180 $ 16,715,180 $ 16,753,180 $ Intergovernmental Capital Projects (422) $ 127,500 $ 127,500 $ - $ 127,500 $ - 0.00% General Fund County Improvements (445) $ 119,357,446 $ 126,607,410 $ 100,481,303 $ 71,550,351 $ 55,057,059 43.49% Detention Capital Projects (455) $ 45,775,001 $ 45,775,001 $ 31,593,585 $ 5,796,583 $ 39,978,418 87.34% Technology Capital Improvements (460) $ 164,205,773 $ 166,921,276 $ 43,298,926 $ 148,478,606 $ 18,442,670 11.05% Detention Technology Capital Improvements (461) $ 59,061,564 $ 59,061,564 $ 20,901,850 $ 43,143,524 $ 15,918,040 26.95% Total Non-Recurring Funds $ 646,925,236 $ 642,735,539 $ 371,698,625 $ 400,816,267 $ 241,919,272 37.64% 4713 - Infrastructure/CIP Transfers Out 166 (38,000) -0.23% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Economic Development A.R.S. §11-254 authorizes the Maricopa County Board of Supervisors to appropriate up to a maximum of $1.5 million for contributions to non-profit organizations for economic development activities. The table below identifies the organizations receiving funding under this statute. Agency Supported Program Greater Phoenix Economic Council Industry Prospecting and Regional Promotion Greater Phoenix Convention & Visitors Bureau Convention & Tourism Destination Marketing Greater Phoenix Chamber of Commerce Bid Source Program Economic Development Funding $ $ FY 2014 FY 2014 FY 2015 REVISED FORECAST ADOPTED 573,675 $ 573,675 $ 573,675 222,431 222,431 222,431 146,805 146,805 146,805 942,911 $ 942,911 $ 942,911 In addition, A.R.S. §11-254.04 allows the Maricopa County Board of Supervisors to appropriate and spend public monies for and in connection with economic development activities as identified in the following table. Agency Supported FY 2014 REVISED Program International Genomics Consortium* To put Maricopa County in the Forefront of the Bio-Industry Silicon Valley Bank** Information Technology and Operations "Center of Excelence" Economic Development Related Funding $ $ FY 2014 FORECAST 1,000,000 $ 750,000 1,750,000 $ FY 2015 ADOPTED 1,000,000 $ 1,000,000 $ 1,000,000 750,000 1,750,000 *5 year agreement for $1,000,000 per year beginning in FY2012 **This will be paid in disbursements of $250,000, each based on achievement of performance thresholds. Agricultural Extension A.R.S. §3-126 authorizes the Board of Supervisors to appropriate funds based on a request submitted to them by the Agricultural Extension Board for extension work that will benefit Maricopa County. Agency Supported FY 2014 REVISED Program University of Arizona Cooperative Extension Maricopa County Cooperative Extension Total Agricultural Extension Funding $ $ FY 2014 FORECAST 302,874 $ 302,874 $ FY 2015 ADOPTED 302,874 $ 302,874 $ 266,437 266,437 Health Care Programs Summary FY 2014 ADOPTED Description FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS. ADOPTED VARIANCE % Operating General Fund State Healthcare Contributions: SMI Mental Health (Arnold v. Sarn ) $ General Mental Health Local Alcoholism Reception Center (LARC) Subtotal Arnold v. Sarn IGA $ 45,707,084 $ 3,366,705 1,489,871 50,563,660 $ 45,707,084 $ 3,366,705 1,489,871 50,563,660 $ 45,707,084 $ 3,366,705 1,489,871 50,563,660 $ 47,992,438 $ 3,366,705 1,489,871 52,849,014 $ (2,285,354) (2,285,354) -5.00% 0.00% 0.00% -4.52% AHCCCS Acute Care $ ALTCS Subtotal State Contribution $ 19,820,700 $ 149,698,100 169,518,800 $ 19,820,700 $ 149,698,100 169,518,800 $ 19,820,700 $ 149,698,100 169,518,800 $ 19,523,400 $ 150,220,100 169,743,500 $ 297,300 (522,000) (224,700) 1.50% -0.35% -0.13% $ 800,000 $ 105,000 3,547,896 4,200,000 8,652,896 $ 800,000 $ 105,000 3,547,896 4,200,000 8,652,896 $ 783,378 $ 84,174 2,069,606 3,135,130 6,072,288 $ 800,000 $ 105,000 3,360,000 4,265,000 $ County Residual Long Term Care $ 320,354 $ 320,358 $ 72,578 $ 320,618 $ Tuberculosis Services $ 500,000 $ 500,000 $ MMCS Run Out Operations $ 10,432 $ $ 229,566,142 $ Other Mental Health: Mental Health Testimony Mental Health Orders Mental Health Residency Training SVP Commitment Payments $ Total (260) 0.00% 0.00% 100.00% 20.00% 50.71% -0.08% $ 500,000 $ - 0.00% 10,432 $ 1,255 $ 10,432 $ - 0.00% 229,566,146 $ 226,228,581 $ 227,688,564 $ 1,877,582 0.82% 167 - 3,547,896 840,000 4,387,896 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Fund Transfers In Fund/Function/Transfer GENERAL FUND FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED REVISED FORECAST ADOPTED $ 2,137,000 $ 2,137,000 $ 2,137,750 $ 14,805,346 $ $ - $ 2,137,000 $ 117,000 2,020,000 - $ 2,137,000 $ 117,000 2,020,000 750 $ 750 2,137,000 $ 117,000 2,020,000 14,805,346 12,081,146 2,724,200 $ 174,008,169 $ 174,641,598 $ 174,103,270 $ 177,371,494 Operating Non-Recurring $ $ 174,008,169 $ - $ 174,576,098 $ 65,500 $ 174,037,770 $ 65,500 $ 176,846,494 525,000 226 - PLANNING AND DEVELOPMENT FEES Non-Recurring Del Webb Fund (235) $ $ - $ - $ - - $ - $ - - $ - $ - 525,000 525,000 525,000 241 - PARKS ENHANCEMENT FUND Operating Park s Souvenir Fund (239) $ $ 37,371 $ 37,371 $ 37,371 92,371 $ 92,371 $ 37,371 66,972 $ 66,972 $ 66,972 15,206 15,206 15,206 252 - INMATE SERVICES Operating $ $ - $ - $ 512,929 $ 512,929 $ - $ - $ - 255 - DETENTION OPERATIONS Operating General Fund (100) Jail Tax Maint. of Effort $ $ 173,940,798 $ 173,940,798 $ 173,940,798 173,940,798 $ 173,940,798 $ 173,940,798 173,940,798 $ 173,940,798 $ 173,940,798 176,801,288 176,801,288 176,801,288 265 - PUBLIC HEALTH FEES Operating General Fund (100) - Vital Statistics $ $ 30,000 $ 30,000 $ 30,000 30,000 $ 30,000 $ 30,000 30,000 $ 30,000 $ 30,000 30,000 30,000 30,000 506 - ENVIRONMTL SVCS ENV HEALTH Non-Recurring General Fund (100) - Board of Health Fee Waivers $ $ - $ - $ - 65,500 $ 65,500 $ 65,500 65,500 $ 65,500 $ 65,500 - DEBT SERVICE $ 3,082,631 $ 3,082,631 $ 3,082,631 $ 6,415,560 Operating Non-Recurring $ $ 1,139,945 $ 1,942,686 $ 1,139,945 $ 1,942,686 $ 1,139,945 $ 1,942,686 $ 1,140,560 5,275,000 320 - COUNTY IMPROVEMENT DEBT Operating Animal Control License Shelter (572) - Debt Service Animal Control Field Operations (574) - Debt Service Non-Recurring General Fund County Improvement Fund (445) $ $ 3,082,631 $ 1,139,945 $ 1,033,474 106,471 1,942,686 $ 1,942,686 3,082,631 $ 1,139,945 $ 1,033,474 106,471 1,942,686 $ 1,942,686 3,082,631 $ 1,139,945 $ 1,033,474 106,471 1,942,686 $ 1,942,686 6,415,560 1,140,560 1,034,032 106,528 5,275,000 5,275,000 $ 303,408,371 $ 310,658,335 $ 310,658,335 $ 125,049,501 $ $ 23,388,849 $ 280,019,522 $ 23,388,849 $ 287,269,486 $ 23,388,849 $ 287,269,486 $ 23,554,219 101,495,282 Operating Public Health Grant Fund (532) - Sale of Asset Non-Recurring General Fund County Improvement Fund (445) Technology Improvement Fund (460) OTHER SPECIAL REVENUE CAPITAL PROJECTS Operating Non-Recurring $ 168 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Fund Transfers In (continued) FY 2014 Fund/Function/Transfer 234 - TRANSPORTATION CAPITAL PROJECT Operating Non-Recurring Transportation Operations (232) FY 2014 ADOPTED $ 48,134,797 $ $ - $ $ 48,134,797 $ 48,134,797 445 - GENERAL FUND CTY IMPROV Operating General Fund (100) Non-Recurring General Fund (100) $ $ 455 - DETENTION CAPITAL PROJECTS Operating Detention Fund (255) Non-Recurring Detention Fund (255) Detention Technology Capital Improvement (461) $ $ 460 - TECHNOLOGY CAP IMPROVEMENT Operating General Fund (100) Non-Recurring General Fund County Improvement Fund (445) $ $ 461 - DETENTION TECH CAP IMPROVEMENT Non-Recurring Detention Capital Projects Fund (455) FY 2014 FY 2015 FORECAST REVISED 48,134,797 $ 48,134,797 $ - $ - $ 48,134,797 $ 48,134,797 $ 48,134,797 14,134,797 ADOPTED 48,134,797 48,134,797 48,134,797 145,164,013 $ 11,161,349 $ 11,161,349 134,002,664 $ 134,002,664 145,164,013 $ 11,161,349 $ 11,161,349 134,002,664 $ 134,002,664 145,164,013 $ 11,161,349 $ 11,161,349 134,002,664 $ 134,002,664 44,051,824 11,326,719 11,326,719 32,725,105 32,725,105 7,248,089 $ 587,500 $ 587,500 6,660,589 $ 6,660,589 - 7,248,089 $ 587,500 $ 587,500 6,660,589 $ 6,660,589 - 7,248,089 $ 587,500 $ 587,500 6,660,589 $ 6,660,589 - 5,973,777 587,500 587,500 5,386,277 2,572,889 2,813,388 77,861,471 $ 11,640,000 $ 11,640,000 66,221,471 $ 66,621,471 85,111,435 $ 11,640,000 $ 11,640,000 73,471,435 $ 73,471,435 85,111,435 $ 11,640,000 $ 11,640,000 73,471,435 $ 73,471,435 26,889,103 11,640,000 11,640,000 15,249,103 15,249,103 $ $ 25,000,001 $ 25,000,001 $ 25,000,001 25,000,001 $ 25,000,001 $ 25,000,001 25,000,001 $ 25,000,001 $ 25,000,001 - $ 14,991,722 $ 14,991,722 $ 4,466,507 $ 5,201,966 Non-Recurring $ 14,991,722 $ 14,991,722 $ 4,466,507 $ 5,201,966 675 - RISK MANAGEMENT Non-Recurring General Fund (100) $ $ 9,942,700 $ 9,942,700 $ 9,942,700 9,942,700 $ 9,942,700 $ 9,942,700 - $ - $ - 3,517,901 3,517,901 3,517,901 676 - COUNTY MANAGER RISK MANAGEMENT Non-Recurring General Fund (100) $ $ 5,049,022 $ 5,049,022 $ 5,049,022 5,049,022 $ 5,049,022 $ 5,049,022 4,466,507 $ 4,466,507 $ 4,466,507 1,684,065 1,684,065 1,684,065 $ 497,627,893 $ 505,511,286 $ 494,448,493 $ 328,843,867 Operating Non-Recurring $ $ 198,536,963 $ 284,099,208 $ 199,104,892 $ 291,414,672 $ 198,567,314 $ 291,414,672 $ 201,541,273 122,100,628 ELIMINATIONS $ (497,627,893) $ (505,511,286) $ (494,448,493) $ (328,843,867) Operating Non-Recurring $ $ (198,536,963) $ (299,090,930) $ (199,104,892) $ (306,406,394) $ (198,567,314) $ (295,881,179) $ (201,541,273) (127,302,594) $ - $ - $ - $ INTERNAL SERVICE TOTAL BEFORE ELIMINATIONS ALL FUNDS $ $ $ 169 - Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Fund Transfers Out Fund/Function/Transfer FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED REVISED FORECAST ADOPTED $ 345,766,533 $ 345,832,033 $ 335,306,818 $ 237,725,078 $ 196,772,147 $ 196,772,147 $ 196,772,147 $ 199,798,007 173,940,798 173,940,798 173,940,798 176,801,288 Public Health Fee Fund (265) - Vital Statistics 30,000 30,000 30,000 30,000 General Fund Capital Improvement Fund (445) 11,161,349 11,161,349 11,161,349 11,326,719 Technology Capital Improvement Fund (460) 11,640,000 11,640,000 11,640,000 11,640,000 GENERAL FUND Operating Detention Fund (255) - Jail Maint of Effort Non-Recurring $ 148,994,386 $ 149,059,886 $ 138,534,671 $ 37,927,071 134,002,664 134,068,164 134,068,164 32,725,105 Risk Management Fund (675) 9,942,700 9,942,700 - 3,517,901 County Manager Risk Fund (676) 5,049,022 5,049,022 4,466,507 1,684,065 General Fund Capital Improvement Fund (445) GRANT SPECIAL REVENUE $ - $ - $ 750 $ - Operating $ - $ - $ 750 $ - 532 - PUBLIC HEALTH GRANTS $ - $ - $ 750 $ - Operating $ - $ - $ 750 $ - - - 750 - General Fund (100) - Sale of Asset OTHER SPECIAL REVENUE $ 56,560,202 $ 57,128,131 $ 56,589,803 $ 52,975,952 Operating $ 1,764,816 $ 2,332,745 $ 1,794,417 $ 1,743,266 Non-Recurring $ 54,795,386 $ 54,795,386 $ 54,795,386 $ 51,232,686 232 - 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) 235 - DEL WEBB $ - $ - $ - $ 525,000 Non-Recurring $ - $ - $ - $ 525,000 - - - 525,000 Planning and Development Fees (226) 239 - PARKS SOUVENIR $ 37,371 $ 92,371 $ 66,972 $ 15,206 Operating $ 37,371 $ 92,371 $ 66,972 $ 15,206 37,371 37,371 66,972 15,206 Park Enhancement Fund (241) 255 - DETENTION OPERATIONS $ 7,248,089 $ 7,761,018 $ 7,248,089 $ 3,160,389 Operating $ 587,500 $ 1,100,429 $ 587,500 $ 587,500 587,500 587,500 587,500 Detention Capital Projects (455) Non-Recurring $ Detention Capital Projects (455) 587,500 6,660,589 $ 6,660,589 $ 6,660,589 $ 2,572,889 6,660,589 6,660,589 6,660,589 2,572,889 572 - ANIMAL CONTROL LICENSE SHELTER $ 1,033,474 $ 1,033,474 $ 1,033,474 $ 1,034,032 Operating $ 1,033,474 $ 1,033,474 $ 1,033,474 $ 1,034,032 1,033,474 1,033,474 1,033,474 1,034,032 County Improvement Debt Fund (320) 170 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Fund Transfers Out (continued) Fund/Function/Transfer FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED REVISED FORECAST ADOPTED 574 - ANIMAL CONTROL FIELD OPERATION $ 106,471 $ 106,471 $ 106,471 $ 106,528 Operating $ 106,471 $ 106,471 $ 106,471 $ 106,528 106,471 106,471 106,471 106,528 $ 95,301,158 $ 102,551,122 $ 102,551,122 $ 38,142,837 $ 95,301,158 $ 102,551,122 $ 102,551,122 $ 38,142,837 County Imrpovement Debt Fund (320) CAPITAL PROJECTS Non-Recurring 445 - GENERAL FUND CTY IMPROV $ 68,281,157 $ 75,531,121 $ 75,531,121 $ 32,605,249 Non-Recurring $ 68,281,157 $ 75,531,121 $ 75,531,121 $ 32,605,249 12,081,146 117,000 117,000 117,000 County Improvement Debt Fund (320) General Fund (100) 1,942,686 1,942,686 1,942,686 5,275,000 Technology Capital Improvement (460) 66,221,471 73,471,435 73,471,435 15,249,103 455 - DETENTION CAPITAL PROJECTS $ 25,000,001 $ 25,000,001 $ 25,000,001 $ - Non-Recurring $ 25,000,001 $ 25,000,001 $ 25,000,001 $ - 25,000,001 25,000,001 25,000,001 - Detention Technology Capital Improvement (461) 460 - TECHNOLOGY CAP IMPROVEMENT $ Non-Recurring $ General Fund (100) 2,020,000 $ 2,020,000 $ 2,020,000 $ 2,724,200 2,020,000 $ 2,020,000 $ 2,020,000 $ 2,724,200 2,020,000 2,020,000 2,020,000 2,724,200 461 - DETENTION TECH CAP IMPROVEMENT $ - $ - $ - $ 2,813,388 Non-Recurring $ - $ - $ - $ 2,813,388 - - - 2,813,388 Detention Capital Projects (455) TOTAL BEFORE ELIMINATIONS $ 497,627,893 $ 505,511,286 $ 494,448,493 $ 328,843,867 Operating $ 198,536,963 $ 199,104,892 $ 198,567,314 $ 201,541,273 Non-Recurring $ 299,090,930 $ 306,406,394 $ 295,881,179 $ 127,302,594 ELIMINATIONS $ (497,627,893) $ (505,511,286) $ (494,448,493) $ (328,843,867) Operating $ (198,536,963) $ (199,104,892) $ (198,567,314) $ (201,541,273) Non-Recurring $ (299,090,930) $ (306,406,394) $ (295,881,179) $ (127,302,594) $ - $ - $ - $ ALL FUNDS 171 - Maricopa County Annual Business Strategies FY 2015 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 2013 FY 2014 FY 2014 FY 2014 FY 2015 ACTUAL ADOPTED REVISED FORECAST ADOPTED Fund Transfers (see Schedule) (176,693,418) $ (198,536,963) $ (199,104,892) $ (198,567,314) $ (201,541,273) (276,897,848) (299,090,930) (306,406,394) (295,881,179) (127,302,594) $ (453,591,266) $ (497,627,893) $ (505,511,286) $ (494,448,493) $ (328,843,867) $ (159,652,960) $ (163,263,729) $ (168,510,729) $ (174,368,036) $ (164,758,171) $ (613,244,226) $ (660,891,622) $ (674,022,015) $ (668,816,529) $ (493,602,038) $ Operating Non-Recurring Internal Service Charges Totals Personnel Year-over-year, the total number of positions in FY 2015 is increasing by 0.8% or 105.40 Full-time Equivalent (FTE) positions over the FY 2014 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) Due to the rising populations and increased caseloads in the Department, there were 24.50 Full-Time Equivalent (FTE) positions added in FY 2015. The compliments of these positions include 3.0 FTE Justice System Clerks, .50 FTE Management Analyst, 3.0 FTE Presentence Screeners, 3.0 FTE Probation Officer Supervisor, 2.0 FTE Surveillance Officer, and 13.0 FTE Probation Officers. These positions will allow the Department to meet the demands for FY 2015. Sheriff’s Office (500) Changes to the Sheriff’s Office Staff include 35 new positions for the Medical Staffing Team and 25 new positions for the Jail Wagon Program. Public Advocate (570) An anticipated increase of 29.4 percent in net parental dependency assignments in FY 2015 prompted the addition of 4.0 FTE Attorneys and 3.0 FTE support staff. The 376 cases to be assigned to the new attorneys will be resolved at a lower cost than if the cases had been assigned to private attorneys. One FTE new Operations Support Analyst was added to provide litigation support to trial attorneys. 172 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Superior Court (800) The Superior Court of Maricopa County had significant staffing increase primarily due to the addition of three new court divisions. Each division requires a Judge, a Bailiff, and a Judicial Assistant. Additionally, a Court Reporter and two Court Conciliators were added for a total of 12 positions. The remaining 2.4 positions could be accounted for through two additional Judicial Clerks and .4 of a bailiff position to improve coverage in the judicial system overall. Environmental Services (880) The department inactivated 10 vacant positions from FY 2014 to FY 2015 in order to be able to accommodate the 2.5% salary increase and increased CSCA costs. 173 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund 010 100 020 100 030 100 040 100 050 100 060 100 110 100 201 211 255 120 100 140 100 150 100 207 215 160 100 205 208 216 218 274 180 100 190 100 213 219 220 221 266 267 200 100 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 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 Department Total FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 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 2.80 2.80 3.00 3.00 3.00 3.00 3.00 3.00 - 0.0% 0.0% 12.00 12.00 12.00 12.00 13.00 13.00 13.00 13.00 12.00 12.00 (1.00) (1.00) (7.7%) (7.7% ) 864.50 1.50 47.50 157.00 1,070.50 746.90 1.50 34.75 317.00 1,100.15 746.00 1.50 27.75 317.00 1,092.25 746.00 1.50 29.75 317.00 1,094.25 758.00 1.50 28.25 329.00 1,116.75 12.00 .50 12.00 24.50 1.6% 0.0% 1.8% 3.8% 2.2% 323.91 323.91 320.39 320.39 322.91 322.91 325.91 325.91 321.91 321.91 (1.00) (1.00) (0.3%) (0.3% ) 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 5.00 7.50 14.50 2.00 6.00 7.50 15.50 2.00 6.00 7.50 15.50 2.00 5.00 7.50 14.50 (1.00) (1.00) 0.0% (16.7%) 0.0% (6.5% ) 545.00 27.00 2.00 4.00 47.00 46.00 671.00 549.00 25.00 2.00 4.00 47.00 48.00 675.00 550.50 25.00 2.00 4.00 47.00 48.00 676.50 550.50 25.00 2.00 4.00 47.00 48.00 676.50 556.50 25.00 2.00 4.00 47.00 48.00 682.50 6.00 6.00 1.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.9% 38.00 38.00 35.00 35.00 40.00 40.00 40.00 40.00 39.00 39.00 (1.00) (1.00) (2.5%) (2.5% ) 769.00 1.00 68.00 28.00 33.00 9.00 24.00 932.00 742.00 1.00 86.00 37.00 36.50 9.00 24.00 935.50 755.50 1.00 75.00 38.00 36.50 9.00 24.00 939.00 754.50 1.00 75.00 37.00 36.50 9.00 24.00 937.00 804.00 58.00 35.00 26.00 3.00 20.00 946.00 48.50 (1.00) (17.00) (3.00) (10.50) (6.00) (4.00) 7.00 6.4% (100.0%) (22.7%) (7.9%) (28.8%) (66.7%) (16.7%) 0.7% 18.00 18.00 18.00 18.00 18.00 18.00 18.00 18.00 18.00 18.00 - 0.0% 0.0% 174 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) 210 100 220 217 222 255 230 100 240 100 204 250 100 260 100 255 270 100 227 255 275 290 100 300 100 225 239 240 241 310 100 340 100 360 100 236 370 100 255 669 715 782 795 390 100 532 615 618 DEPARTMENT/FUND 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 EDUCATION SERVICE GENERAL DETENTION OPERATIONS SMALL SCHOOL SERVICE SCHOOL GRANT SCHOOL COMMUNICATION EDUCATIONAL SUPPLEMENTAL PROG Department Total EMPLOYEE BENEFITS AND HEALTH GENERAL PUBLIC HEALTH GRANTS WELLNESS BENEFIT ADMINISTRATION Department Total FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED VAR % REVISED FORECAST ADOPTED VARIANCE 52.00 52.00 52.00 52.00 52.00 52.00 52.00 52.00 52.00 52.00 - 0.0% 0.0% 6.00 366.00 8.00 380.00 5.00 359.50 364.50 5.00 365.50 370.50 5.00 363.25 368.25 5.00 367.00 372.00 1.50 1.50 0.0% 0.4% N/A 0.4% 19.00 19.00 19.00 19.00 18.75 18.75 18.75 18.75 18.00 18.00 (.75) (.75) (4.0%) (4.0% ) 332.03 3.00 335.03 329.03 3.00 332.03 331.00 4.00 335.00 331.00 4.00 335.00 333.00 3.00 336.00 2.00 (1.00) 1.00 0.6% (25.0%) 0.3% 36.00 36.00 36.00 36.00 36.00 36.00 36.00 36.00 36.00 36.00 - 0.0% 0.0% 16.00 457.75 473.75 16.00 460.75 476.75 16.00 457.00 473.00 16.00 456.00 472.00 16.00 447.50 463.50 (9.50) (9.50) 0.0% (2.1%) (2.0% ) 272.00 60.00 372.10 4.00 708.10 267.00 60.00 362.10 4.00 693.10 265.00 56.00 361.10 4.00 686.10 267.00 56.00 361.10 4.00 688.10 271.00 53.00 361.10 4.00 689.10 6.00 (3.00) 3.00 2.3% (5.4%) 0.0% 0.0% 0.4% 86.35 86.35 86.50 86.50 85.50 85.50 85.50 85.50 87.50 87.50 2.00 2.00 2.3% 2.3% 3.00 1.00 1.00 17.00 61.00 83.00 1.00 1.00 22.00 59.00 83.00 1.00 1.00 22.00 56.00 80.00 1.00 1.00 22.00 57.00 81.00 1.00 1.00 26.00 53.00 81.00 4.00 (3.00) 1.00 N/A 0.0% 0.0% 18.2% (5.4%) 1.3% 47.80 47.80 46.00 46.00 46.00 46.00 46.00 46.00 46.00 46.00 - 0.0% 0.0% 41.30 41.30 41.30 41.30 41.80 41.80 41.80 41.80 41.80 41.80 - 0.0% 0.0% 35.00 27.00 62.00 35.00 27.00 62.00 29.00 27.00 56.00 29.00 27.00 56.00 29.00 27.00 56.00 - 0.0% 0.0% 0.0% 21.00 12.00 1.00 58.00 2.00 17.00 111.00 22.00 12.00 1.00 81.00 4.00 14.00 134.00 21.00 12.00 1.00 101.00 7.00 13.00 155.00 21.00 12.00 1.00 100.00 6.00 13.00 153.00 27.00 12.00 2.00 100.00 6.00 5.00 152.00 6.00 1.00 (1.00) (1.00) (8.00) (3.00) 28.6% 0.0% 100.0% (1.0%) (14.3%) (61.5%) (1.9% ) 3.00 10.00 2.00 20.00 35.00 4.00 11.00 6.00 16.00 37.00 5.00 11.00 7.00 16.00 39.00 4.00 11.00 7.00 16.00 38.00 4.00 11.00 7.00 17.00 39.00 (1.00) 1.00 - (20.0%) 0.0% 0.0% 6.3% 0.0% 175 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) 410 100 681 420 255 430 100 440 226 460 100 470 100 490 100 500 100 251 252 255 258 520 100 209 233 262 540 100 550 100 560 100 570 100 640 223 232 670 100 290 DEPARTMENT/FUND 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 CONTRACT COUNSEL GENERAL Department Total PUBLIC ADVOCATE GENERAL Department Total TRANSPORTATION TRANSPORTATION GRANTS TRANSPORTATION OPERATIONS Department Total WASTE RESOURCES AND RECYCLING GENERAL WASTE TIRE Department Total FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2015 REVISED TO ADOPTED FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % 114.33 51.00 165.33 113.99 55.00 168.99 147.00 55.00 202.00 145.00 55.00 200.00 143.50 58.00 201.50 (3.50) 3.00 (.50) (2.4%) 5.5% (0.2% ) 5.00 5.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 - 0.0% 0.0% 53.00 53.00 53.00 53.00 53.00 53.00 53.00 53.00 55.00 55.00 2.00 2.00 3.8% 3.8% 80.00 80.00 77.00 77.00 87.00 87.00 78.00 78.00 85.00 85.00 (2.00) (2.00) (2.3%) (2.3% ) 5.75 5.75 5.75 5.75 5.75 5.75 5.75 5.75 5.75 5.75 - 0.0% 0.0% 10.00 10.00 - - - - - N/A N/A 18.00 18.00 19.00 19.00 18.00 18.00 18.00 18.00 18.00 18.00 - 0.0% 0.0% 1,046.00 29.00 112.00 2,385.00 3,572.00 1,044.00 24.00 118.00 2,390.00 2.00 3,578.00 1,128.75 27.00 135.00 2,462.00 2.00 3,754.75 1,130.75 27.00 132.00 2,462.00 2.00 3,753.75 1,129.75 27.00 135.00 2,523.00 2.00 3,816.75 1.00 61.00 62.00 0.1% 0.0% 0.0% 2.5% 0.0% 1.7% 388.48 3.00 4.00 10.00 405.48 406.48 3.00 3.00 9.00 421.48 423.58 3.00 2.00 7.00 435.58 415.58 3.00 2.00 7.00 427.58 422.58 3.00 2.00 7.00 434.58 (1.00) (1.00) (0.2%) 0.0% 0.0% 0.0% (0.2% ) 113.00 113.00 114.49 114.49 115.49 115.49 114.49 114.49 115.49 115.49 - 0.0% 0.0% 93.50 93.50 93.50 93.50 103.50 103.50 93.50 93.50 103.50 103.50 - 0.0% 0.0% 28.00 28.00 28.00 28.00 29.00 29.00 29.00 29.00 29.00 29.00 - 0.0% 0.0% 68.45 68.45 71.65 71.65 87.65 87.65 79.65 79.65 87.65 87.65 - 0.0% 0.0% 1.00 415.50 416.50 1.00 415.50 416.50 1.00 410.00 411.00 1.00 411.00 412.00 1.00 409.00 410.00 (1.00) (1.00) 0.0% (0.2%) (0.2% ) 26.00 2.00 28.00 21.00 2.00 23.00 19.00 2.00 21.00 17.00 2.00 19.00 21.00 2.00 23.00 2.00 2.00 10.5% 0.0% 9.5% 176 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) 700 100 255 720 100 730 100 673 740 654 750 675 790 572 573 574 800 100 208 238 264 850 503 504 860 100 265 532 880 100 506 920 100 930 226 940 100 950 100 249 255 960 100 572 DEPARTMENT/FUND FACILITIES MANAGEMENT GENERAL DETENTION OPERATIONS Department Total PROTECTIVE SERVICES GENERAL 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 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 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 125.00 30.00 155.00 136.00 30.00 166.00 141.00 30.00 171.00 140.00 30.00 170.00 137.00 32.00 169.00 (4.00) 2.00 (2.00) (2.8%) 6.7% (1.2% ) 73.50 73.50 74.50 74.50 73.50 73.50 73.50 73.50 73.50 73.50 - 0.0% 0.0% 30.00 9.00 39.00 30.00 9.00 39.00 30.50 9.00 39.50 30.50 9.00 39.50 27.50 9.00 36.50 (3.00) (3.00) (9.8%) 0.0% (7.6% ) 54.00 54.00 54.00 54.00 54.00 54.00 54.00 54.00 54.00 54.00 - 0.0% 0.0% 26.00 26.00 29.00 29.00 31.00 31.00 30.00 30.00 29.75 29.75 (1.25) (1.25) (4.0%) (4.0% ) 109.00 7.00 49.00 165.00 106.00 9.00 50.00 165.00 106.00 12.00 51.00 169.00 107.00 11.00 51.00 169.00 108.00 11.00 51.00 170.00 2.00 (1.00) 1.00 1.9% (8.3%) 0.0% 0.6% 1,140.00 8.00 23.00 32.00 1,203.00 1,145.00 6.00 26.00 33.00 1,210.00 1,148.60 6.00 27.00 33.00 1,214.60 1,149.00 6.00 27.00 33.00 1,215.00 1,163.00 6.00 27.00 33.00 1,229.00 14.40 14.40 1.3% 0.0% 0.0% 0.0% 1.2% 21.60 119.00 140.60 20.60 120.50 141.10 20.00 125.25 145.25 20.00 129.50 149.50 20.00 121.50 141.50 (3.75) (3.75) 0.0% (3.0%) (2.6% ) 131.15 63.00 407.20 601.35 134.75 63.00 415.20 612.95 136.25 60.00 427.80 624.05 133.25 61.00 426.80 621.05 137.25 59.00 428.80 625.05 1.00 (1.00) 1.00 1.00 0.7% (1.7%) 0.2% 0.2% 45.00 241.00 286.00 45.00 248.00 293.00 46.00 254.00 300.00 45.00 254.00 299.00 45.00 245.00 290.00 (1.00) (9.00) (10.00) (2.2%) (3.5%) (3.3% ) 10.00 10.00 13.00 13.00 12.00 12.00 12.00 12.00 12.00 12.00 - 0.0% 0.0% 33.25 33.25 40.50 40.50 13.00 13.00 13.00 13.00 13.00 13.00 - 0.0% 0.0% 5.75 5.75 7.30 7.30 6.63 6.63 6.63 6.63 6.63 6.63 - 0.0% 0.0% 5.00 1.00 6.00 3.00 1.00 4.00 8.00 3.00 1.00 4.00 8.00 3.00 1.00 4.00 8.00 3.00 1.00 4.00 8.00 - 0.0% 0.0% 0.0% 0.0% 1.00 1.00 13,452.69 1.00 2.00 3.00 13,548.22 1.00 2.00 3.00 13,828.04 1.00 2.00 3.00 13,786.44 2.00 2.00 13,913.69 (1.00) (1.00) 85.65 (100.0%) 0.0% (33.3% ) 0.6% 177 Maricopa County Annual Business Strategies FY 2015 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 Staff Supv Administrative Supervisor Administrator Air Instrument Technician Supv Air Quality Division Manager Air Quality Enforcement Specialist Air Quality Engineering Supv Air Quality Operations Supervisor Air Quality Planner Air Quality Planning Supv Air Quality Policy Advisor Air Quality Specialist Air Quality Specialist Senior Air Quality Specialist Supervisor Animal Care & Control Manager Animal Care Supervisor Animal Care Technician Animal Care Technician Lead Animal Control Officer Animal Control Officer Lead 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 Auditor Appraiser Auditor Appraiser Supervisor Bailiff Bd of Supvr's Chief of Staff Benefits Specialist - County Benefits Vendor Relations Mgr Budget Administrator Budget Analyst Budget Supervisor Business Systems Analyst Business Systems Analyst-Sr/Ld Call Center Representative REVISED TO ADOPTED FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 40.00 42.00 45.50 42.50 43.50 (2.00) (4.4%) 1.00 1.00 N/A 82.50 83.00 87.00 88.50 86.50 (.50) (0.6%) 1.00 1.00 1.00 1.00 0.0% 3.00 2.00 1.00 1.00 1.00 0.0% 184.50 181.50 193.50 193.50 190.50 (3.00) (1.6%) 1.00 N/A 3.00 N/A 14.00 9.00 8.00 9.00 9.00 1.00 12.5% 3.00 4.00 4.00 3.00 (1.00) (25.0%) 50.00 45.00 38.00 38.00 38.00 0.0% 60.00 61.00 53.00 53.00 60.00 7.00 13.2% 12.00 9.00 11.00 11.00 11.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 4.00 4.00 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 2.00 2.00 1.00 (1.00) (50.0%) 1.00 1.00 1.00 1.00 0.0% 6.00 6.00 6.75 6.00 6.00 (.75) (11.1%) 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 40.00 39.00 33.00 33.00 31.00 (2.00) (6.1%) 7.00 12.00 6.00 (1.00) (14.3%) 6.00 6.00 7.00 7.00 7.00 0.0% 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 41.00 38.00 41.00 41.00 41.00 0.0% 3.00 3.00 3.00 3.00 0.0% 35.00 34.00 32.00 32.00 32.00 0.0% 3.00 3.00 3.00 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% 12.00 11.00 12.00 12.00 13.00 1.00 8.3% N/A 1.00 1.00 1.00 1.00 0.0% 9.00 13.00 13.00 13.00 13.00 0.0% 13.00 7.00 6.00 6.00 5.00 (1.00) (16.7%) 99.00 100.48 87.00 92.00 102.00 15.00 17.2% 6.00 7.00 7.00 7.00 7.00 0.0% 11.48 11.48 17.48 17.48 13.48 (4.00) (22.9%) 19.00 17.00 18.00 18.00 18.00 0.0% 16.00 17.00 24.00 22.00 15.00 (9.00) (37.5%) 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 682.93 697.11 717.71 703.71 719.71 2.00 0.3% 5.00 5.00 5.00 5.00 5.00 0.0% 13.00 13.00 13.00 13.00 13.00 0.0% 4.00 6.00 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 1.00 0.0% 116.00 117.00 116.60 117.00 120.00 3.40 2.9% 5.00 5.00 5.00 5.00 5.00 0.0% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 11.00 11.00 11.00 11.00 11.00 0.0% 3.00 3.00 2.00 2.00 2.00 0.0% 27.00 26.00 33.00 31.00 31.00 (2.00) (6.1%) 20.00 22.00 27.00 26.00 25.25 (1.75) (6.5%) 22.00 18.00 18.00 18.00 18.00 0.0% 178 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Call Center Representative Lead Call Center Supervisor CASA Coordinator Chaplain Chemical Applicatns Tech Chief Appraiser - Assessor Chief Deputy - Clk of Crt Chief Deputy - County Attorney Chief Deputy - Recorder Chief Deputy - Schools Chief Deputy - Sheriff Chief Deputy - Treasurer Chief Deputy Assessor Chief Medical Examiner Chief Technology Officer Chief Veterinarian Claims Adjuster Claims Adjuster Lead Clerk of Board Assistant Clerk of Board Specialist Clerk of Board Supervisor Co Pol/Compliance/PrgAdvoc Dir Code Enforcement Officer Collections Supervisor Collector Communications Manager-County Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Communicatns Mgr-Crim Justice Community Devlpmnt Coordinator Community Devlpmnt Supervisor Community Justice Coordinator Compensation Analyst Compensation Supervisor Computer Forensic Specialist Computer Operator Computer Operator - Sr/Ld Conference Officer Construction Maintenance Supv Consultant Correctional Health Legal Liaison Counseling Supervisor Counselor County Attorney Special Assistant County Manager County Mgr's Chief of Staff Court Commissioner Court Conciliator Court Interpreter Court Interpreter Manager Court Interpreter Supervisor Court Probate Investigator Court Reporter Court Reporter Manager Courtroom Clerk Courtroom Services Supervisor Crew Leader Crime Scene Specialist Crime Scene Specialist-Sheriff Crime Scene Supervisor Criminal Intelligence Analyst FY 2014 FY 2015 FY 2014 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 0.0% 4.00 4.00 4.00 4.00 0.0% 2.00 2.00 2.00 2.00 0.0% 6.00 6.00 5.00 7.00 6.00 0.0% 4.00 4.00 4.00 4.00 4.00 27.00 (1.00) (3.6%) 27.00 27.00 27.00 28.00 1.00 0.0% 1.00 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 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 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 3.00 3.00 3.00 0.0% 6.00 4.00 3.00 4.00 3.00 (1.00) (25.0%) 1.00 0.0% 1.00 1.00 1.00 1.00 (2.00) (66.7%) 3.00 3.00 0.0% 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 4.00 0.0% 4.00 4.00 4.00 5.00 0.0% 3.00 3.00 3.00 3.00 3.00 20.00 0.0% 20.00 20.00 20.00 21.00 1.00 0.0% 1.00 1.00 1.00 1.00 4.3% 23.00 23.00 24.00 1.00 22.00 26.00 0.0% 3.00 4.00 6.00 6.00 6.00 0.0% 4.00 4.00 4.00 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 2.00 N/A 1.00 13.00 15.00 4.00 36.4% 4.00 8.00 11.00 3.00 3.00 0.0% 2.80 3.00 3.00 N/A 1.00 1.00 0.0% 3.00 3.00 3.00 3.00 3.00 11.00 11.00 0.0% 12.00 12.00 11.00 5.00 5.00 5.00 0.0% 4.00 4.00 0.0% 13.00 13.00 13.00 13.00 13.00 10.00 1.00 11.1% 9.00 10.00 9.00 10.00 1.00 N/A 1.00 1.00 1.00 3.75 1.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 3.00 2.00 0.0% 36.00 32.00 33.00 33.00 33.00 4.00 4.00 4.00 0.0% 3.00 4.00 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 59.00 59.00 59.00 59.00 0.0% 59.00 14.00 2.00 16.7% 4.00 11.00 12.00 12.00 33.00 33.00 0.0% 33.00 33.00 33.00 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 0.0% 3.00 3.00 3.00 3.00 6.00 6.00 6.00 6.00 0.0% 4.0% 51.50 51.50 49.50 50.50 51.50 2.00 2.00 1.00 1.00 (1.00) (50.0%) 1.00 1.00 213.50 213.50 213.00 213.00 218.00 5.00 2.3% 0.0% 16.00 16.00 16.00 16.00 16.00 11.00 12.00 12.00 11.00 (1.00) (8.3%) 11.00 0.0% 23.00 23.00 21.00 21.00 21.00 10.00 0.0% 8.00 9.00 10.00 10.00 6.00 6.00 7.00 7.00 7.00 0.0% 0.0% 5.00 4.00 4.00 4.00 - 179 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Custodial Manager Custodial Supervisor Custodian Data Architect Database Administrator Database Administrator - Senior/Lead Database Report Writer Analyst Dental Assistant Dental Hygienist Dentist Department Facilities Planner Deputy Administrator - BOS Deputy Chief Medical Examiner 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 Services Specialist Development Svcs Supervisor Development Svcs Technician Dietitian/Nutritionist Dietitian/Nutritionist Princpl Dietitian/Nutritionist Supv Director Director - Air Quality Director - Business Strategies & Healthcare Progra Director - Clerk of the Board Director - Communications Director - Correctional Health Director - Elections Director - Emergency Mgt Director - Environmental Svcs Director - Equipment Services Director - Facilities Mgt FY 2014 FY 2015 FY 2014 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 0.0% 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 0.0% 33.00 33.00 33.00 350.0% 9.00 7.00 4.00 7.00 10.00 2.00 13.00 5.00 62.5% 10.00 18.33 18.49 8.00 9.00 3.50 (8.50) (70.8%) 12.00 4.00 4.00 4.00 0.0% 4.00 4.00 3.00 3.00 0.0% 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 33.3% .50 1.50 1.50 1.50 1.50 2.00 0.0% 2.00 3.00 3.00 3.00 3.00 0.0% 5.00 5.00 4.80 5.00 5.00 0.0% 1.00 1.00 1.00 1.00 14.3% 8.00 8.00 7.00 8.00 2.00 2.00 0.0% 2.00 2.00 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 0.0% 2.00 2.00 2.00 2.00 2.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 4.00 4.00 3.00 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 2.00 1.00 N/A 1.00 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 1.00 0.0% 1.00 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 2.00 2.00 0.0% 2.00 2.00 2.00 6.50 6.50 6.50 0.0% 7.50 7.50 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 7.00 7.00 7.00 0.0% 4.00 4.00 N/A 0.0% 25.00 26.00 27.00 27.00 27.00 60.00 3.1% 1,894.00 1,915.00 1,915.00 1,975.00 1,887.00 220.10 221.10 1.00 0.5% 240.10 220.10 220.10 0.0% 13.00 13.00 13.00 11.00 13.00 0.0% 65.00 65.00 70.00 70.00 70.00 203.00 0.0% 202.00 203.00 203.00 203.00 24.00 28.00 27.00 28.00 0.0% 25.00 6.00 (1.00) (14.3%) 7.00 7.00 7.00 7.00 99.93 97.93 97.93 97.93 0.0% 104.93 39.35 0.0% 21.35 27.60 39.35 39.35 1.00 1.00 0.0% 1.00 3.00 3.00 3.00 3.00 3.00 0.0% N/A 1.00 1.00 1.00 1.00 1.00 0.0% 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 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 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% 0.0% 1.00 1.00 1.00 1.00 1.00 - 180 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Director - Finance Director - Geographic Information Systems Director - Govt Relations 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 - STAR Call Center Director - Superior Court Director - Transportation Dispatcher Duty Plant Operator Education Manager - Detention Education Service Assistant Superintendent Education Service Peer Evaluator Education Svc Program Coord Education Svc Program Manager Educator Educator - Detention Educator Assistant Educator Bachelor's Educator Coordinator Educator Supervisor - Detention Elected Electrician Electronic Technician Electronic Technician Senior Emergency Communication Manager Emergency Dispatch Supervisor Emergency Dispatcher Emergency Operator Emergency Services Planner Emergency Services Planner Senior Emergency Services Planning Supervisor Employee Records Specialist Employee Records Supervisor Employee Relations Analyst-Cty Engineer Engineer - Air Quality Engineering Associate Engineering Drainage Mgr Engineering Manager Engineering Specialist Engineering Supervisor Engineering Support Branch Manager Engineering Technician Enterprise Architect Environmental Enforcement Specialist Environmental Services Division Manger Environmental Services Operations Supervisor Environmental Spec Trainee FY 2014 FY 2015 FY 2014 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE N/A 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 0.0% 1.00 1.00 1.00 1.00 4.00 4.00 4.00 0.0% 4.00 4.00 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 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 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 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 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 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 29.00 29.00 29.00 29.00 29.00 4.00 (4.00) (100.0%) 2.00 0.0% 1.00 2.00 2.00 1.00 0.0% 3.00 3.00 3.00 3.00 3.00 44.00 0.0% 34.00 44.00 44.00 34.00 12.00 (2.00) (14.3%) 7.00 10.00 14.00 12.00 0.0% 32.00 32.00 32.00 17.00 27.00 (1.00) (2.4%) 46.50 41.00 42.00 41.75 41.00 0.0% 27.00 24.00 27.00 25.00 26.00 36.50 0.0% 55.00 36.50 36.50 53.00 63.00 63.50 .50 0.8% 41.00 45.50 63.00 0.0% 28.00 28.00 28.00 40.00 39.00 2.00 2.00 0.0% 2.00 2.00 2.00 38.00 38.00 38.00 0.0% 38.00 38.00 12.00 13.00 13.00 13.00 0.0% 12.00 2.00 2.00 0.0% 10.00 3.00 2.00 8.00 8.00 8.00 0.0% 8.00 0.0% 1.00 1.00 1.00 1.00 7.00 0.0% 4.00 4.00 7.00 7.00 29.00 33.00 33.00 35.00 2.00 6.1% 29.00 6.00 0.0% 6.00 6.00 6.00 6.00 9.50 10.50 10.50 1.00 10.5% 8.50 8.50 (100.0%) 1.00 1.00 (1.00) 3.00 3.00 3.00 0.0% 2.00 3.00 1.00 50.0% 4.00 2.00 2.00 2.00 3.00 1.00 0.0% 1.00 1.00 1.00 4.00 4.00 4.00 4.00 0.0% 4.00 39.00 0.0% 36.00 37.00 39.00 38.00 2.00 2.00 0.0% 2.00 2.9% 39.00 37.00 35.00 33.00 36.00 1.00 1.00 0.0% 1.00 1.00 1.00 5.00 4.00 5.00 5.00 5.00 0.0% 31.3% 19.00 21.00 16.00 16.00 21.00 5.00 10.00 9.00 10.00 0.0% 12.00 10.00 1.00 (1.00) (100.0%) 7.00 43.8% 23.00 23.00 16.00 17.00 23.00 6.00 7.00 7.00 8.00 1.00 14.3% 8.00 7.00 7.00 7.00 7.00 7.00 0.0% 3.00 0.0% 3.00 3.00 3.00 8.00 8.00 8.00 7.00 (1.00) (12.5%) 0.0% 10.00 15.00 15.00 15.00 - 181 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Environmental Specialist Environmental Specialist Supervisor Epidemiologist Epidemiologist Principal Epidemiologist Senior Epidemiology Analyst 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 Planner Facilities Planning Div Mgr Facilities Project Manager Facilities Project Manager Supervisor Fiduciary Fiduciary Benefits Specialist Fiduciary Supervisor Field Operations Supervisor Finan Compliance Admin - Cnty Finance Manager Finance Manager - County Finance Manager - Large Finance Manager - Sheriff Finance Support Supervisor Finance/Business Analyst Finance/Business Analyst - County Financial Supervisor - County 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 Chemist Forensic Chemist Senior Forensic Chemist Supervisor Forensic Odontologist Forensic Services Supervisor Forensic Technician General Laborer General Laborer Supervisor General Maintenance Worker GIS Programmer/Analyst GIS Programmer/Analyst - Senior/Lead GIS Technician Grant/Contract Admin Supervisor FY 2015 FY 2014 FY 2014 FY 2014 FY 2013 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 128.00 128.00 127.00 (1.00) (0.8%) 128.00 128.00 29.00 28.00 (1.00) (3.4%) 29.00 29.00 29.00 15.00 0.0% 16.50 18.50 15.00 14.50 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 (2.00) (66.7%) 3.00 3.00 0.0% 3.00 1.00 0.0% 1.00 1.00 1.00 1.00 3.00 1.00 50.0% 1.00 1.00 2.00 1.00 73.00 1.00 1.4% 72.00 72.00 54.00 53.00 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% 5.00 5.00 2.00 4.00 5.00 0.0% 21.00 25.00 20.00 21.00 21.00 0.0% 4.00 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% 4.00 5.00 5.00 5.00 4.00 0.0% 8.00 8.00 5.00 6.00 8.00 0.0% 4.00 5.00 4.00 4.00 5.00 0.0% 1.00 1.00 1.00 1.00 1.00 2.00 0.0% 2.00 2.00 2.00 2.00 0.0% 6.00 6.00 6.00 2.00 6.00 1.00 1.00 0.0% 1.00 1.00 1.00 5.00 0.0% 4.00 5.00 5.00 4.00 1.00 0.0% 1.00 1.00 1.00 1.00 23.80 0.0% 24.30 24.30 23.80 23.80 2.00 2.00 0.0% 2.00 2.00 2.00 4.00 0.0% 3.00 4.00 4.00 3.00 0.0% 17.00 17.00 17.00 18.00 18.00 0.0% 2.00 1.00 1.00 1.00 1.00 0.0% 8.00 9.75 9.75 9.75 10.00 0.0% 5.00 4.00 4.00 4.00 6.00 12.00 12.00 0.0% 8.00 12.00 12.00 1.00 1.00 0.0% 1.00 1.00 1.00 14.00 0.0% 11.00 11.00 14.00 14.00 2.9% 29.00 34.00 34.00 34.00 35.00 1.00 22.00 2.00 10.0% 16.00 20.00 22.00 17.00 4.00 4.00 0.0% 5.00 4.00 4.00 16.00 0.0% 16.00 16.00 16.00 16.00 3.00 3.00 3.00 3.00 0.0% 3.00 14.00 14.00 14.00 0.0% 14.00 14.00 0.0% 3.00 3.00 3.00 3.00 3.00 39.00 39.00 38.00 (1.00) (2.6%) 10.00 10.00 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% 12.00 12.00 11.00 11.00 11.00 0.0% 1.00 1.00 2.00 2.00 2.00 .75 .75 .75 .75 0.0% .60 6.00 6.00 7.00 1.00 16.7% 8.00 8.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% .75 .75 .75 0.0% .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 (4.4%) 79.00 78.00 45.00 43.00 43.00 (2.00) 5.00 5.00 N/A 50.00 0.0% 70.00 70.00 50.00 50.00 0.0% 6.00 8.00 8.00 8.00 8.00 2.00 2.00 4.00 4.00 3.00 (1.00) (25.0%) 21.50 21.50 23.50 23.50 23.50 0.0% 3.00 4.00 1.00 33.3% 4.00 5.00 3.00 182 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Grant-Contract Administrator 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 Infection Control Supervisor 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 Investigations Supervisor - MCAO Investigations Supv - Defense Investigations Task Force Commander - MCAO Investigator Investigator - Defense Investigator - MCAO Investigator Chief - MCAO IT Consultant IT Division Manager IT Operations Manager IT PMO Manager IT Program Manager IT Project Manager IT Security Analyst IT Security Analyst - Senior/Lead IT Senior Manager IT Services Supv Judicial Assistant Judicial Assistant Coordinator Judicial Clerk Supervisor Justice Of The Peace Justice System Administrator Justice System Clerk FY 2015 FY 2014 FY 2014 FY 2014 FY 2013 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 18.00 17.00 17.00 (1.00) (5.6%) 15.60 19.60 53.75 53.75 0.0% 53.75 35.35 45.35 11.00 0.0% 11.00 10.00 11.00 10.00 106.80 0.0% 106.80 109.80 106.80 107.10 25.00 29.00 4.00 16.0% 29.00 25.00 30.00 4.00 (4.00) (100.0%) 4.00 23.00 (1.00) (4.2%) 24.00 24.00 26.00 24.00 0.0% 11.00 11.00 11.00 10.00 10.00 3.00 0.0% 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 3.00 3.2% 32.00 1.00 31.00 27.00 30.00 31.00 0.0% 11.00 11.00 12.00 10.00 11.00 (9.1%) 10.00 (1.00) 9.00 11.00 11.00 10.00 0.0% 2.00 1.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 (20.0%) 2.00 3.00 5.00 4.00 4.00 (1.00) 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 27.00 29.00 31.00 27.00 27.00 N/A 1.00 5.00 1.00 25.0% 5.00 4.00 4.00 5.00 2.00 0.0% 2.00 2.00 2.00 2.00 (1.00) (20.0%) 5.00 4.00 4.00 3.00 4.00 16.00 16.00 0.0% 14.00 16.00 2.00 0.0% 2.00 2.00 31.00 (1.00) (3.1%) 32.00 31.00 32.00 32.00 (6.00) (100.0%) 6.00 6.00 1.00 1.00 0.0% 1.00 1.00 7.00 0.0% 7.00 7.00 7.00 7.00 (5.9%) 34.00 32.00 32.00 (2.00) 34.00 32.00 11.00 (1.00) (8.3%) 13.00 13.00 12.00 12.00 0.0% 2.50 2.50 2.50 2.50 2.50 N/A 2.00 3.00 3.00 0.0% 3.00 3.00 3.00 2.00 2.00 0.0% 2.00 2.00 2.00 3.75 .25 7.1% 4.50 4.50 3.50 4.50 4.00 5.00 5.00 4.50 5.00 0.0% (1.00) (30.8%) 2.50 3.25 2.75 2.25 2.50 12.00 0.0% 12.00 12.00 12.00 12.00 1.00 20.0% 5.00 6.00 5.00 6.00 6.00 5.00 5.00 5.00 5.00 0.0% 5.00 1.00 1.00 1.00 0.0% 1.00 1.00 N/A 2.00 1.00 42.00 42.00 42.00 0.0% 43.00 42.00 0.0% 41.00 48.00 47.00 47.00 47.00 1.00 1.00 1.00 0.0% 1.00 1.00 (1.00) (8.0%) 10.00 11.50 12.50 12.50 11.50 1.00 6.7% 12.00 12.00 15.00 15.00 16.00 1.00 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 3.00 0.0% 3.00 3.00 (2.00) (12.5%) 10.00 13.00 16.00 16.00 14.00 12.00 12.00 12.00 11.00 12.00 0.0% 3.00 3.00 3.00 0.0% 4.00 3.00 100.0% 2.00 2.00 2.00 2.00 4.00 2.00 1.00 12.5% 7.00 8.00 8.00 8.00 9.00 (8.3%) 12.00 13.00 12.00 11.00 11.00 (1.00) 155.00 156.00 161.00 160.00 163.00 2.00 1.2% 4.00 0.0% 4.00 4.00 4.00 4.00 N/A 1.00 26.00 26.00 26.00 26.00 26.00 0.0% 15.00 15.00 15.00 15.00 15.00 0.0% 0.8% 891.03 875.53 882.50 882.50 889.50 7.00 183 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Justice System Clerk Lead Justice System Clerk Supervisor Justice System Manager Laboratory Manager Laboratory Supervisor Laboratory Technician Laboratory Technologist Laundry Manager Laundry Worker Lead 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 Paraprofessional Licensed Practical Nurse Locksmith Management Analyst Management Assistant Managing for Results Faciltatr Materials Inventory Specialist Materials Testing Supervisor Materials Testing Technician Mechanic - Automotive Mechanic - Automotive Lead Mechanic - Aviation Mechanic - Heavy Equip Lead Mechanic - Heavy Equipment Mechanic Supervisor Mechanic Supervisor - Aviation Media Specialist Medical Assistant Medical 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 Senior/Lead Nurse Nurse - Correctional/Psychiatric Nurse - Public Health Nurse Legal Consultant Nurse Practitioner FY 2015 FY 2014 FY 2014 FY 2014 FY 2013 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 0.0% 83.00 83.00 83.00 79.00 81.00 96.00 97.00 0.0% 97.00 93.00 95.00 21.00 0.0% 21.00 23.00 21.00 20.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 3.00 3.00 0.0% 3.00 2.00 2.00 6.25 0.0% 6.25 6.25 6.25 6.25 1.00 0.0% 1.00 1.00 4.00 1.00 33.3% 3.00 4.00 1.00 4.5% 23.00 22.00 22.00 22.00 22.00 0.0% 34.00 34.00 30.00 30.00 34.00 0.0% 578.00 578.00 567.00 550.00 578.00 0.0% 104.00 89.00 88.00 104.00 104.00 (1.00) (0.7%) 164.00 150.00 152.00 150.00 151.00 0.0% 18.00 17.00 17.00 17.00 17.00 0.0% 4.00 5.00 6.00 6.00 6.00 (1.00) (20.0%) 5.00 5.00 4.00 4.00 11.00 0.0% 7.00 7.00 8.00 7.00 7.00 0.0% 190.00 200.00 198.00 200.00 188.00 0.0% 48.00 49.00 48.00 48.00 49.00 3.00 0.0% 2.00 3.00 3.00 2.00 (1.00) (50.0%) 2.00 1.00 1.00 1.00 1.00 5.00 5.00 0.0% 6.00 6.00 5.00 1.50 0.0% 1.50 1.50 1.50 1.50 1.00 0.0% 1.00 1.00 6.00 0.0% 6.00 6.00 6.00 6.00 80.50 81.50 84.50 4.00 5.0% 69.75 76.75 7.00 2.00 40.0% 5.00 6.00 1.3% 78.13 80.13 79.13 1.00 77.00 73.30 16.00 1.00 6.7% 8.00 13.00 15.00 15.00 0.0% 1.00 1.00 1.00 1.00 2.00 3.00 6.8% 43.00 44.00 43.00 47.00 45.00 1.00 1.00 0.0% 1.00 1.00 1.00 5.00 5.00 0.0% 5.00 5.00 5.00 16.00 (1.00) (5.9%) 15.00 16.00 17.00 16.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 13.00 0.0% 13.00 13.00 13.00 13.00 2.00 2.00 2.00 2.00 0.0% 2.00 1.00 1.00 1.00 0.0% 1.00 1.00 16.00 16.00 (1.00) (5.9%) 16.00 15.00 17.00 80.25 80.25 80.25 0.0% 79.50 79.50 0.0% 2.00 2.00 2.00 2.00 2.00 10.00 10.00 0.0% 11.00 11.00 10.00 2.00 0.0% 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 0.0% 40.00 39.00 40.00 0.0% 37.00 39.00 0.0% 4.00 6.00 6.00 6.00 6.00 13.00 15.00 15.00 15.00 15.00 0.0% 2.00 2.00 2.00 0.0% 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 20.00 21.00 0.0% 20.00 20.00 21.00 (1.00) (25.0%) 2.00 2.00 4.00 4.00 3.00 4.00 4.00 8.00 8.00 5.00 (3.00) (37.5%) 122.75 3.00 2.5% 114.50 116.50 119.75 116.75 N/A 1.00 63.30 50.60 52.80 52.80 51.80 (1.00) (1.9%) 1.00 1.00 1.00 1.00 1.00 0.0% 19.00 237.5% 27.00 27.00 8.00 8.00 27.00 184 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Nurse Practitioner - Psychiatric Nurse Practitioner - Public Health Nursing Administrator Nursing Director Nursing Informatics Analyst Nursing Manager Nursing Supervisor - Public Health 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 Technician PC/LAN Technician - Senior/Lead Pharmacist Pharmacy Technician Photographer Photographer Supervisor Physical Therapist Physician Physician Assistant Physician Assistant - Psychiatric Physician Assistant - Public Health Pilot Planner Planning Division Manager Planning Supervisor Plans Examiner Plans Examiner Manager Plans Examiner Supervisor Plumber Policy and Compliance Consultant Polygraph Examiner Polygraph Examiner Supervisor Presentence Screener Preventive Maintenance Tech Probation Assistant Probation Manager Probation Officer Probation Officer Supervisor Procurement Officer – County Procurement Officer - Dept Procurement Officer Lead – County Procurement Specialist Procurement Supervisor – County Procurement Supervisor - Dept Program Coordinator Program Manager - County Program Supervisor Programmer/Analyst Programmer/Analyst - Senior/Lead FY 2015 FY 2014 FY 2014 FY 2014 FY 2013 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 3.00 3.00 4.00 1.00 33.3% 4.00 4.00 4.00 (4.00) (100.0%) 4.00 3.00 6.00 3.00 100.0% 4.00 3.00 4.00 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 1.00 9.00 90.0% 12.00 19.00 10.00 19.00 20.00 (11.00) (100.0%) 11.00 11.00 21.00 6.0% 373.35 352.35 378.35 426.35 406.85 (7.6%) 340.50 (28.00) 368.50 347.50 351.50 363.65 2.00 50.0% 6.00 5.00 7.00 7.00 4.00 0.0% 12.00 7.00 5.00 5.00 12.00 0.0% 4.00 4.00 4.00 4.00 4.00 (10.0%) 18.00 (2.00) 37.00 28.00 20.00 18.00 1.00 3.7% 43.00 29.00 27.00 27.00 28.00 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% 7.00 7.00 7.00 7.00 7.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 3.00 5.00 1.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 46.50 46.50 0.0% 52.00 48.00 46.50 20.00 20.00 0.0% 13.00 18.00 20.00 2.00 0.0% 2.00 2.00 3.40 4.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.50 1.50 0.0% 2.00 2.00 1.50 1.00 0.0% 1.00 1.00 0.0% 1.00 1.00 1.00 12.00 0.0% 13.00 12.00 12.00 12.00 (100.0%) 10.00 10.00 (10.00) (1.00) (100.0%) 1.00 1.00 4.50 (4.50) (100.0%) 4.50 3.00 3.00 0.0% 3.00 3.00 3.00 11.00 1.00 10.0% 15.00 9.00 10.00 10.00 1.00 1.00 1.00 1.00 0.0% 0.0% 7.00 6.00 6.00 6.00 7.00 5.00 5.00 0.0% 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 12.00 12.00 12.00 0.0% 12.00 N/A 1.00 1.00 0.0% 5.00 5.00 5.00 4.00 4.00 0.0% 1.00 1.00 1.00 1.00 49.00 52.00 3.00 6.1% 47.00 52.00 49.00 4.00 1.00 33.3% 5.00 4.00 3.00 4.00 0.0% 46.50 45.75 44.75 45.75 44.75 15.00 15.00 15.00 15.00 0.0% 16.00 849.00 850.00 864.00 15.00 1.8% 838.00 856.00 2.3% 123.00 129.00 130.00 130.00 133.00 3.00 11.50 10.50 11.00 12.00 9.00 (2.00) (18.2%) 1.00 1.00 1.00 0.0% 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 27.00 28.00 0.0% 29.00 28.00 28.00 0.0% 3.00 2.00 2.00 2.00 2.00 4.00 4.00 4.00 4.00 4.00 0.0% 62.50 1.00 1.6% 62.50 61.50 61.50 60.50 (1.00) (50.0%) 3.00 3.00 2.00 2.00 1.00 2.00 N/A 40.00 35.00 36.00 35.00 35.00 (1.00) (2.8%) (1.00) (2.0%) 41.00 50.00 50.00 49.00 49.00 185 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Project Administrator Project Manager Project Manager Property & Evidence Custodian Psychiatrist Psychologist Psychometrist Public Health OPR Manager Public Health Policy Consultnt Public Health Program Admin 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 Mgmt Supervisor Road Technician Roadway Operations Division Manager Safety Representative 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 Sheriff's Inmate Prog/Svcs Mgr Social Worker Social Worker Supervisor Software Architect Software Sys Engineer - Sr/Ld Special Projects Manager Strategic Procurement Consultant - County Superior Court Judge Surveillance Officer Survey Aide Survey Manager Survey Party Chief Survey Technician Systems Admin & Analysis Mgr Systems Admin & Analysis Supv Systems Administrator Systems Administrator - Senior/Lead Technical Support Mgr Telecomm Engineer Telecomm Engineer - Sr/Ld Telecomm Prgrmr/Analyst Telecomm Prgrmr/Analyst-Sr/Ld Telecommunications Tech Telecommunications Tech-Sr/Ld Trades Generalist Trades Specialist Trades Supervisor FY 2015 FY 2014 FY 2014 FY 2014 FY 2013 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE N/A 1.00 1.00 2.00 2.00 N/A 1.00 2.00 2.00 0.0% 4.00 2.00 3.00 6.00 6.00 0.0% 5.00 6.00 5.00 12.50 12.50 1.00 8.7% 12.00 11.50 12.00 0.0% 15.00 15.00 15.00 19.00 16.00 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 3.00 0.0% 3.00 3.00 3.00 3.00 0.0% 6.00 6.00 3.00 3.00 6.00 0.0% 4.00 4.00 1.00 4.00 4.00 0.0% 3.50 3.50 3.50 2.50 3.50 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% 2.00 3.00 2.00 2.00 2.00 0.0% 4.00 4.00 4.00 4.00 4.00 (1.00) (16.7%) 6.00 5.00 6.00 5.00 6.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 6.00 0.0% 6.00 6.00 6.00 6.00 0.0% 2.00 2.00 2.00 2.00 2.00 40.00 40.00 0.0% 21.00 21.00 40.00 1.00 0.0% 1.00 1.00 1.00 1.00 7.00 0.0% 7.00 7.00 6.00 8.00 1.00 0.0% 1.00 1.00 1.00 2.00 2.00 0.0% 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 1.00 0.0% 189.50 189.50 189.50 193.50 192.50 0.0% 6.00 6.00 6.00 6.00 6.00 0.0% 15.00 17.00 17.00 17.00 15.00 0.0% 49.00 51.00 51.00 51.00 48.00 3.00 3.00 0.0% 3.00 3.00 3.00 8.00 8.00 0.0% 8.00 8.00 8.00 1.00 0.0% 1.00 1.00 173.00 0.0% 171.00 166.00 173.00 169.00 26.00 0.0% 25.00 26.00 26.00 21.00 5.00 (7.00) (100.0%) 7.00 0.0% 1.00 1.00 1.00 1.00 (8.0%) 13.50 12.50 12.50 11.50 (1.00) 9.00 0.0% .50 .50 .50 .50 .50 95.00 98.00 3.00 3.2% 95.00 95.00 95.00 121.00 122.00 124.00 3.00 2.5% 121.00 122.00 (100.0%) 4.00 4.00 (4.00) 1.00 (1.00) (100.0%) 1.00 (5.00) (100.0%) 5.00 5.00 (2.00) (100.0%) 2.00 2.00 4.00 5.00 5.00 6.00 1.00 20.0% 3.00 2.00 2.00 2.00 0.0% 5.00 3.00 1.00 5.3% 23.00 22.00 19.00 19.00 20.00 23.00 27.00 23.00 24.00 27.00 4.00 17.4% 6.00 6.00 6.00 0.0% 6.00 6.00 0.0% 6.00 6.00 6.00 6.00 6.00 0.0% 1.00 3.00 3.00 3.00 3.00 0.0% 2.00 2.00 1.00 1.00 1.00 3.00 5.00 6.00 6.00 6.00 0.0% 14.00 0.0% 10.00 12.00 14.00 14.00 0.0% 10.00 11.00 11.00 11.00 11.00 33.00 40.00 42.00 40.00 38.00 (4.00) (9.5%) 60.00 35.00 18.00 21.00 20.00 2.00 11.1% 0.0% 13.00 13.00 13.00 13.00 13.00 186 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Traffic Signal Supervisor Traffic Signal Technician Trainer Training Officer Training Supervisor Treasurer Manager Treasurer Supervisor Treasurer’s Portfolio Manager Veterinarian Warehouse/Inventory Specialist Lead Warehouse/Inventory Supervisor Web Designer/Developer Web Designer/Developer - Senior/Lead Workforce Development Coordinator Workforce Development Manager Workforce Development Spec Workforce Development Specialist Supervisor Workforce Development Supervisor Workforce Development Trainer Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 (1.00) (100.0%) 9.00 9.00 9.00 9.00 9.00 0.0% 36.75 20.00 23.00 24.00 23.00 0.0% 5.00 8.00 8.00 7.00 (1.00) (12.5%) 2.00 2.00 2.00 2.00 2.00 0.0% 4.00 4.00 4.00 0.0% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 4.00 4.00 4.00 0.0% 2.00 (2.00) (100.0%) 4.00 5.00 4.00 5.00 6.00 2.00 50.0% 14.00 14.00 11.00 13.00 10.00 (1.00) (9.1%) 8.00 7.00 6.00 6.00 6.00 0.0% 5.00 6.00 6.00 5.00 (1.00) (16.7%) 4.00 3.00 3.00 4.00 1.00 33.3% 26.00 23.00 32.00 33.00 31.00 (1.00) (3.1%) 2.00 2.00 2.00 2.00 0.0% 2.00 7.00 6.00 5.00 (2.00) (28.6%) 7.00 7.00 7.00 7.00 0.0% 13,452.69 13,548.22 13,828.04 13,786.44 13,913.69 85.65 0.6% 187 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Budget Summary Schedules 188 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates 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 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 $150.2 million, the Arizona Health Care Cost Containment System (AHCCCS) of $19.5 million, contributions to the State Department of Health Services for behavioral health (required by the Arnold v. Sarn judgment), which total $52.8 million and $3.3 million to pay for Sexually Violent Persons (SVP) at the Arizona State Hospital. Overall, these mandated contributions are budgeted to marginally increase in FY 2015. Mandated State Payments FY 2014 FY 2015 % Chg ALTCS Contribution Arnold v Sarn AHCCCS Contribution SVP Commitment Payments $ 149,698,100 50,563,660 19,820,700 4,200,000 150,200,100 52,849,014 19,523,400 3,360,000 0.34% 4.52% -1.50% -20.00% Total $ 224,282,460 $ 225,932,514 0.74% Administrative mandates, as used in this document, refer to essential support functions for mandated services, without which the mandated services could not be provided. Non-Mandated services were split into two new categories in FY 2015: Essential Services in Lieu of Mandates and Discretionary Services. Essential Services in Lieu of Mandates are services that are provided which are not specifically mandated, but are considered sound business decisions and are crucial elements toward providing the necessary public services so Maricopa County residents maintain a healthy and safe community and if not provided would result in increased mandated expenditures. Discretionary Services are services that do not fall into the other aforementioned categories. 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. 189 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates Summary The FY 2015 Adopted budget of $2,211,128,982 is a reduction of $8,575,681 from the FY 2014 Revised budget. There are very minor changes in the composition of mandated service categories and functional areas between FY 2014 and FY 2015. 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 (70.9%) of Maricopa County’s budget directly supports mandated payments and services. Of the remaining budget, $500 million (22.6%) is associated with administrative mandates. Only $146.3 million or 6.4% of the County’s budgeted expenditures are for non-mandated services, with .5% spent on essential services in lieu of mandates and 5.9% on discretionary services. Summary of FY 2015 Mandated Expenditures Category Mandated % of Budget Mandated State Payments % of Budget Administrative Mandates % of Budget Public Safety Highways and Streets Health, Welfare and Sanitation General Government Education Culture and Recreation $ 949,192,902 130,969,843 131,067,575 101,050,334 30,770,018 - 42.9% $ 5.9% 5.9% 225,932,514 4.6% 1.4% 0.0% - 0.0% $ 160,618,403 0.0% 14,199,309 10.2% 29,634,055 0.0% 294,608,733 0.0% 531,984 0.0% - 7.3% 0.6% 1.3% 13.3% 0.0% 0.0% Totals $ 1,343,050,672 60.7% $ 225,932,514 10.2% $ 499,592,484 22.6% Summary of FY 2015 Non-Mandated Expenditures Category Essential Services in % of Lieu of Mandates Budget Discretionary Services % of Budget Public Safety Highways and Streets Health, Welfare and Sanitation General Government Education Culture and Recreation $ 8,013,700 3,991,646 - 0.4% $ 0.0% 0.2% 0.0% 0.0% 0.0% 13,676,004 103,729,445 659,135 12,483,382 0.6% 0.0% 4.7% 0.0% 0.0% 0.6% Totals $ 12,005,346 0.5% $ 130,547,966 5.9% The tables above reflect 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. 190 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates 191 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates Public Safety Public Safety expenditures provide for the safety of Maricopa County residents while protecting their constitutional rights through due process in the courts. Maricopa County funds prosecutors, defenders, courts, jails and law enforcement. 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 $1.1 billion or 50.2% of the County’s total budget. Only 1% of the County’s budgeted expenditures are for non-mandated Public Safety activities (.4% are essential services in lieu of mandates and .6% are discretionary services). The table below illustrates the distribution of Public Safety expenditures for FY 2015. Public Safety FY 2015 Mandated Mandated State Payments Administrative Mandates Essential Services in Lieu of Mandates Discretionary Services $ Total $ 1,131,501,009 949,192,902 160,618,403 8,013,700 13,676,004 In FY 2015, there is a slight shift between mandated and non-mandated expenditures as a result of the reclassification of several criminal justice activities. Overall, there were significant investments in the FY 2015 budget for public safety operating services for Public Defense, Probation Staff, Sheriff Detention Programs and salary market adjustments. 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 reduction coordination. The Animal Care and Control Department provides 192 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates enforcement, shelter, licensing and animal adoption services. The Waste Resources and Recycling Department is responsible for solid waste collection and tire recycling. The FY 2015 budget includes over $107 million for non-mandated Health, Welfare and Sanitation services. Non-mandated services in this area are primarily grant-funded, and include community development and 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, changes in federal budget appropriations or the reemergence of budget sequester reductions increases uncertainty concerning future funding levels. In addition to the $225.9 million for mandated state payments, mandated expenditures for Health, Welfare and Sanitation activities total $131.1 million or 5.9% of the County’s overall expenditures. The majority of categories decreased in total expenditures in FY 2015 as compared to the previous year with the exception of Mandated State Payments, which remained relatively flat. The distribution of mandated versus non-mandated services within the category of Health, Welfare and Sanitation in the FY 2015 budgets is shown in the table below. Health, Welfare & Sanitation FY 2015 Mandated Mandated State Payments Administrative Mandates Essential Services in Lieu of Mandates $ Discretionary Services 131,067,575 225,932,514 29,634,055 3,991,646 103,729,445 Total $ 494,355,235 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 nearly $145.2 million, or 6.5% 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, this has reduced the amount of revenue available for transportation projects, resulting in a reduction of funding available for capital improvement expenditures. However, the FY 2015 Arizona State Budget includes a partial reversion of HURF funding to the statutory-defined allocation method which is estimated to increase annual HURF revenue for Maricopa County by an additional $4 million. The table below reflects the FY 2015 expenditure for Highways and Streets. Highways & Streets FY 2015 Mandated Mandated State Payments $ Administrative Mandates Essential Services in Lieu of Mandates Discretionary Services Total 14,199,309 $ 193 130,969,843 - 145,169,152 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates 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, 99.8% are mandated, either directly or administratively. The table below illustrates the mandated versus non-mandated expenditures in FY 2015. General Government FY 2015 Mandated Mandated State Payments Administrative Mandates Essential Services in Lieu of Mandates Discretionary Services $ 101,050,334 294,608,733 659,135 Total $ 396,318,202 General Government mandated expenditures are about 10% higher in FY 2015 due to costs associated with a primary and gubernatorial election of $10 million. 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 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 Department. 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 2015 expenditures for Culture and Recreation. Culture & Recreation FY 2015 $ Mandated - Mandated State Payments - Administrative Mandates - Essential Services in Lieu of Mandates 12,483,382 Discretionary Services $ Total 194 12,483,382 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates Education The Maricopa County Education Service Agency is responsible for providing mandated services through educational support activities to the school districts within Maricopa County. Services provided include training, grant support, coordination of special elections, computer system and financial support, and special education services. Services are also provided to private and home-based schools. The Maricopa County Education Service Agency is the only department within the Education category. Expenditures for Education activities total $31.3 million, about 1.4% of the County’s total expenditures. Education FY 2015 Mandated $ Mandated State Payments 30,770,018 - Administrative Mandates 531,984 Essential Services in Lieu of Mandates - Discretionary Services - Total $ 195 31,302,002 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates 196 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Financial Forecast Financial Forecast Executive Summary The five-year financial forecast is a key element of Maricopa County’s fiscal management strategy. It is used by County Management and the Board of Supervisors in considering the impact of policy and service delivery changes in future economic cycles. The five-year forecast estimates both the immediate and near-term fiscal impact for County and non-County directed service level changes. In FY 2014, the County shifted to using 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 2015 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 policies provided by the Board of Supervisors. The five-year financial forecast reflects the same most likely scenario used in development of the FY 2015 Adopted Budget. This forecast provides a base-line assessment of the long-term impact of forecasted economic and demographic trends. Overall Fiscal Position The latest five-year financial forecast reflects a post-recession, sustained economic recovery. Primary property tax valuations increased year-over-year in FY 2015 for the first time since FY 2010. Property tax net assessed valuations are expected to 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 as a result of slow population and job growth. The forecast incorporates several significant trends: • Although net assessed property tax valuations increased in FY 2015, 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 behind full-cash values as the economy improves. This places an increased emphasis on new construction as the primary driver of greater than 5% annual increases in net assessed valuation. 197 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Financial Forecast • 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 2015, the Board of Supervisors adopted a tax rate of $1.3209, increasing the tax levy by $33 million. This amount is $163 million less than the constitutional maximum and results in a $146 median-valued residential property tax bill. The forecast assumes the property tax rate for FY 2016 through FY 2019 will adjust annually to a rate which retains a positive fund balance in the General Fund. This results in a nearly flat property tax rate of 1.3209 for FY 2017 through 2019. • State Shared Sales Tax collections have continued to improve and appear to have reached their peak in annual growth rates in FY 2014 at nearly 6.5%. Due to slowed growth at the end of FY 2014, rather than use the most likely forecast, the midpoint between most likely and pessimistic is forecasted beginning in FY 2016. Therefore, forecasts are estimated to increase annually over the next five years at an average rate of 4.9%. In FY 2014, state shared sales taxes became the leading revenue source for General Fund revenue, taking the place previously held by property tax revenue. • Similarly, State Shared Vehicle License Tax (VLT) is expected to increase as the economy recovers. Automotive analysts note there is pent-up demand for new cars as the average age of the cars on the road is at record levels and economic conditions continue to improve. VLT revenue is also impacted by increased migration of drivers to Maricopa County. However, the typical rapid population growth rate for Maricopa County following recessionary periods is not expected to occur, and population growth is projected to remain steady around 2%. • Highway User Revenue Funds (HURF) 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 198 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Financial Forecast 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. In FY 2015, the State Legislature returned an additional $30 million of diverted HURF revenue back to the revenue distribution model. It is forecasted that $4 million of these reversion funds will be distributed to Maricopa County in FY 2015. Consequently, HURF revenue growth is expected to increase by 7% in FY 2015 and then normalize around 3% to 4% through 2019. • County Jail Excise Tax revenue is projected to follow similar growth trends as State Shared Sales Tax revenue. However, Jail Excise Tax receipts increase and decrease more quickly than State Shared Sales Tax revenue since this revenue is a .2% tax calculated on the total value of retail purchases in Maricopa County, not a shared distribution. • Collectively, in FY 2015, annual receipts for all these five major revenue sources are anticipated to return to the peak level of collections in FY 2007, indicating 8 years of decreased major revenue. The cumulative growth rate in FY 2015 for revenue sources establishes a new ceiling for forecasted growth of 8%; subsequent yearly growth rates are expected to decrease incrementally and average 5% from FY 2016 through 2019. Structural Balance The five-year forecast model indicates that Maricopa County will be structurally balanced in the General and Transportation Fund. This is a result of steady revenue collection coupled with moderate expectations for increased service provision. However, the Detention Fund will be starting FY 2015 with a projected operating deficit which will continue to grow during the forecast period based on current assumptions. There is variation between funds in the likelihood of maintaining structural balance. This is apparent when analyzing the proportion of annual structural balances compared to total operating expenditures. Since the General Fund annual structural balance represents 0% of recurring expenditures, unanticipated expenditures in a fiscal year can quickly result in structural imbalance. Maricopa County Operating Structural Balance 60 47 49 48 47 46 40 Average Structural Balance as a % of Operating Expenditures Millions ($) 20 0 0 0 0 0 (20) (10) General Fund: 0% (20) (29) (40) Detention Fund: (7.7%) (42) (60) (59) (80) 2015 2016 General Fund 2017 Detention Fund 2018 2019 Transportation Fund 199 Transportation Fund: 71.1% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Financial Forecast Forecast Drivers Aside from policy assumptions and targeted economic projections, the five-year financial forecast considers forecasted population growth, inflation, retail sales and real estate values in estimating the magnitude for revenue and expenditure growth. Due to record job losses and the real estate slowdown, population growth slowed from historically high rates of the mid-1990s and mid-2000s of 3% to 4%, and approached near-zero growth in 2010. Annual population growth is expected to steadily increase from 1.8% in FY 2015 to 2.2% by FY 2019. This new trend in population growth for Maricopa County is nearly half of what was realized in previous decades and is expected to result in slow economic growth. Despite lower than average population growth rates, Maricopa County’s population is projected to reach 4.4 million in FY 2019. Maricopa County Population 4.6 3.3% 4.4 3.5% 2.8% 3.0% Population (Millions) 2.2% 2.2% 2.2% 2.5% 2.0% 2.0% 1.8% 4.0 2.0% 1.5% 1.3% 3.8 3.6 3.4 0.9% 1.5% 0.8% 1.0% 0.2% 0.3% Annual % Change 2.4% 4.2 0.5% 3.2 0.0% 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Total Population Annual % Change 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 2015 and slightly increase to 2.5% in FY 2019. The Medical CPI is expected to continue to outpace the standard CPI by nearly two percentage points annually. 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 5.0% % Annual Change 4.0% 3.0% 2.0% 1.0% 0.0% -1.0% 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 CPI Medical CPI 200 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Financial Forecast Retail sales are estimated to have increased in FY 2014 by 8.8% to $46 billion in sales. Retail sales are expected to continue increasing annually by an average of 5.7% in FY 2015 through FY 2019. The steady incremental growth projections in retail sales demonstrate the expected trends for State Shared Sales Taxes and Jail Excise Taxes. 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 number of new jobs created and personal income growth will need to improve. Moreover, there remains a large inventory of vacant commercial and industrial property in Maricopa County. Therefore, new building permits are forecasted to increase slowly over the next 5 years until the existing inventory is absorbed. The forecast assumes that permits will increase to 12,867 in FY 2015, far less than the 54,000 plus permits in FY 2005. Permits are projected to reach 25,268 by FY 2019, which represents less than 50% of the total building permits at the peak in FY 2005. Maricopa County Building Permits 40% 60.0% 46% 50,000 Building Permits 40,000 10% 6% 15% 10% -5% -11% 30,000 40.0% 24% 26% -25% -28% -34% 20.0% 0.0% -22% -20.0% 20,000 -40.0% Annual % Change 60,000 -56% 10,000 -60.0% -80.0% 0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Building Permits Annual % Change Due to the property tax valuation cycle, there is an 18 month to 2 year lag between market trends and property assessments. This explains why the slowdown in the housing market was not felt until FY 2010. Full-cash value (FCV), 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. By FY 2015, FCV had declined by over $23 billion (40%) from its peak in FY 2009. Full-cash valuations establish a ceiling for limited property value (LPV) assessments. The significant decrease in FCV coupled with the limitations imposed by Proposition 117, limiting growth in LPV by the lesser of 5% or FCV, indicate slower property valuation growth than experienced in previous housing recoveries. The timing of the assessment limits when FCV are at historic lows further prohibits LPV growth, affecting primary property tax revenue. Therefore, new construction within Maricopa County will be the principal factor influencing primary net assessed valuations in excess of 5% starting in FY 2016. While the secondary net assessed valuation will still be determined after FY 2015, it will not be used for taxation purposes. The graph below demonstrates both the slow growth expected in LPV and the wide gap between the FCV of properties and the LPV utilized for taxation. 201 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Financial Forecast 70 40.00% 60 30.00% 50 20.00% 40 10.00% 30 0.00% 20 -10.00% 10 -20.00% Annual % Change Net Assessd Value (Billions $) Maricopa County Primary & Secondary Net Assessed Value -30.00% 2007 2008 Primary 2009 2010 2011 Secondary 2012 2013 2014 2015 2016 Primary Growth Rate 2017 2018 2019 Secondary Growth Rate Forecast Assumptions The five-year forecast is based on the following general assumptions: • The FY 2015 property tax rate is $1.3209. The forecasted rate for FY 2016 through 2019 adjusts annually so that the annual fund balance for the General Fund is a positive value, resulting in a nearly flat property tax rate of 1.3209 for FY 2017 through 2019. • Major revenue sources will increase based on the most likely scenario provided by the County’s contract economist. Two exceptions to this are State Shared Sales Tax and Jail Excise Tax, which are forecasted at the mid-point between most likely and pessimistic scenarios. • The County will continue its policy of “pay-as-you-go” financing for projects currently included in the 5-year Capital Improvement Plan. • 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. 202 Maricopa County Annual Business Strategies FY 2015 Adopted Budget • Financial Forecast Supplies, Services and Capital growth rates are forecasted at a consistent 5% annually, a slightly more conservative growth rate than the traditional CPI plus population which accounts for increases in costs as well as increased service demands. 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 relatively flat for FY 2016 through FY 2019, with the FY 2016 tax rate increasing .0253 above the FY 2015 rate in order to retain an annual positive fund balance. 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 significantly below the maximum levy allowed by law. Property Tax Penalties and Interest: The forecast assumes that revenue from this source will increase based upon the ratio of tax penalties and interest collections in FY 2015 to the tax levy in FY 2014 (3.3%). This growth factor is a more conservative estimate than utilizing CPI and population growth and is in response to the precipitous decline in revenue in FY 2014. 203 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Financial Forecast Licenses and Permits: The sources of license and permit revenue is forecasted to increase based on the 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 from FY 2008 to FY 2010, year-overyear collections improved in FY 2011 and have increased year-after-year thereafter. However, due to slowed growth at the end of FY 2014, rather than estimate annual collections at the most likely scenario, the midpoint of the most likely and pessimistic scenarios is forecasted for FY 2016 through 2019. State Shared Sales Taxes are forecasted to increase by an average of 5% in FY 2015 through 2019 due to sustained economic recovery. Nevertheless, the tax 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: During FY 2008 through 2012, Vehicle License Tax (VLT) collections 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. A surge in new car purchases in FY 2014 is projected to increase annual collections by 6.3%. Annual growth rates are expected to slowly taper downward to 5.7% in FY 2015 and 3.8% in FY 2019, as older cars are replaced with newer vehicles during a time of moderate population growth. 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 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 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 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. Additionally, the Detention Fund is forecasted to transfer in more than $166 million from the Detention Capital Projects Fund project reserve from FY 2016 through 2019 to cover the shortfall of revenue collections in the Detention Fund. Expenditures Wages & Salaries: The forecast assumes that salary expenditures will increase annually by 3.0% for performance pay and market adjustment growth. Additionally, salaries are forecasted to increase annually by the population growth rate to model increased staff growth. Employee Benefits: Retirement system contribution rates are assumed to increase based on the CPI and salary growth. Due to stock market volatility, there is risk that retirement rates will increase beyond that level, but there is no basis at this time to forecast such increases. Employee health and dental insurance costs are forecasted to increase based upon the Medical CPI and the population growth rate. Other Personal Services: Other personal services are forecasted to increase by the CPI and population growth rate. Respectively, total personal services represent 46%, 78% and 45% of the General, Detention and Transportation Funds’ operating expenditures. 204 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Financial Forecast Supplies & Services: Growth rates are forecasted at a consistent 5% annually, a slightly more conservative growth rate than the CPI plus population growth rate. Capital Outlay: Growth rates are forecasted at a consistent 5% annually, a slightly more conservative growth rate than the CPI plus population growth rate. 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. Additionally, the cost-sharing for Sexually Violent Persons (SVP) is included in this category. The ALTCS, SVP payments, and Arnold v. Sarn contributions are forecasted based on estimates of ALTCS growth rates while the AHCCCS Acute Care State Match contribution is based upon AHCCCS growth rate estimates. Debt Service: Debt service expenditures are forecasted according to the contractual payment schedule for outstanding debt and are paid from fund transfers from the General Fund County Improvement Fund 445. Currently, there are no assumptions of the County acquiring additional debt beyond what has already been incurred. Contingency: Half of the difference between the pessimistic and most likely scenarios for State Shared Sales Tax and Vehicle License Tax revenue is forecasted to be placed into the General Fund for operating annual contingency funding. Transfers Out: The Detention Capital Projects Fund (455) is forecasted to transfer out $166 million to the Detention Fund in order to cover the shortfall in annual revenue collections from FY 2016 through 2019. This reduces the project reserve in Fund 455 from $190 million to $23 million. Capital Projects Capital Project expenditures are forecasted based on the current approved Five-Year Capital Improvement Program for the General, Detention and Transportation Funds. 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 Improvement Program (TIP). The Transportation plan for the next five years is 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). 205 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Financial Forecast Forecast Uncertainty The estimates provided in this five-year forecast should be treated as models of what could occur given a certain set of circumstances; as there are multiple factors which can significantly increase or lower revenue and expenditure forecasts. The data modeled in this analysis are built upon simple constructs and lack the complexity of socio-political reality. Furthermore, when estimates are projected multiple years into the future, the probability of accuracy is greatly diminished with each additional year forecasted. The fan chart below depicts the variability in forecasting multiple years into the future. The change in annual growth rates for each of the three scenarios (Optimistic, Most Likely and Pessimistic) incrementally diverge and by 2019, estimates of sales tax revenue differ by $54.7M, from $542M to $597M. The five-year forecast model is a useful tool in examining the potential impact of policy choices while explicitly considering revenue and expenditure expectations in context of historic trends and economic projections. 206 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Financial Forecast Financial Forecast Schedules GENERAL FUND (100) Beginning Fund Balance Sources of Funds Recurring: Prop. Taxes, Pen. & Interest Licenses & Permits Other Intergovernmental Payments in Lieu of Taxes State Shared Sales Tax State Shared VLT Intergovernmental Charges Other Charges for Services Internal Service Charges Fines & Forfeits Interest Earnings Miscellaneous Revenue Transfers In Total Recurring Sources Net Growth Rate 1 2 3 4 5 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 $ 113,712,308 $ - $ 5,124 $ 19,316 $ 26,572 $ 450,442,622 2,296,821 2,802,001 12,340,468 465,300,725 132,858,100 15,146,216 24,944,474 11,601,839 2,800,000 2,649,973 - $ 479,957,849 2,343,000 3,263,677 12,997,926 486,749,812 139,026,853 15,479,433 25,443,223 11,833,876 2,800,000 2,702,972 - $ 508,364,876 2,395,000 3,514,582 13,646,774 511,111,011 144,865,981 15,835,460 26,002,820 12,094,221 2,800,000 2,762,438 - $ 543,439,313 2,448,000 1,164,630 14,433,618 534,148,068 150,660,620 16,199,675 26,574,728 12,360,294 2,800,000 2,823,211 - $ 579,068,767 2,502,000 3,732,351 15,239,671 556,382,173 156,385,724 16,604,667 27,159,218 12,632,220 2,800,000 2,885,322 - $ 1,123,183,239 Non-Recurring: Other Revenue Transfers In Total Non-Recurring Sources $ Total Sources $ 1,139,913,886 Uses of Funds Recurring: Personal Services $ Supplies Services Capital Mandated State Contributions Detention Fund Maintenance of Effort Other Financing Uses Contigency Total Recurring Uses Net Growth Rate 1,925,301 14,805,346 16,730,647 518,850,178 15,512,597 152,118,708 5,371,235 225,932,514 176,801,288 22,996,719 5,600,000 $ 1,182,598,622 $ 1,243,393,162 $ 1,307,052,159 $ 1,375,392,114 5.3% 5.1% 5.1% 5.2% - $ $ - $ - $ 125,642,395 125,642,395 $ 1,182,598,622 $ 1,243,393,162 $ 1,307,052,159 $ 1,501,034,509 $ $ $ $ 554,081,119 16,288,227 159,724,643 5,639,797 236,412,409 180,337,314 22,996,719 7,113,270 585,942,212 17,102,638 167,710,876 5,921,787 248,844,879 184,304,735 22,996,719 10,555,126 619,664,233 17,957,770 176,096,419 6,217,876 261,120,987 188,728,048 22,996,719 14,262,850 655,422,246 18,855,659 184,901,240 6,528,770 274,344,492 193,446,250 22,996,719 18,883,808 $ 1,123,183,239 $ 1,182,593,497 $ 1,243,378,971 $ 1,307,044,903 $ 1,375,379,183 5.3% 5.1% 5.1% 5.2% $ $ Non-Recurring: Personal Services Supplies Services Capital Other Financing Uses Total Non-Recurring Uses $ Total Uses $ 1,253,626,194 $ 1,182,593,497 $ 1,243,378,971 $ 1,307,044,903 $ 1,501,021,578 Structural Balance $ - $ 5,124 $ 14,191 $ 7,256 $ 12,931 Ending Fund Balance $ - $ 5,124 $ 19,316 $ 26,572 $ 39,503 666,906 10,468,612 71,153,405 10,226,961 37,927,071 130,442,955 - $ 207 $ $ - $ $ - $ $ 125,642,395 125,642,395 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Financial Forecast Financial Forecast Schedules (continued) GENERAL FUND CAPITAL FUND (445) 1 2 3 4 5 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Beginning Fund Balance $ 298,130,417 $ 270,631,890 $ 252,269,778 $ 256,654,840 $ 261,707,927 Sources of Funds Transfers In Total Sources $ 44,051,824 $ 44,051,824 $ 11,326,719 $ 11,326,719 $ $ 11,326,719 11,326,719 $ $ 11,326,719 11,326,719 $ $ 11,326,719 11,326,719 Uses of Funds Capital Improvement Program Transfers Out Total Uses $ 38,945,102 32,605,249 $ 71,550,351 $ 27,089,993 2,598,838 $ 29,688,831 $ $ $ 6,273,632 6,273,632 $ $ 670,352 6,271,305 6,941,657 $ 137,634,813 66,716,305 204,351,118 Structural Balance $ (27,498,527) $ (18,362,112) $ 4,385,062 $ 5,053,087 $ (193,024,399) Ending Fund Balance $ 270,631,890 $ 252,269,778 $ 256,654,840 $ 261,707,927 $ 68,683,528 1 2 3 4 5 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Beginning Fund Balance $ 242,441,513 $ 120,852,010 $ 61,607,517 $ 49,061,623 $ 53,455,800 Sources of Funds Transfers In Total Sources 26,889,103 $ 26,889,103 11,640,000 $ 11,640,000 $ 11,640,000 11,640,000 $ 11,640,000 11,640,000 $ 11,640,000 11,640,000 Uses of Funds Capital Improvement Program Transfers Out Total Uses 145,754,406 2,724,200 $ 148,478,606 70,884,493 $ 70,884,493 $ 24,185,894 24,185,894 $ 7,245,823 7,245,823 $ 65,095,800 65,095,800 GENERAL FUND IT CAPITAL FUND (460) Structural Balance Ending Fund Balance (121,589,503) $ 120,852,010 (59,244,493) $ 61,607,517 208 (12,545,894) $ 49,061,623 4,394,177 $ 53,455,800 (53,455,800) $ - Maricopa County Annual Business Strategies FY 2015 Adopted Budget Financial Forecast Financial Forecast Schedules (continued) DETENTION FUND (255) Beginning Fund Balance 1 2 3 4 5 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 $ 57,452,420 $ - $ - $ - $ - $ 141,295,781 31,040,956 1,101,300 19,472 176,801,288 $ 350,258,797 4.6% $ 148,767,700 31,040,956 1,101,300 19,472 180,337,314 $ 361,266,742 3.1% $ 156,438,706 31,040,956 1,101,300 19,472 184,304,735 $ 372,905,168 3.2% $ 163,804,468 31,040,956 1,101,300 19,472 188,728,048 $ 384,694,244 3.2% $ 170,869,265 31,040,956 1,101,300 19,472 193,446,250 $ 396,477,243 3.1% $ $ $ Sources of Funds Recurring: Jail Excise Tax Jail Per Diem & Other Charges Interest Income Miscellaneous General Fund Maintenance of Effort Total Recurring Sources Net Growth Rate Non-Recurring: Grants Interest Earnings Transfers In Miscellaneous Total Non-Recurring Sources - 23,743,669 $ 23,743,669 32,956,303 $ 32,956,303 $ Total Sources $ 350,258,797 $ 385,010,411 $ 405,861,471 $ 431,284,122 Uses of Funds Recurring Uses: Personal Services Supplies Services Capital Outlay Other Financing Uses Total Recurring Uses Net Growth Rate $ 282,885,508 $ 300,392,242 $ 316,947,711 $ 334,433,528 $ 353,035,159 21,284,838 22,349,080 23,466,534 24,639,860 20,271,274 55,190,122 57,949,628 60,847,110 63,889,465 67,083,938 1,436,533 1,508,360 1,583,778 4,509,671 10,049,002 587,500 587,500 587,500 587,500 587,500 $ 360,370,937 $ 381,722,567 $ 402,315,178 $ 426,886,697 $ 455,395,459 5.2% 5.9% 5.4% 6.1% 6.7% Non-Recurring Uses: Personal Services Supplies Services Capital Other Financing Uses Total Non-Recurring Uses $ $ $ Total Uses $ 407,711,217 $ 385,010,411 Structural Balance $ (10,112,140) $ (20,455,825) $ (29,410,010) $ (42,192,453) $ (58,918,216) Ending Fund Balance $ $ 209 - $ 3,546,293 3,546,293 $ 405,861,471 $ - $ $ 4,397,425 4,397,425 $ 462,362,756 $ - $ $ 65,885,513 65,885,513 877,380 107,846 41,484,165 2,298,000 2,572,889 $ 47,340,280 $ 3,287,844 3,287,844 $ 46,589,878 46,589,878 $ 431,284,122 $ - $ $ 6,967,297 6,967,297 $ 462,362,756 $ - Maricopa County Annual Business Strategies FY 2015 Adopted Budget Financial Forecast Financial Forecast Schedules (continued) DETENTION CAPITAL PROJECTS (455) 1 2 3 4 5 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Beginning Fund Balance $ 190,224,782 $ 190,401,976 $ 167,245,807 $ 134,877,004 $ 88,874,626 Sources of Funds Transfers In Total Sources $ 5,973,777 5,973,777 $ $ 587,500 587,500 $ 587,500 587,500 Uses of Funds Capital Other Financing Uses Total Uses $ 5,796,583 5,796,583 23,743,669 $ 23,743,669 32,956,303 $ 32,956,303 $ 46,589,878 46,589,878 $ 22,401,613 67,060,513 89,462,126 Ending Fund Balance $ 190,401,976 $ 167,245,807 $ 134,877,004 $ 88,874,626 $ - 1 2 3 4 5 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 DETENTION TECHNOLOGY IMPROVEMENTS (461) 587,500 587,500 $ 587,500 587,500 Beginning Fund Balance $ 45,444,750 $ 2,301,226 $ - $ - $ - Total Sources $ $ - $ - $ - $ - Uses of Funds Services Capital Other Financing Uses Total Uses 1,795,563 38,534,573 2,813,388 $ 43,143,524 $ 2,301,226 2,301,226 $ - $ - $ - Ending Fund Balance $ $ - $ - $ - $ - - 2,301,226 210 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Financial Forecast Financial Forecast Schedules (continued) TRANSPORTATION FUND (232) Beginning Fund Balance Sources of Funds Recurring Sources Licenses and Permits State Shared Highway User Rev. State Shared Vehicle License Taxes Intergovernmental Charges for Service Interest Earnings Miscellaneous Revenue Gain on Fixed Assets Total Recurring Sources Net Growth Rate 1 2 3 4 5 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 $ 20,000,000 $ 20,000,000 1,016,075 105,905,695 9,545,086 16,845 500,000 208,712 200,000 $ 117,392,414 3.9% $ - $ $ 26,717,559 $ 23,025,718 $ 20,000,000 $ 950,000 95,893,292 8,412,636 15,750 500,000 208,712 200,000 106,180,390 11.8% $ 970,900 98,267,302 8,808,030 16,097 500,000 208,712 200,000 108,971,040 2.6% $ 993,231 101,864,016 9,177,967 16,467 500,000 208,712 200,000 112,960,393 3.7% $ $ $ $ $ 1,041,477 110,321,762 9,907,799 17,267 500,000 208,712 200,000 $ 122,197,016 4.1% Total Non-Recurring Sources $ - $ - $ - Total Sources $ 106,180,390 $ 108,971,040 $ 112,960,393 $ 117,392,414 $ 122,197,016 $ 26,731,160 3,008,505 27,001,264 2,782,053 59,522,982 2.2% $ 28,546,258 3,158,930 28,351,327 2,921,156 62,977,671 5.8% $ 30,187,741 3,316,877 29,768,894 3,067,213 66,340,725 5.3% $ 31,925,100 3,482,721 31,257,338 3,220,574 $ 69,885,733 5.3% $ 33,767,353 3,656,857 32,820,205 3,381,603 $ 73,626,017 5.4% $ $ 1,224,452 46,282,229 $ 47,506,681 $ $ $ 1,224,452 45,395,216 46,619,668 $ $ $ 1,224,452 47,794,635 49,019,087 $ $ $ 990,000 1,224,452 48,134,797 50,349,249 Total Uses $ 109,872,231 $ 111,996,758 $ 112,960,393 $ 117,392,414 $ 122,197,016 Structural Balance $ 46,657,408 $ 45,993,369 $ 46,619,668 $ 47,506,681 $ 48,570,999 Ending Fund Balance $ 23,025,718 $ 20,000,000 $ 20,000,000 $ 20,000,000 $ 20,000,000 Uses of Funds Recurring Uses: Personal Services Supplies Services Capital Outlay Total Recurring Uses Net Growth Rate Non-Recurring Uses: Services Capital Outlay Transfer to Capital Projects Total Non-Recurring Uses $ $ $ TRANSPORTATION CAPITAL FUND (234) Beginning Fund Balance $ $ - 1,224,452 47,346,547 $ 48,570,999 1 2 3 4 5 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 $ 30,815,246 $ 9,946,322 $ 17,567,835 $ 24,695,444 $ 51,500,458 $ $ $ 21,677,366 7,336,802 47,794,635 76,808,803 $ $ 11,107,640 2,467,139 48,134,797 61,709,576 $ 30,671,426 3,321,807 45,395,216 79,388,449 $ 27,683,044 8,888,971 46,282,229 $ 82,854,244 $ 11,494,747 5,891,200 47,346,547 $ 64,732,494 Total Uses $ 82,578,500 $ 69,187,290 $ 72,260,840 $ 56,049,230 $ 31,948,230 Ending Fund Balance $ 9,946,322 $ 17,567,835 $ 24,695,444 $ 51,500,458 $ 84,284,722 Sources of Funds Other Intergovernmental Grants Intergovernmental Charges for Service Miscellaneous Transfer from Trans. Operations Total Sources 211 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Financial Forecast 212 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Analysis by Jacqueline M. Edwards, Senior Management and Budget Analyst Summary Mission The Mission of the Maricopa County Adult Probation Department is to provide assistance and adult pretrial and probation services to neighborhoods, courts, offenders and victims so that they experience enhanced safety and well-being. Vision An agency of professionals committed to continuous improvement in the quality of community life by offering hope to neighborhoods, victims and offenders. Strategic Goals Safe Communities By the end of FY 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 2014, the Department is exceeding all of its goals. The rate of successful completions from probation is currently 78%, while the revocation from probation to the Arizona Department of Corrections is 21%. Furthermore, if the Department continues at its current rate, new felony convictions in FY 2014 will decline to 6.2%. 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 2015 if staffing levels are unchanged. The increase in staffing should improve this measure in the future. Pretrial Supervision is currently operating at an 80.2% successful completion rate. Due to the recent compensation market study for officers, it is anticipated retention of skilled officers will increase and positively impact the projected results. The Department will update this goal during the FY 2016 Strategic Business Plan update process. 213 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Specific Department Strategic Plans and Budgets Adult Probation 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 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 2014, the Department completed its first Employee Satisfaction Survey utilizing CourTools with an overall satisfaction rate of 87.4%. The satisfaction of employees was the highest around issues of “using their own judgment, when appropriate, in getting the job done” (98%) and “contributing to the overall mission of the Judicial Branch” (97%). Satisfaction of employees continues to be the lowest around issues of pay in relation to the job requirements. The average number of years of service for Department “badged staff” is 10.9 years. With the recent market study for “badged staff” and pay increase, it is anticipated that the Department will retain a high number of experienced staff as well as continue to attract qualified candidates for hiring. The Department will update this goal during the FY 2016 Strategic Business Plan update process. Safe Communities 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 and FY 2015. 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 increase in staff should address the caseload volume increase. The percentage of probationers paying restitution in FY 2014 is projected to meet or exceed the Department goal and hold steady at the same rate through FY 2015. 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 2013 to 47% and is projected to remain at this rate through FY 2014 and FY 2015. 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. The FY 2015 increase in staffing will assist the department in meeting this goal. The Department strives to improve in the collection of victim restitution payments, as well as ensuring that community restitution work hours are completed by probationers. 214 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Safe Communities Department Strategic Plans and Budgets Adult Probation 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 2013, the Department achieved a 70.3% satisfaction rate through its victim survey and an 89.9% satisfaction rate from its law enforcement and criminal justice partners. The high satisfaction of stakeholders illustrates the benefits of increased victim awareness and collaborative efforts within the community in which we serve. With the victim empathy training completed and revised victim communication letters in place, it is anticipated the victim satisfaction rate will also increase in FY 2014 and FY 2015. The offender survey showed that 89% of respondents were satisfied with the Department. The Department expects to maintain this high rate of success in FY 2015. Due to the workload growth the Department is experiencing, without an offsetting growth in staff, it would have been difficult to continue to maintain these high rates of customer satisfaction. The increase in staff should allow the department to maintain their progress in this area. The Department will update this goal during the FY 2016 Strategic Business Plan update process. Department Specific 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: In FY 2014, the Department completed its first Judicial Branch Employee Satisfaction Survey utilizing CourTools. The Department is still in process of aligning this survey to their strategic goals. During FY 2014, E-filing was rolled out department-wide to create a paperless system to deliver documentation from the probation officer to the judicial officer informing them of violation behaviors and to improve the time frame for posting arrest warrants. It is anticipated that additional court documents will be included in this endeavor to eliminate manual processing delays. The Department is in the process of upgrading the Windows operating system department-wide which is scheduled to be complete by the end of the fiscal year. The Department will update this goal during the FY 2016 Strategic Business Plan update process. 215 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 FORECAST FY 2014 REVISED FY 2014 ADOPTED FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ 202,980 $ 2,719,466 268,911 $ 2,501,039 268,911 $ 2,573,551 359,313 $ 2,147,424 388,687 $ 2,332,992 119,776 (240,559) 44.5% -9.3% $ 2,922,446 $ 2,769,950 $ 2,842,462 $ 2,506,737 $ 2,721,679 $ (120,783) -4.2% CMRS - COMMUNITY RESTORATION ICMA - IN CUSTODY MANAGEMENT INPB - INTENSIVE PROBATION SMIL - SERIOUS MENTALLY ILL SOFF - SEX OFFENDER STDP - STANDARD PROBATION WARR - FUGITIVE APPREHENSION 11CJ - COMMUNITY JUSTICE $ $ 99,466 $ 663,711 432,983 47,288 8,397,094 70,092 9,710,634 $ 69,184 $ 870,300 557,124 56,400 8,151,648 45,000 9,749,656 $ 69,184 $ 870,300 557,124 56,400 8,151,648 45,000 9,749,656 $ 99,640 $ 706,620 444,909 27,894 55,772 7,938,919 51,319 9,325,073 $ 99,657 $ 596,967 446,135 36,466 55,964 8,009,776 52,000 9,296,965 $ 30,473 (273,333) (110,989) 36,466 (436) (141,872) 7,000 (452,691) 44.0% -31.4% -19.9% N/A -0.8% -1.7% 15.6% -4.6% ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 5,389 $ 5,389 $ - $ - $ - $ - $ - $ - $ - $ - $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 17,581 $ 3,667,431 3,685,012 $ 42,847 $ 3,364,400 3,407,247 $ 42,847 $ 3,364,400 3,407,247 $ 33,346 $ 3,222,769 3,256,115 $ 13,263 $ 3,188,637 3,201,900 $ (29,584) (175,763) (205,347) -69.0% -5.2% -6.0% TOTAL PROGRAMS $ 16,323,481 $ 15,926,853 $ 15,999,365 $ 15,087,925 $ 15,220,544 $ (778,821) -4.9% EDUC - ADULT EDUCATION PRES - PRESENTENCE PTRI - PRETRIAL INIT AP RELEASE INFO PTSV - PRETRIAL SUPERVISION TTAC - TRANSITION AND TREATMENT 11BC - BEHAVIORAL CHANGE $ 749,665 $ 8,241,720 1,863,145 4,542,189 6,070,647 21,467,366 $ 892,002 $ 8,565,682 2,282,874 6,478,174 6,379,250 24,597,982 $ 952,767 $ 9,101,764 2,467,717 6,926,639 5,282,218 24,731,105 $ 851,306 $ 9,124,026 2,285,614 6,083,366 5,165,474 23,509,786 $ 1,017,958 $ 9,218,824 2,459,660 6,908,713 4,949,977 24,555,132 $ (65,191) (117,060) 8,057 17,926 332,241 175,973 -6.8% -1.3% 0.3% 0.3% 6.3% 0.7% 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 - TRANSFERRED YOUTH WARR - FUGITIVE APPREHENSION 11CJ - COMMUNITY JUSTICE $ 2,991,749 $ 1,249,397 2,476,276 1,030,645 5,663,303 4,432,585 1,388,010 4,753,341 25,340,052 600,127 2,091,559 52,017,044 $ 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 $ 3,149,125 $ 1,518,971 2,764,245 1,106,634 6,381,212 4,781,574 1,497,984 5,832,663 29,051,939 695,946 2,264,631 59,044,924 $ 3,163,680 $ 1,538,870 2,747,358 1,122,158 6,414,808 4,808,106 1,581,246 5,724,276 28,742,388 697,191 2,405,688 58,945,769 $ 3,044,391 $ 1,770,024 2,757,847 1,117,971 7,140,134 4,841,568 1,697,557 6,178,104 29,595,735 697,694 2,299,622 61,140,647 $ 104,734 (251,053) 6,398 (11,337) (758,922) (59,994) (199,573) (345,441) (543,796) (1,748) (34,991) (2,095,723) 3.3% -16.5% 0.2% -1.0% -11.9% -1.3% -13.3% -5.9% -1.9% -0.3% -1.5% -3.5% BDFS - BUDGET AND FINANCIAL SERVICES FACI - FACILITIES MANAGEMENT HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT RMGT - RISK MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 597,703 $ 958 367,981 1,434,309 168,180 641,836 3,210,967 $ 600,552 $ 351,958 1,384,481 (773,600) 168,180 616,501 2,348,072 $ 600,552 $ 566,029 1,388,132 5,974 168,180 637,579 3,366,446 $ 597,818 $ 365,270 1,341,170 168,180 670,032 3,142,470 $ 595,752 $ 336,182 270,373 103,584 168,180 663,072 478,691 2,615,834 $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED AND STATUTRY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ - $ 392,814 392,814 $ - $ 352,002 352,002 $ - $ 352,002 352,002 $ - $ 354,855 354,855 $ 930,651 $ 186,929 366,719 1,484,299 $ (930,651) 352,002 (186,929) (366,719) (1,132,297) N/A 100.0% N/A N/A -321.7% BUAS - BUSINESS APPLICATION DEV SUPP GISA - GIS APPLICATION DEV AND SUPP TSPT - TECHNOLOGY SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS 99IT - INFORMATION TECHNOLOGY $ $ 380,684 $ 43,609 1,149,333 65,490 1,639,116 $ 381,256 $ 42,324 1,152,316 84,122 1,660,018 $ 396,014 $ 43,771 1,154,686 87,249 1,681,720 $ 405,070 $ 45,558 1,163,286 74,803 1,688,717 $ 358,784 $ 1,267,479 100,574 1,726,837 $ 37,230 43,771 (112,793) (13,325) (45,117) 9.4% 100.0% -9.8% -15.3% -2.7% TOTAL PROGRAMS $ 78,727,307 $ 82,211,979 $ 89,176,197 $ 87,641,597 $ 91,522,749 $ (2,346,552) -2.6% EDUC - ADULT EDUCATION TTAC - TRANSITION AND TREATMENT 11BC - BEHAVIORAL CHANGE - N/A N/A USES $ $ $ $ 216 0.8% 4,800 N/A 40.6% 229,847 80.5% 1,117,759 (97,610) -1633.9% 0.0% -4.0% (25,493) N/A (478,691) 22.3% 750,612 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category FY 2013 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2014 REVISED FY 2014 ADOPTED FY 2015 ADOPTED FY 2014 FORECAST REVISED VS ADOPTED % VAR $ SUBTOTAL $ 3,223,762 3,223,762 $ $ 2,934,259 2,934,259 $ $ 3,006,771 3,006,771 $ $ 2,671,000 2,671,000 $ $ 2,726,995 $ 2,726,995 $ (279,776) (279,776) -9.3% -9.3% CHARGES FOR SERVICE $ 0634 - INTERGOV CHARGES FOR SERVICES 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 70,092 9,568,756 9,638,848 $ 9,539,929 9,539,929 $ $ 9,071,758 9,071,758 $ $ - $ 9,539,929 9,539,929 $ $ - $ 9,196,900 9,196,900 $ (343,029) (343,029) N/A -3.6% -3.6% $ 3,454,360 $ 3,448,265 $ 3,448,265 $ 3,341,532 $ 3,293,269 $ (154,996) -4.5% $ SUBTOTAL $ 6,511 6,511 $ $ 4,400 $ 4,400 $ 4,400 4,400 $ $ 3,635 3,635 $ $ 3,380 3,380 $ $ (1,020) (1,020) -23.2% -23.2% ALL REVENUES $ 16,323,481 $ 15,926,853 $ 15,999,365 $ 15,087,925 $ 15,220,544 $ (778,821) -4.9% TOTAL SOURCES $ 16,323,481 FY 2013 ACTUAL $ 15,926,853 $ FY 2014 ADOPTED 15,999,365 FY 2014 REVISED $ 15,087,925 FY 2014 FORECAST $ 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS CATEGORY PERSONAL SERVICES $ 0701 - REGULAR PAY 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ -4.9% (778,821) 15,220,544 $ FY 2015 REVISED VS ADOPTED VAR % ADOPTED 48,377,687 $ 235,162 255,845 19,120,830 368,008 (12,521,848) 14,219,656 70,055,340 $ 49,248,302 $ 352,304 292,268 21,088,684 63,188 (12,658,962) 14,306,967 72,692,751 $ 54,613,607 $ 466,078 292,268 21,982,652 430,487 (12,658,962) 14,306,967 79,433,097 $ 54,354,680 $ 341,178 457,869 21,724,229 218,048 (12,168,624) 13,789,500 78,716,880 $ 56,651,477 $ 482,002 403,224 23,022,322 117,480 (12,220,376) 13,868,383 82,324,512 $ (2,037,870) (15,924) (110,956) (1,039,670) 313,007 (438,586) 438,584 (2,891,415) -3.7% -3.4% -38.0% -4.7% 72.7% -3.5% 3.1% -3.6% 1,029,970 $ 6,396 227,624 676,207 1,940,197 $ 828,021 $ 36,000 256,480 605,800 1,726,301 $ 845,469 $ 36,000 256,480 605,800 1,743,749 $ 822,053 $ 6,043 228,599 382,556 1,439,251 $ 687,189 $ 50,000 241,332 305,610 1,284,131 $ 158,280 (14,000) 15,148 300,190 459,618 18.7% -38.9% 5.9% 49.6% 26.4% 19,807 $ 314,367 2,476,828 1,009,897 67,366 1,224,454 1,587,378 317,819 59,777 65,431 277,095 (880,712) 6,539,507 $ 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 $ 1,200 $ 304,400 3,134,722 1,051,464 46,800 1,254,000 1,619,533 368,320 61,080 63,060 232,940 (688,168) 7,449,351 $ 1,295 $ 392,037 2,581,046 1,017,383 49,250 1,174,146 1,685,246 305,176 40,737 62,079 234,459 235 (746,828) 50 6,796,311 $ - $ 226,020 3,129,822 1,055,099 31,200 1,204,436 1,590,711 324,252 50,679 43,116 304,081 (625,310) 7,334,106 $ 1,200 78,380 4,900 (3,635) 15,600 49,564 28,822 44,068 10,401 19,944 (71,141) (62,858) 115,245 100.0% 25.7% 0.2% -0.3% 33.3% 4.0% 1.8% 12.0% 17.0% 31.6% -30.5% N/A -9.1% N/A 1.5% $ 34,585 $ 157,678 192,263 $ 50,000 $ 500,000 550,000 $ 50,000 $ 500,000 550,000 $ 125,000 $ 442,639 121,516 689,155 $ 80,000 $ 500,000 580,000 $ (30,000) (30,000) -60.0% 0.0% N/A -5.5% ALL EXPENDITURES $ 78,727,307 $ 82,211,979 $ 89,176,197 $ 87,641,597 $ 91,522,749 $ (2,346,552) -2.6% TOTAL USES $ 78,727,307 $ 82,211,979 $ 89,176,197 $ 87,641,597 $ 91,522,749 $ (2,346,552) -2.6% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ 217 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 211 ADULT PROBATION GRANTS OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 3,692,725 $ 3,692,725 $ 3,084,259 $ 3,084,259 $ 3,156,771 $ 3,156,771 $ 2,762,282 $ 2,762,282 $ 2,876,995 $ 2,876,995 $ (279,776) (279,776) -8.9% -8.9% $ FUND TOTAL SOURCES $ 12,630,756 $ 12,630,756 $ 12,842,594 $ 12,842,594 $ 12,842,594 $ 12,842,594 $ 12,325,643 $ 12,325,643 $ 12,343,549 $ 12,343,549 $ (499,045) (499,045) -3.9% -3.9% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 16,323,481 $ 16,323,481 $ FY 2013 ACTUAL 15,926,853 $ 15,926,853 $ FY 2014 ADOPTED 15,999,365 $ 15,999,365 $ FY 2014 REVISED 15,087,925 $ 15,087,925 $ FY 2014 FORECAST FUND TOTAL USES $ 50,706,692 $ 50,706,692 $ 41,708,509 $ 127,030 41,835,539 $ 46,495,032 $ 327,030 46,822,062 $ 46,470,889 $ 127,030 46,597,919 $ 48,350,459 $ 25,000 48,375,459 $ $ FUND TOTAL USES $ 3,384,129 $ 3,384,129 $ 3,084,259 $ 3,084,259 $ 3,156,771 $ 3,156,771 $ 2,762,282 $ 2,762,282 $ 2,876,995 $ 2,876,995 $ 279,776 279,776 $ 12,720,247 $ 860,565 13,580,812 $ 12,842,594 $ 934,539 13,777,133 $ 12,842,594 $ 934,539 13,777,133 $ 12,325,643 $ 536,378 12,862,021 $ 12,343,549 $ 1,083,459 13,427,008 $ 499,045 (148,920) 350,125 3.9% -15.9% 2.5% FUND TOTAL USES $ 10,965,563 $ 90,111 11,055,674 $ 23,318,188 $ 196,860 23,515,048 $ 25,223,371 $ 196,860 25,420,231 $ 25,222,515 $ 196,860 25,419,375 $ 26,643,287 $ 200,000 26,843,287 $ (1,419,916) (3,140) (1,423,056) -5.6% -1.6% -5.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 77,776,631 $ 950,676 $ 78,727,307 $ 80,953,550 $ 1,258,429 $ 82,211,979 $ 87,717,768 $ 1,458,429 $ 89,176,197 $ 86,781,329 $ 860,268 $ 87,641,597 $ 90,214,290 $ 1,308,459 $ 91,522,749 $ (2,496,522) 149,970 (2,346,552) -2.8% 10.3% -2.6% 201 ADULT PROBATION FEES OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT 211 ADULT PROBATION GRANTS OPERATING 201 ADULT PROBATION FEES OPERATING NON RECURRING NON PROJECT $ FUND TOTAL USES $ 255 DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT $ 218 15,220,544 $ (778,821) -4.9% 15,220,544 $ (778,821) -4.9% REVISED VS ADOPTED FY 2015 ADOPTED VAR % (1,855,427) 302,030 (1,553,397) -4.0% 92.4% -3.3% 8.9% 8.9% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Adult Probation Staffing by Program and Activity PROGRAM ACTIVITY 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 TRANSFERRED YOUTH PROGRAM TOTAL GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT RISK MANAGEMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP GIS APPLICATION DEV AND SUPP INFRASTRUCTURE NETWORK SVCS TECHNOLOGY SUPPORT PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 13.35 122.60 23.00 53.68 75.45 288.08 12.10 130.60 30.00 69.68 76.45 318.83 12.10 127.60 30.00 70.68 50.45 290.83 12.10 127.60 30.00 70.68 50.45 290.83 12.10 130.60 30.00 75.68 50.95 299.33 3.00 5.00 .50 8.50 0.0% 2.4% 0.0% 7.1% 1.0% 2.9% 51.64 69.05 18.75 31.00 41.32 15.05 85.39 19.25 69.28 346.19 7.75 754.67 49.14 68.30 20.75 31.00 39.32 16.05 81.18 19.25 76.28 344.30 8.25 753.82 47.22 68.30 20.75 31.00 37.32 15.05 81.18 19.25 77.28 369.32 8.25 774.92 48.22 68.30 20.75 31.00 38.32 16.05 81.18 19.25 77.28 368.32 8.25 776.92 45.97 68.30 23.75 31.00 37.32 16.05 88.18 19.25 80.28 371.32 8.25 789.67 (1.25) 3.00 1.00 7.00 3.00 2.00 14.75 (2.6%) 0.0% 14.5% 0.0% 0.0% 6.6% 8.6% 0.0% 3.9% 0.5% 0.0% 1.9% - - .00 - - 1.00 1.00 1.00 1.00 N/A N/A 1.25 11.00 3.25 3.50 19.00 11.00 3.75 4.00 18.75 .00 10.00 3.75 .00 4.00 17.75 10.00 3.75 4.00 17.75 2.50 3.50 7.00 4.00 17.00 (7.50) (.25) 7.00 (.75) N/A (75.0%) (6.7%) N/A 0.0% (4.2%) 5.40 .75 .90 1.70 8.75 1,070.50 5.65 .50 .90 1.70 8.75 1,100.15 5.65 .50 .90 1.70 8.75 1,092.25 5.65 .50 .90 1.70 8.75 1,094.25 4.75 1.25 3.75 9.75 1,116.75 (.90) (.50) .35 2.05 1.00 24.50 (15.9%) (100.0%) 38.9% 120.6% 11.4% 2.2% 219 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Adult Probation Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Business Systems Analyst Business Systems Analyst-Sr/Ld Collections Supervisor Collector Counseling Supervisor Counselor Deputy Director - Probation Director - Probation Dispatcher Education Manager - Detention Educator - Detention Educator Supervisor - Detention Executive Assistant General Laborer Help Desk Coordinator Human Resources Analyst IT Project Manager IT Security Analyst 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 2013 FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 22.00 23.00 22.00 22.00 22.00 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% 14.00 14.00 14.00 14.00 14.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 13.00 13.00 14.00 14.00 14.00 0.0% 3.50 3.50 3.50 3.50 3.50 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 22.00 21.00 21.00 21.00 21.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 6.00 7.00 6.00 6.00 6.00 0.0% 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% 1.00 1.00 1.00 1.00 1.00 0.0% 74.50 71.00 70.00 70.00 73.00 3.00 4.3% 2.00 2.00 2.00 2.00 2.00 0.0% 9.00 9.00 9.00 9.00 9.00 0.0% 5.00 5.00 5.00 5.00 5.50 .50 10.0% 3.00 3.90 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 47.00 52.00 49.00 49.00 52.00 3.00 6.1% 46.50 45.75 44.75 45.75 44.75 0.0% 10.00 9.00 9.00 9.00 9.00 0.0% 600.00 626.00 627.00 627.00 640.00 13.00 2.1% 88.00 91.00 92.00 92.00 95.00 3.00 3.3% 7.00 6.00 5.00 5.00 5.00 0.0% 76.00 77.00 76.00 77.00 78.00 2.00 2.6% 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% 1,070.50 1,100.15 1,092.25 1,094.25 1,116.75 24.50 2.2% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 201 ADULT PROBATION FEES 211 ADULT PROBATION GRANTS 255 DETENTION OPERATIONS Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 864.50 746.90 746.00 746.00 758.00 12.00 1.6% 1.50 1.50 1.50 1.50 1.50 0.0% 47.50 34.75 27.75 29.75 28.25 .50 1.8% 157.00 317.00 317.00 317.00 329.00 12.00 3.8% 1,070.50 1,100.15 1,092.25 1,094.25 1,116.75 24.50 2.2% Significant Variance Analysis Due to the rising populations and increased caseloads in the Department, there were 24.50 Full-Time Equivalent (FTE) positions added in FY 2015. The compliments of these positions include 3.0 FTE Justice System Clerks, .50 FTE Management Analyst, 3.0 FTE Presentence Screeners, 3.0 FTE Probation Officer Supervisor, 2.0 FTE Surveillance Officer, and 13.0 FTE Probation Officers. These positions will allow the Department to meet the demands for FY 2015. 220 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Adult Probation General Adjustments Personnel: FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY 2014. Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $166,993 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $6,392 for the impact of the changes in risk management charges. • Decrease Personnel Savings by $536,901 based on prior years’ actuals and FY 2014 Forecast. This results in changing the budgeted personnel savings rate from 4.4% in FY 2014 to 3.1% in FY 2015. • Increase Personnel Services by $46,880 for Justice System Support Market Adjustment. • Increase Personnel Services by $43,313 for Court Interpreter and Probation Dispatch Market Adjustments. Adult Probation Fees Fund (201) Operating • Decrease revenues and expenditures by $499,045 to reflect a decrease in probation fee collection in FY 2015. Adult Probation Grants Fund (211) • Increase Regular Benefits by $612 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $217 for the impact of the changes in risk management charges. • Right-size Supplies and Services by decreasing expenditures by $829. • Decrease revenues and expenditures by $207,264 to reflect an expected reduction in grant awards for FY 2015. Detention Fund (255) Operating • Increase Regular Benefits by $86,071 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $2,706 for the impact of the changes in risk management charges. • Decrease Personnel Savings by $236,699 based on prior years’ actuals and FY 2014 Forecast. This results in changing the budgeted personnel savings rate from 3.8% in FY 2014 to 2.6% in FY 2015. • Increase Personnel Services by $13,391 for Justice System Support Market Adjustment. 221 Maricopa County Annual Business Strategies FY 2015 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 2013 ACTUAL 63.6% FY 2014 FY 2014 REVISED FORECAST 73.9% 78.8% FY 2015 ADOPTED 72.7% REV VS ADOPTED VAR % (1.2%) -1.7% 98.8% 97.5% 98.8% 99.7% 2.2% 2.2% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 94.6% 91.0% 79.2% 82.3% (8.7%) -9.5% 9.6% 10.9% N/A N/A N/A N/A 62.5% 65.6% 60.4% 61.3% (4.3%) -6.6% 36.2% 20.1% 37.7% 36.1% 16.0% 79.8% Activities that comprise this program include: • Adult Education • Pretrial Supervision • Presentence • • 222 Pretrial Initial Appearance Information Transition and Treatment Release Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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. Measure Type Result Output Output Output Demand Expenditure Ratio FY 2013 ACTUAL 63.6% Measure Description Percent of students who achieve at least one successful gain in education classes operated by MCAPD during the reporting period. Average number of students who participated in education classes operated by MCAPD during the reporting period. Number of students who terminate (exit) from education classes operated by MCAPD during the reporting period. Annual average number of students who participated in education classes operated by MCAPD during the fiscal year. Average number of students in need (directed, referred, inquiry) of MCAPD operated education services. Average cost per student who participates in MCAPD operated education classes per year. FY 2014 FY 2014 REVISED FORECAST 73.9% 78.8% FY 2015 ADOPTED 72.7% REV VS ADOPTED % VAR -1.7% (1.2%) 377 403 395 413 10 2.5% 1,676 1,338 1,339 1,780 442 33.0% N/A N/A N/A 413 N/A N/A 471 682 482 585 (98) -14.3% N/A N/A 2,464.79 N/A N/A 121,696 (1,920) 119,776 45.6% -100.0% 44.5% 67,162 (132,353) (65,191) 15.5% -25.5% -6.8% N/A $ Revenue 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ $ 202,180 800 202,980 $ 293,476 456,189 749,665 $ $ 266,991 1,920 268,911 $ 433,488 519,279 952,767 $ $ 388,687 388,687 $ 366,326 651,632 $ 1,017,958 $ 359,313 359,313 $ 410,527 440,779 851,306 $ $ $ Expenditure $ $ $ $ Activity Narrative: The annual average number of students who participated in education classes is a new output measure in FY 2015, and thus cannot be compared to prior years. The grant expenditures and revenue is increasing substantially based on the anticipated grants to be received in FY 2015. Although demand is expected to increase over the FY 2013 Actual amount, it is not projected to increase at the same rate as it had in prior years. This is in part as a result of the General Education Development (GED) test price increasing from $85 to $120 as of January 1, 2014. Additionally, the GED test has been reformatted to be aligned with more rigorous college and career readiness standards along with being computerized. These changes will likely affect the result of the percent of students achieving successful gains. 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. 223 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Expenditure 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 per year. 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES FY 2013 ACTUAL 98.8% $ FY 2014 FY 2014 REVISED FORECAST 97.5% 98.8% FY 2015 ADOPTED 99.7% REV VS ADOPTED VAR % 2.2% 2.2% 15,353 16,984 16,728 18,168 1,184 7.0% 15,353 16,984 16,728 18,168 1,184 7.0% 28.48 5.3% 536.81 $ 7,406,636 138,514 28,677 667,893 $ 8,241,720 $ 535.90 $ 5,121,124 3,980,640 $ 9,101,764 $ 545.43 $ 4,986,914 18,463 4,118,649 $ 9,124,026 $ 507.42 $ $ 5,156,601 4,062,223 $ 9,218,824 $ $ (35,477) (81,583) (117,060) -0.7% N/A N/A -2.0% -1.3% Activity Narrative: The Superior Court is anticipating an increase of 19.1% in the number of General Felony cases filed in FY 2015. Consequently, the number of presentence investigation reports ordered by the court is expected to rise by 7% in FY 2015. The Department will meet this rise in demand by adding three Presentence Screener positions. Base Adjustments: General Fund (100) Operating • Increase expenditures by $131,996 for 3.0 FTE Presentence Screeners and related supplies to support the caseload increase. 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. Measure Type Result Output Demand Expenditure Ratio Measure FY 2013 FY 2014 FY 2014 FY 2015 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 50,003 57,772 52,254 55,941 (1,831) -3.2% packets presented to the court during the reporting period. Number of Initial Appearance defendant 50,003 57,772 52,254 55,941 (1,831) -3.2% packets ordered by the court during the reporting period. Average cost per Initial Appearance $ 37.26 $ 42.71 $ 43.74 $ 43.97 $ (1.25) -2.9% defendant packets presented to the court per year. Expenditure 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 3,116 1,860,029 $ 1,863,145 $ 2,467,717 $ 2,467,717 224 $ 2,285,614 $ 2,285,614 $ 2,459,660 $ 2,459,660 $ $ 8,057 8,057 N/A 0.3% 0.3% Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activity Narrative: Based on FY 2013 Actual and FY 2014 Forecast, the year over year rate of increase for demand and output has been adjusted downward to approximately 5% in FY 2015. 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. Measure Type Result Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of defendants who successfully complete release conditions during the reporting period. Number of defendants exiting (successful and unsuccessful) from pretrial services during the reporting period. Annual average number of defendants supervised by Pretrial Services during the fiscal year. Average number of defendants ordered to be supervised by Pretrial Services during the reporting period. Average cost per defendant on Pretrial Supervision per year. 100 - GENERAL 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES FY 2013 ACTUAL 94.6% $ FY 2014 FY 2014 REVISED FORECAST 91.0% 79.2% FY 2015 ADOPTED 82.3% REV VS ADOPTED VAR % (8.7%) -9.5% 5,978 7,540 7,798 7,369 (171) -2.3% N/A N/A N/A 2,856 N/A N/A N/A N/A N/A 2,856 N/A N/A N/A N/A N/A $ 2,419.02 N/A N/A 34,704 (16,778) 17,926 14.5% N/A -0.3% 0.3% 148,374 15,936 4,377,879 $ 4,542,189 $ 239,753 6,686,886 $ 6,926,639 $ 248,612 5,834,754 $ 6,083,366 $ 205,049 6,703,664 $ 6,908,713 $ $ Activity Narrative: The output and demand measures for those defendants ordered to be supervised by Pretrial Services are new in FY 2015. The FY 2015 result measure cannot be compared to previous years as the measuring methodology has changed. The number of defendants exiting from Pretrial Services is expected to increase over FY 2013 Actual and FY 2014 Forecast amounts due to the increase use of Electronic Monitoring Equipment. Base Adjustments: Detention Fund (255) Operating • Increase Expenditures by $466,063 for the addition 4.0 FTE Probation Officers, 1.0 FTE Justice System Clerk, two (2) vehicles, Electronic Monitoring Equipment lease, and other necessary supplies for the increase in the population who are electronically monitored. Detention Fund (255) Non Recurring Non Project • Increase Expenditures by $25,000 for the addition of one (1) vehicle. 225 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transition and Treatment Activity The purpose of the Transition and Treatment Activity is to provide evidence-based practice treatment services to probationers so they can make positive, pro-social behavioral changes and successfully complete the treatment program. Mandates: A.R.S. §§12-299, 13-3422, and 13-901.01 establishes that Superior Court, though, Adult Probation, is responsible for establishing community punishment programs, including drug treatment. Measure Type Result Result Output Output Output Output Demand Demand Expenditure Ratio Measure Description Percent of probationers who successfully completed MCAPD operated and/or funded treatment and residential services during the reporting period. Percent of jail days saved by releasing probationers early from jail into treatment during the reporting period. Average number of probationers who participate in MCAPD operated and/or funded treatment and residential service during the reporting period. Number of jail days saved by releasing probationers early from jail into treatment during the reporting period. Number of probationers who were terminated from MCAPD operated and/or funded treatment and residential services during the reporting period. Annual average number of probationers who participate in MCAPD operated and/or funded treatment and residential service during the fiscal year. Average number of probationers who are referred and/or court-ordered to MCAPD operated and/or funded treatment and residential services during the reporting period. Number of jail days ordered for probationers who are released from jail into treatment during the reporting period. Average cost per probationer to receive MCAPD operated and/or funded treatment and residential services per year. FY 2013 ACTUAL 62.5% FY 2014 FY 2014 REVISED FORECAST 65.6% 60.4% FY 2015 ADOPTED 61.3% REV VS ADOPTED VAR % (4.3%) -6.6% 36.2% 20.1% 37.7% 36.1% 16.0% 79.8% 1,317 1,611 1,373 1,491 (120) -7.4% 2,458 2,110 2,563 2,364 254 12.0% 1,558 2,204 1,236 1,984 (220) -10.0% N/A N/A N/A 1,491 N/A N/A 1,610 1,877 1,711 1,778 (100) -5.3% 6,797 10,512 6,801 7,702 (2,810) -26.7% 3,319.90 N/A N/A (242,957) 2,398 (240,559) -9.5% 40.0% -9.3% (72,011) 381,475 22,777 332,241 -3.1% 17.8% 0.0% 2.7% 6.3% N/A N/A N/A $ 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ 2,708,669 10,797 $ 2,719,466 $ 2,567,551 6,000 $ 2,573,551 $ 2,138,906 8,518 $ 2,147,424 $ 2,324,594 8,398 $ 2,332,992 $ 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 2,073,605 2,131,207 15,286 1,850,549 $ 6,070,647 $ 2,296,284 2,145,416 3,000 837,518 $ 5,282,218 $ 2,443,227 1,916,571 5,357 800,319 $ 5,165,474 $ 2,368,295 1,763,941 3,000 814,741 $ 4,949,977 $ Revenue $ Expenditure $ Activity Narrative: Although the number of jail days ordered is not expected to reach 10,512 as anticipated in FY 2014 Revised, this demand is expected to increase in FY 2015 over the FY 2013 Actual amount. Based on the FY 2013 Actual and FY 2014 Forecast data, it is anticipated that the number of jail days saved by releasing probationers early from jail into treatment will increase by 79.8% in FY 2015. Due to the implementation of the Affordable Care Act as well as the Mental Health Parity and Addiction Equity Act, this result measure is likely to continue increasing in future years as more probationers will have access to treatment services. 226 Maricopa County Annual Business Strategies FY 2015 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. FY 2013 ACTUAL 47.4% 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. Percent of unsupervised probationers sentenced for a new felony while being monitored during the fiscal year. Percent of unsupervised probationers who successfully complete probation during the reporting period. Percent of seriously mentally ill probationers who successfully complete probation during the reporting period. Percent of active seriously mentally ill probationers sentenced for a new felony offense while supervised during the fiscal year. FY 2014 FY 2014 REVISED FORECAST 52.4% 44.2% FY 2015 ADOPTED 39.3% REV VS ADOPTED VAR % (13.1%) -25.0% 70.3% 80.0% 69.8% 71.0% (9.0%) -11.3% 86.8% 77.0% 80.6% 79.0% 2.0% 2.6% 51.2% 62.7% 48.3% 51.5% (11.2%) -17.9% 4.2% 4.5% 3.7% 4.5% (0.0%) -0.6% 45.2% 49.4% 45.2% 44.0% (5.4%) -11.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 98.3% 99.5% 97.7% (0.6%) -0.7% 0.3% 0.3% 0.4% 0.3% (0.0%) -14.9% 56.0% 59.6% 51.9% 56.0% (3.6%) -6.0% 11.2% 8.1% 10.3% 11.2% 3.1% 37.7% N/A N/A N/A 7.4% N/A N/A N/A N/A N/A 96.9% N/A N/A 73.0% 74.1% 77.0% 74.5% 0.4% 0.6% 7.0% 6.2% 6.3% 6.4% 0.2% 3.2% 227 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Adult Probation Program Results (continued) Measure Description Percent of active Sex Offender probationers sentenced for a new felony offense while supervised during the reporting period. Percent of standard probationers who successfully complete probation during the reporting period. Percent of active standard probationers convicted of a new felony offense while supervised during the fiscal year. Percent of transferred youth probationers who successfully complete probation during the reporting period. Percent of active transferred youth sentenced for a new felony offense while supervised during the fiscal year. Percent of newly ordered warrants cleared during the reporting period. Percent of warrants cleared during the fiscal year. The percentage of warrants cleared with targeted criteria, out of the total warrants cleared during the reporting period. FY 2013 ACTUAL 1.2% FY 2014 FY 2014 REVISED FORECAST 2.4% 1.4% FY 2015 ADOPTED 1.3% REV VS ADOPTED VAR % (1.1%) -45.4% 69.4% 74.6% 66.6% 69.5% (5.1%) -6.8% 7.5% 7.5% 6.3% 6.1% (1.4%) -18.2% 52.4% 52.3% 55.8% 58.1% 5.8% 11.2% 18.2% 15.0% 24.2% 25.1% 10.1% 67.7% 63.9% 69.5% 65.0% 65.0% (4.5%) -6.5% 43.5% 58.8% 52.3% 53.3% (5.5%) -9.4% 12.9% 10.7% 15.2% 14.0% 3.3% 30.3% 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. 228 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Output Demand Demand Expenditure Ratio 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 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 annual cost to provide Financial Compliance and Community Restitution services during the fiscal year. FY 2013 ACTUAL 47.4% FY 2014 FY 2014 REVISED FORECAST 52.4% 44.2% FY 2015 ADOPTED 39.3% REV VS ADOPTED VAR % (13.1%) -25.0% 70.3% 80.0% 69.8% 71.0% (9.0%) -11.3% 86.8% 77.0% 80.6% 79.0% 2.0% 2.6% 9,279 10,445 8,691 8,090 (2,355) -22.5% 3,768 4,487 3,467 3,170 (1,317) -29.4% 5,511 5,958 5,232 4,920 (1,038) -17.4% $ 322.42 $ 301.50 $ 364.02 $ 376.32 $ (74.82) -24.8% 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ 46,635 52,831 99,466 $ 10,000 59,184 69,184 $ 56,985 42,655 99,640 $ 56,985 42,672 99,657 $ 46,985 (16,512) 30,473 469.9% -27.9% 44.0% 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 2,880,190 110,058 1,501 $ 2,991,749 75,623 29,439 (328) 104,734 2.5% 34.1% N/A -0.4% 3.3% Revenue $ $ $ $ $ Expenditure $ 2,970,339 86,411 92,375 $ 3,149,125 $ 3,015,733 54,071 93,876 $ 3,163,680 $ 2,894,716 56,972 92,703 $ 3,044,391 $ $ Activity Narrative: The result measure for the percent of opted-in victims satisfied is expected to increase since the Department has provided additional training to employees in victim communication and awareness. However, the remaining measures are all expected to decrease for the third consecutive year, which is primarily due to a change in Superior Court practices. Furthermore, the average number of probationers ordered to pay restitution and/or perform Community Restitution Service was overestimated in the FY 2014 Revised budget. Although grant revenue is projected to increase substantially in FY 2015, overall expenditures are expected to decrease from FY 2014 Revised as a result the decreased demand. Domestic Violence Activity The purpose of the Domestic Violence Probation Supervision Activity is to provide specialized supervision and align services to offender risk profiles and criminogenic needs to domestic violence probationers so they can enhance their likelihood to remain in the community and successfully complete probation. Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. 229 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Output Output Demand Expenditure Ratio Expenditure 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. Annual average number of Domestic Violence probationers supervised (includes LJ cases). Average number of active domestic violence probationers ordered to be supervised during the reporting period. Average cost per active Domestic Violence probationer per year. 100 - GENERAL 211 - ADULT PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES FY 2013 ACTUAL 51.2% FY 2014 FY 2014 REVISED FORECAST 62.7% 48.3% FY 2015 ADOPTED 51.5% REV VS ADOPTED VAR % (11.2%) -17.9% 4.2% 4.5% 3.7% 4.5% (0.0%) -0.6% 672 694 722 794 100 14.4% 283 284 323 377 93 32.7% 672 670 724 764 94 14.0% N/A N/A N/A 794 N/A N/A 707 694 757 794 100 14.4% N/A N/A 2,229.25 N/A N/A $ 1,197,088 52,309 $ 1,249,397 $ 1,498,961 20,010 $ 1,518,971 (263,563) 12,510 (251,053) -17.6% N/A 62.5% -16.5% N/A $ $ 1,527,473 11,397 $ 1,538,870 $ 1,762,524 7,500 $ 1,770,024 $ $ Activity Narrative: The average number of active domestic violence probationers supervised is expected to increase in FY 2015 by 14.4%, which is a reflection of this population increasing at an average of 1.62% per quarter since FY 2012 quarter one. The annual average number of domestic violence probationers supervised (included limited jurisdiction cases) is a new comprehensive measure in FY 2015, and thus cannot be compared to prior years. Base Adjustments: General Fund (100) Operating • Increase Expenditures by $247,805 for 1.0 FTE Probation Officer, 1.0 FTE Surveillance Officer, 1.0 FTE Probation Officer Supervisor, one (1) vehicle, and related supplies to support the increase in this population. 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. 230 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Output Output Output Output Demand Expenditure Ratio Revenue Measure Description 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. Average number of probationers on warrant status being sought by Adult Probation during the reporting period. Average number of probationers on warrant status with targeted criteria being sought by Adult Probation during the reporting period. Total number of probationers on warrant status cleared during the reporting period. Annual average number of probationers on warrant status. Total number of probationers newly placed on warrant status by the Court during the reporting period. Average cost per probationer on warrant status during the fiscal year. FY 2013 ACTUAL 63.9% FY 2014 FY 2014 REVISED FORECAST 69.5% 65.0% FY 2015 ADOPTED 65.0% REV VS ADOPTED VAR % (4.5%) -6.5% 43.5% 58.8% 52.3% 53.3% (5.5%) -9.4% 12.9% 10.7% 15.2% 14.0% 3.3% 30.3% 5,754 4,834 5,856 6,465 1,631 33.7% 901 838 911 1,002 164 19.6% 4,481 4,949 6,467 7,163 2,214 44.7% N/A N/A N/A 13,435 N/A N/A 3,903 4,012 7,056 7,668 3,656 91.1% N/A N/A 171.17 N/A N/A 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ $ 70,092 70,092 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 2,039,979 48,394 3,186 $ 2,091,559 $ $ 45,000 45,000 N/A $ $ $ 51,319 51,319 $ $ 52,000 52,000 $ $ 7,000 7,000 15.6% 15.6% $ 2,245,222 52,000 2,400 $ 2,299,622 $ (25,591) (7,000) (2,400) (34,991) -1.2% -15.6% N/A N/A -1.5% Expenditure $ 2,219,631 45,000 $ 2,264,631 $ 2,238,027 40,661 127,000 $ 2,405,688 $ Activity Narrative: The data source for this Activity has changed in FY 2015; consequently, measures cannot be compared to prior years. 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. 231 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Output Demand Expenditure Ratio Revenue 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. Annual average number of jailed probationers who received in-custody management services during the fiscal year. 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 cost per year, per probationer to provide in-custody management services. 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES FY 2013 ACTUAL 45.2% $ FY 2014 FY 2014 REVISED FORECAST 49.4% 45.2% REV VS ADOPTED VAR % (5.4%) -11.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 1,571 1,468 1,665 1,722 254 17.3% 160,892 181,863 172,618 191,630 9,767 5.4% N/A N/A N/A 1,722 N/A N/A 1,571 1,468 1,665 1,722 254 17.3% N/A N/A 1,601.54 N/A N/A (212,382) (60,951) (273,333) -100.0% -9.3% -31.4% 14,486 46,981 (55,069) 6,398 9.4% 47.7% N/A -2.2% 0.2% 663,711 663,711 $ 962,633 155,800 6,373 1,351,470 $ 2,476,276 $ $ FY 2015 ADOPTED 44.0% N/A $ 212,382 657,918 870,300 $ 153,710 98,426 2,512,109 $ 2,764,245 $ $ $ 106,192 600,428 706,620 $ $ 596,967 596,967 $ $ Expenditure 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 135,517 68,646 2,543,195 $ 2,747,358 $ 139,224 51,445 2,567,178 $ 2,757,847 $ $ Activity Narrative: Based on trends beginning in FY 2012, the number of jail days required for probationers going through violation proceedings during the reporting period is anticipated to increase by 5.4%. This is primarily due to the increase of the subpopulations of probationers in custody reintegration, work furlough, and court liaison units. The percent of jail days saved through the Court Liaison is decreasing slightly due to the number of jail days required increasing faster than expected in FY 2014. 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. 232 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Output Output Demand Expenditure Ratio Expenditure 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. Annual average number of probationers monitored by Indirect Services during the fiscal year. 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 cost per probationer monitored by Indirect Services per year. 100 - GENERAL TOTAL USES FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 98.3% 99.5% 0.3% 0.3% REV VS ADOPTED VAR % (0.6%) -0.7% FY 2015 ADOPTED 97.7% 0.4% 0.3% (0.0%) -14.9% 14,785 13,444 14,895 13,851 407 3.0% 166 118 198 256 138 116.9% 3,868 3,335 3,228 2,708 (628) -18.8% N/A N/A N/A 13,851 N/A N/A 13,851 407 3.0% 80.71 N/A N/A (11,337) (11,337) -1.0% -1.0% 14,785 13,444 N/A $ 1,030,645 $ 1,030,645 N/A $ 1,106,634 $ 1,106,634 14,895 N/A $ $ 1,122,158 $ 1,122,158 $ 1,117,971 $ 1,117,971 $ $ Activity Narrative: The average number of probationers on deportation status through Immigration and Customs Enforcement (ICE) is expected to continue decreasing in FY 2015. This downward trend started in FY 2012 when it was established that only probationers with verified deportation could be returned to Indirect Services. The dramatic increase of sex offenders who have a probation tail (after their discharge from the Arizona Department of Corrections) is expected to continue as the majority of these individuals are sentenced to lifetime probation. Intensive Probation Activity The purpose of the Intensive Probation Activity is to provide community supervision and encourage prosocial behaviors of high risk probationers through assessment, case planning, treatment and appropriate responses to behaviors. Aligning services to offender risk profiles and criminogenic needs to high risk probationers so they can enhance their likelihood to remain in the community and successfully complete probation. Mandates: A.R.S. §§13-913 through 13-920 establishes intensive probation, power and duties, probation officer qualifications, and probation conditions and fees. 233 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Output Demand Expenditure Ratio Revenue 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. FY 2013 ACTUAL 56.0% 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 cost per IPS probationer per year. FY 2014 FY 2014 REVISED FORECAST 59.6% 51.9% REV VS ADOPTED VAR % (3.6%) -6.0% FY 2015 ADOPTED 56.0% 11.2% 8.1% 10.3% 11.2% 3.1% 37.7% 708 639 877 974 335 52.5% 757 856 834 734 (122) -14.3% 708 639 866 973 334 52.3% 708 639 877 974 335 52.5% N/A N/A 7,338.27 N/A N/A 201 - ADULT PROBATION FEES TOTAL SOURCES $ $ 432,983 432,983 100 - GENERAL 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 5,642,592 20,711 $ 5,663,303 $ $ 557,124 557,124 N/A $ $ $ 444,909 444,909 $ $ 446,135 446,135 $ $ (110,989) (110,989) -19.9% -19.9% $ 1,743,646 5,396,488 $ 7,140,134 $ 7,077 (765,999) (758,922) 0.4% N/A -16.5% -11.9% Expenditure $ 1,750,723 4,630,489 $ 6,381,212 $ 1,555,790 4,859,018 $ 6,414,808 $ Activity Narrative: As a result of changes in the Criminal Bench, the Department has experienced an upward trend in this population beginning in FY 2013. Although it is anticipated this population will continue to grow through FY 2016, the Department hopes to cap the number of IPS probationers in the future to reduce Departmental needs associated with growth. The number of Intensive Probation Services (IPS) probationers discharged is expected to decrease in FY 2015 is due to the probation officers keeping probationers in the program longer to reduce the rate of recidivism post program reporting period. Base Adjustments: Detention Fund (255) Operating • Increase Expenditures by $514,976 for 6.0 FTE Probation Officers, 1.0 FTE Probation Officer Supervisor, and related supplies to support the increase in this population. Detention Fund (255) Non Recurring Non Project • Increase Expenditures by $150,000 for 6.0 six (6) vehicles to support the increase in this population. Compliance Monitoring Activity The purpose of the Compliance Monitoring Activity is to provide appropriately reduced levels of supervision to court ordered unsupervised 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. 234 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of unsupervised probationers sentenced for a new felony while being monitored during the fiscal year. Percent of unsupervised probationers who successfully complete probation during the reporting period. Annual average number of unsupervised probationers monitored during the fiscal year. Average number of unsupervised probationers ordered by the court to be monitored during the reporting period. The average cost per unsupervised probationer per fiscal year. 100 - GENERAL 201 - ADULT PROBATION FEES TOTAL USES FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED 7.4% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 96.9% N/A N/A N/A N/A N/A 6,978 N/A N/A N/A N/A N/A 6,978 N/A N/A N/A N/A N/A $ 693.83 N/A N/A (59,994) (59,994) -1.3% N/A -1.3% $ 4,283,854 148,731 $ 4,432,585 $ 4,781,574 $ 4,781,574 $ 4,808,106 $ 4,808,106 $ 4,841,568 $ 4,841,568 $ $ Activity Narrative: This activity has been repurposed in FY 2015 and new measures have been created. 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. 235 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Output Demand Expenditure Ratio Revenue 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. FY 2013 ACTUAL 73.0% 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. Annual 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 SMI probationer per year. FY 2014 FY 2014 REVISED FORECAST 77.0% 74.1% FY 2015 ADOPTED 74.5% REV VS ADOPTED VAR % 0.4% 0.6% 7.0% 6.2% 6.3% 6.4% 0.2% 3.2% 610 645 622 624 (21) -3.2% 341 386 278 302 (84) -21.8% 610 644 616 624 (20) -3.1% 610 645 622 624 (21) -3.2% N/A N/A 2,720.44 N/A N/A 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ $ - 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 1,359,760 28,250 $ 1,388,010 $ $ - N/A $ $ $ 27,894 27,894 $ $ 36,466 36,466 $ $ 36,466 36,466 $ 1,534,080 163,477 $ 1,697,557 $ (36,096) (163,477) (199,573) N/A N/A Expenditure $ 1,497,984 $ 1,497,984 $ 1,531,862 49,384 $ 1,581,246 $ -2.4% N/A -13.3% Activity Narrative: The number of active seriously mentally ill (SMI) probationers terminated from probation is expected to decrease from FY 2013 Actual. This is based on new practices where SMI probationers are receiving specialized supervision and case management. These specialized caseload sets enable the probationer to be more successful, which is evident in the increased probation completion results. 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. 236 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Output Demand Expenditure Ratio Revenue 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. FY 2013 ACTUAL 1.2% Annual 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 supervised per year. FY 2014 FY 2014 REVISED FORECAST 2.4% 1.4% REV VS ADOPTED VAR % (1.1%) -45.4% FY 2015 ADOPTED 1.3% 1,976 2,091 2,076 2,144 54 2.6% 1,976 2,091 2,069 2,144 53 2.5% 1,976 2,091 2,076 2,144 54 2.6% N/A N/A 2,881.58 N/A N/A 201 - ADULT PROBATION FEES TOTAL SOURCES $ $ 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 2,857,228 1,507 1,850,423 44,183 $ 4,753,341 47,288 47,288 $ $ 56,400 56,400 N/A $ $ $ 55,772 55,772 55,964 55,964 $ $ (436) (436) -0.8% -0.8% $ 5,034,843 1,081,423 61,838 $ 6,178,104 $ (922,817) 108,000 469,339 37 (345,441) -22.4% 100.0% 30.3% 0.1% -5.9% $ $ Expenditure $ 4,112,026 108,000 1,550,762 61,875 $ 5,832,663 $ 4,089,662 1,573,468 61,146 $ 5,724,276 $ Activity Narrative: A year-to-year increase in sex offender probationers is due to 78% of this population is sentenced to lifetime probation. To meet this increased demand, additional staff along with GPS equipment (for the probationers) are being included in FY 2015. It is anticipated that the percent of active Sex Offender probationers sentenced for a new felony offense while supervised will decrease based on FY 2013 Actual and FY 2014 Forecast. Base Adjustments: General Fund (100) Operating • Increase Expenditures by $296,305 1.0 FTE Probation Officer, 1.0 FTE Surveillance Officer, 1.0 FTE Probation Officer Supervisor, related supplies, and GPS equipment lease for the increase in the sex offender population. General Fund (100) Non-Recurring Non-Project • Increase Expenditures by $25,000 for one (1) vehicle due to the increase in the sex offender population. 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. 237 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Output Demand Expenditure Ratio Revenue 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. FY 2013 ACTUAL 69.4% FY 2014 FY 2014 REVISED FORECAST 66.6% 74.6% FY 2015 ADOPTED 69.5% 6.3% 6.1% 7.5% 7.5% 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 cost per active Standard probationer per year. REV VS ADOPTED % VAR (5.1%) -6.8% (1.4%) -18.2% 14,794 15,417 14,666 14,894 (524) -3.4% 6,064 5,612 6,134 6,247 635 11.3% 14,063 14,675 14,252 14,215 (460) -3.1% 14,794 15,417 14,666 14,894 (524) -3.4% 1,987.22 N/A N/A (7,000) (134,872) (141,872) -58.3% -1.7% -1.7% (201,025) 3,000 (152,599) (193,172) (543,796) -1.5% 2.3% -1.3% -5.7% -1.9% N/A $ N/A N/A 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES 343,794 8,053,300 $ 8,397,094 12,000 8,139,648 $ 8,151,648 $ 8,893 7,930,026 $ 7,938,919 $ 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 13,045,871 234,099 11,205,911 854,171 $ 25,340,052 $ 13,565,440 132,000 11,943,860 3,410,639 $ 29,051,939 $ 14,123,131 175,831 11,018,531 3,424,895 $ 28,742,388 $ 13,766,465 129,000 12,096,459 3,603,811 $ 29,595,735 $ $ 5,000 8,004,776 $ 8,009,776 $ $ Expenditure $ $ Activity Narrative: Although the overall demand is slightly decreasing from FY 2014 Revised, the subset populations of Prison Re-entry and Interstate Compact probationers have shown a quarter over quarter population increase for the past two and a half fiscal years. With the additional resources allocated to this Activity, the Department expects to decrease the percent of active probationers who are convicted of a new felony offense while in their supervision. Base Adjustments: General Fund (100) Operating • Increase Expenditures by $149,171 1.0 FTE Probation Officer, 2.0 FTE Justice System Clerks, and related supplies for the increase in the Interstate Compact population. Detention Fund (255) Operating • Increase Expenditures by $3,200 for the caseload increase in Prison Re-entry. Detention Fund (255) Non Recurring Non Project • Increase Expenditures by $25,000 for one (1) vehicle because of the caseload increase in Prison Re-entry. Adult Probation Fees Fund (201) Non Recurring Non Project • Increase Expenditures by $584,414 for the replacement of copiers, computer equipment, and vehicles. • Increase Expenditures by $499,045 to offset the decrease in Adult Probation Fee revenue by shifting operating expenses to one-time funding. 238 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transfer Youth Activity The purpose of the Transferred Youth Supervision Activity is to provide specialized supervision and align services to offender risk profiles and criminogenic needs to Transferred Youth probationers so they can enhance their likelihood to remain in the community and successfully complete probation. Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. Measure Type Result Result Output Output Output Demand Expenditure Ratio Expenditure 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. Annual 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 probationer per year. 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES FY 2014 FY 2014 REVISED FORECAST 52.3% 55.8% FY 2013 ACTUAL 52.4% $ $ REV VS ADOPTED VAR % 5.8% 11.2% FY 2015 ADOPTED 58.1% 18.2% 15.0% 24.2% 25.1% 220 207 208 211 4 1.8% 124 153 129 160 7 4.6% 220 207 215 211 4 1.9% 220 207 208 211 4 1.8% N/A N/A 3,306.61 N/A N/A 10,849 (12,597) (1,748) 39.8% -1.9% -0.3% 600,127 600,127 $ $ 27,288 668,658 695,946 N/A $ $ $ 7,966 689,225 697,191 $ $ 16,439 681,255 697,694 10.1% $ $ 67.7% Activity Narrative: Due to the increase in the percent of active transferred youth sentenced for a new felony while supervised in FY 2014, the Department is anticipating this trend to continue into FY 2015. The Department is currently evaluating best practices with this juvenile population to prevent recidivism. Due to the compliment of probation sentences this high risk population has received, it is expected that the number of probationers terminated will increase in FY 2015. 239 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Court Interpreter and Probation Dispatcher Mark et Adj Reallocations Jud Branch Interdeptl Transfer - $ 4,838,284 $ 4,810,496 3,645 653 6,794 10,722 5,974 (51,761) $ (51,761) - $ 46,495,032 $ - $ 229,671 $ 223 (653) (6,794) (10,722) (5,974) 13,587 240,004 - $ 46,724,703 $ - $ 166,993 $ 166,993 1,368,570 $ 825,277 - 6,392 - 536,901 - $ 48,260,266 $ 3.3% - $ 90,193 $ 43,313 46,880 - $ 48,350,459 $ 3.5% - C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 C-49-14-062-2-00 $ MEMO Agenda Item: C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 C-49-14-062-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Adult Probation Caseload Increase Increase Sex Offender Activity Increase Domestic Violence Activity Increase Standard Probation Increase Presentence Activity Internal Service Charges Risk Management Costs Personnel Savings Personnel Savings (4.4% to 3.1%) 41,708,509 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Court Interpreter and Probation Dispatcher Mark et Adj Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ FY 2015 Tentative Budget $ 296,305 247,805 149,171 131,996 $ 6,932 $ 536,901 Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Court Interpreter and Probation Dispatcher Mark et Adj Justice System Support Mark et Adjustment Agenda Item: C-49-14-062-2-00 FY 2015 Adopted Budget Percent Change from Threshold Amount 240 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Adult Probation General Fund (100) continued Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget Adjustments: Non Recurring Adult Probation Vacancy Savings Budget Adjustment - $ 200,000 $ 200,000 - $ 327,030 $ - $ (327,030) $ (200,000) (127,030) - $ - $ - $ 25,000 $ 25,000 - $ 25,000 $ - C-11-14-009-M-00 Agenda Item: C-11-14-009-M-00 FY 2015 Baseline Budget Threshold Adjustments: Base Adjustments Vehicle Replacement Increased Sex Offender Activity for Vehicle 127,030 $ Agenda Item: FY 2014 Revised Budget Adjustments: Non Recurring Adult Probation Vacancy Savings Budget Adjustment Other Non Recurring $ Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount 25,000 Adult Probation Fees Fund (201) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 12,842,594 $ 12,842,594 FY 2014 Revised Budget $ 12,842,594 $ 12,842,594 FY 2015 Baseline Budget Threshold $ 12,842,594 $ 12,842,594 Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ 241 - $ (499,045) $ (499,045) (499,045) (499,045) - 12,343,549 $ 12,343,549 -3.9% -3.9% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Fees Fund (201) (continued) Expenditures Revenue NON-RECURRING FY 2014 Adopted Budget $ 934,539 $ - FY 2014 Revised Budget $ 934,539 $ - (934,539) $ (934,539) - Adjustments: Non Recurring Other Non Recurring Agenda Item: $ FY 2015 Baseline Budget Threshold Adjustments: Agenda Item: Non Recurring Other Non Recurring Increased Standard Probation Activity for replacement of copiers, computer equipment and vehicles. Increase Standard Probation Activity to offset the decrease in operating revenue $ $ - $ - $ 1,083,459 1,083,459 $ - $ 1,083,459 $ - 584,414 499,045 FY 2015 Adopted Budget Percent Change from Threshold Amount Adult Probation Fees Fund (201) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 FORECAST FY 2014 REVISED FY 2015 ADOPTED Beginning Spendable Fund Balance $ 2,569,899 $ 1,466,166 $ 1,466,166 $ 1,619,837 $ 1,083,459 Sources: Operating Total Sources: $ $ 12,630,756 12,630,756 $ $ 12,842,594 12,842,594 $ $ 12,842,594 12,842,594 $ $ 12,325,643 12,325,643 $ $ 12,343,549 12,343,549 $ 12,720,247 860,565 13,580,812 $ $ $ 12,325,643 536,378 12,862,021 $ $ 12,842,594 934,539 13,777,133 $ $ 12,842,594 934,539 13,777,133 $ 12,343,549 1,083,459 13,427,008 Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ (89,491) $ - $ - $ - $ - Accounting Adjustments $ (6) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ $ 531,627 531,627 $ $ 531,627 531,627 $ $ 1,083,459 1,083,459 $ $ - 1,619,837 1,619,837 242 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Grants Fund (211) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Adult Probation FY 14 Grants $ 3,084,259 $ 3,084,259 $ 72,512 72,512 $ 72,512 72,512 $ 3,156,771 $ 3,156,771 Agenda Item: C-11-14-005-G-00 FY 2014 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Adult Probation FY 14 Grants Agenda Item: $ C-11-14-005-G-00 FY 2015 Baseline Budget Threshold $ Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Right-sized Supplies and Services Internal Service Charges Risk Management Costs Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation (72,512) $ (72,512) 3,084,259 (72,512) (72,512) $ 3,084,259 612 $ 612 (612) $ (829) - Agenda Item: $ $ $ (829) $ 217 - 217 FY 2015 Adopted Budget Percent Change from Threshold Amount $ (207,264) $ (207,264) (207,264) (207,264) $ 2,876,995 $ -6.7% 2,876,995 -6.7% Adult Probation Grants Fund (211) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED (360,005) $ FY 2014 REVISED (360,005) $ FY 2014 FORECAST (360,005) $ FY 2015 ADOPTED (51,398) $ (51,398) Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 3,692,725 3,692,725 $ $ 3,084,259 3,084,259 $ $ 3,156,771 3,156,771 $ $ 2,762,282 2,762,282 $ $ 2,876,995 2,876,995 Uses: Operating Total Uses: $ $ 3,384,129 3,384,129 $ $ 3,084,259 3,084,259 $ $ 3,156,771 3,156,771 $ $ 2,762,282 2,762,282 $ $ 2,876,995 2,876,995 Structural Balance $ 308,596 $ - $ - $ - $ - Accounting Adjustments $ 11 $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (51,398) (51,398) $ (360,005) (360,005) $ 243 (360,005) (360,005) $ (51,398) (51,398) $ (51,398) (51,398) Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Adult Probation Detention Fund (255) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Market Adj 2nd Quarter Retention Pay and Market Adj 3rd and 4th Quarter Retention Pay and Market Adj - $ 1,905,183 1,902,008 2,319 503 353 $ - $ 25,223,371 $ - 96,810 $ 111 (503) (353) 97,555 - Agenda Item: $ C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-043-2-00 $ 25,320,181 $ - $ 86,071 86,071 1,223,644 984,239 $ - Agenda Item: $ FY 2015 Tentative Budget Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Justice System Support Market Adjustment $ C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Adult Probation Caseload Increase Increase Standard Probation Activity Increase Pretrial Supervision Increase Intensive Probation Activity Internal Service Charges Risk Management Costs Personnel Savings Personnel Savings (3.8% to 2.6%) 23,318,188 Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Market Adj 2nd Quarter Retention Pay and Market Adj 3rd and 4th Quarter Retention Pay and Market Adj 2nd to 4th Quarter Retention Pay Plan $ $ 3,200 466,063 514,976 $ 2,706 $ 236,699 $ 2,706 - 236,699 - $ 26,629,896 $ 5.2% - $ 13,391 13,391 $ - $ 26,643,287 $ 5.2% - Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 244 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Adult Probation Detention Fund (255) (continued) Expenditures Revenue NON-RECURRING FY 2014 Adopted Budget $ 196,860 $ - FY 2014 Revised Budget $ 196,860 $ - $ (196,860) $ (196,860) - $ - $ - $ 200,000 $ 200,000 - $ 200,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Base Adjustments Vehicle Replacement Increase Pretrial Supervision Activity for (1) Vehicle Increase Standard Probation Activity for (1) Vehicle Increase Intensive Probation Activity for (6) Vehicles Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount 245 25,000 25,000 150,000 Maricopa County Annual Business Strategies FY 2015 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 The Department is powered by dedicated staff, guided by integrity and service, to provide clean air for our citizens. Strategic Goals Safe Communities 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 2013, air quality at all stations was in compliance with federal health standards 93% of the time. Regional Services 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. Department Specific 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. 246 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES AQPI - AQ PUBLIC INFORMATION DCPR - DUST CNTRL PERMIT REGULATION LREC - LARGE SOURCE PERMIT REGULATION SREC - SMALL SOURCE PERMIT REGULATION $ TRDA - TRIP REDUCTION 85AQ - AIR QUALITY $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % - $ 5,724,174 2,042,167 5,243,845 15,000 $ 5,293,512 1,375,766 5,496,798 15,000 $ 5,293,512 1,375,766 5,504,544 6,250 $ 6,012,618 1,076,204 5,247,484 - $ 5,804,337 1,313,782 5,541,208 (15,000) 510,825 (61,984) 36,664 1,517,337 14,527,523 $ 1,693,494 13,874,570 $ 1,693,494 13,882,316 $ 1,645,838 13,988,394 $ 1,800,242 14,459,569 $ 106,748 577,253 886,784 $ 886,784 $ 886,784 $ 886,784 $ 949,669 $ 949,669 $ 2,004 $ 974,066 976,070 $ $ (884,780) 974,066 89,286 -100.0% 9.7% -4.5% 0.7% 6.3% 4.2% ODIR - EXECUTIVE MANAGEMENT RCOM - REGULATION COMPLIANCE 99AS - INDIRECT SUPPORT $ 974,588 $ 974,588 $ -99.8% N/A 10.1% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 68,988 $ 68,988 $ 32,040 $ 32,040 $ 32,040 $ 32,040 $ 31,311 $ 31,311 $ 32,040 $ 32,040 $ - 0.0% 0.0% TOTAL PROGRAMS $ 15,571,099 $ 14,793,394 $ 14,801,140 $ 14,969,374 $ 15,467,679 $ 666,539 4.5% 304,233 $ 2,186,999 903,536 2,532,932 1,591,624 7,519,324 $ 532,801 $ 2,872,234 2,307,801 2,694,269 1,655,455 10,062,560 $ 536,971 $ 2,897,928 2,358,582 2,724,028 1,664,737 10,182,246 $ 350,526 $ 2,551,151 2,252,678 2,737,203 1,722,272 9,613,830 $ 962,590 $ 2,779,370 2,545,257 2,899,318 1,763,581 10,950,116 $ (425,619) 118,558 (186,675) (175,290) (98,844) (767,870) -79.3% 4.1% -7.9% -6.4% -5.9% -7.5% 212,450 $ 5,393,412 22,122 5,627,984 $ 230,369 $ 76,681 6,038,781 27,158 6,372,989 $ 241,693 $ 76,681 6,255,014 28,317 6,601,705 $ 225,657 $ 31,900 6,024,919 27,990 6,310,466 $ 208,507 $ 672,414 578,894 28,917 3,508,592 1,651,299 6,648,623 $ 33,186 (672,414) 76,681 5,676,120 (600) (3,508,592) (1,651,299) (46,918) 13.7% N/A 100.0% 90.7% -2.1% N/A N/A -0.7% $ 819,913 $ 78,492 898,405 $ 700,558 $ 97,426 797,984 $ 700,558 $ 97,426 797,984 $ 712,541 $ 91,128 803,669 $ 605,708 $ 132,092 83,976 821,776 $ 94,850 (132,092) 97,426 (83,976) (23,792) 13.5% N/A 100.0% N/A -3.0% TOTAL PROGRAMS $ 14,045,713 $ 17,233,533 $ 17,581,935 $ 16,727,965 $ 18,420,515 $ (838,580) -4.8% USES AQPI - AQ PUBLIC INFORMATION DCPR - DUST CNTRL PERMIT REGULATION LREC - LARGE SOURCE PERMIT REGULATION SREC - SMALL SOURCE PERMIT REGULATION TRDA - TRIP REDUCTION 85AQ - AIR QUALITY $ $ BDFS - BUDGET AND FINANCIAL SERVICES FACI - FACILITIES MANAGEMENT HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RCOM - REGULATION COMPLIANCE SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED $ SUBTOTAL $ 10,067,372 10,067,372 $ $ 9,760,589 9,760,589 $ $ 9,768,335 9,768,335 $ $ 9,726,159 $ 9,726,159 $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 2,106,280 1,517,337 3,623,617 $ $ $ 2,231,809 1,693,494 3,925,303 $ $ 2,231,809 1,693,494 3,925,303 $ 2,231,809 1,645,838 3,877,647 CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 399,479 399,479 $ $ 410,858 410,858 $ $ 410,858 410,858 $ $ $ 1,443,969 $ 662,600 $ 662,600 $ 35,281 1,381 36,662 $ 32,040 2,004 34,044 $ 32,040 2,004 34,044 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ $ $ REVISED VS ADOPTED VAR % 10,146,067 $ 10,146,067 $ 377,732 377,732 3.9% 3.9% $ 2,306,095 $ 1,800,242 4,106,337 $ 74,286 106,748 181,034 3.3% 6.3% 4.6% 493,012 493,012 $ $ 518,631 $ 518,631 $ 107,773 107,773 26.2% 26.2% $ 838,244 $ 662,600 $ - 0.0% $ 31,311 3,001 34,312 $ 32,040 2,004 34,044 $ $ - 0.0% 0.0% 0.0% $ $ $ ALL REVENUES $ 15,571,099 $ 14,793,394 $ 14,801,140 $ 14,969,374 $ 15,467,679 $ 666,539 4.5% TOTAL SOURCES $ 15,571,099 $ 14,793,394 $ 14,801,140 $ 14,969,374 $ 15,467,679 $ 666,539 4.5% 247 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2015 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 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 6,323,487 $ 18,635 76,357 2,445,326 173,521 (1,193,825) 1,666,015 9,509,516 $ 7,157,774 $ 30,130 65,064 2,771,459 60,938 (1,518,528) 2,180,485 10,747,322 $ 7,481,988 $ 49,397 65,064 2,808,542 57,230 (1,545,913) 2,207,870 11,124,178 $ 7,245,106 $ 27,972 78,327 2,700,116 28,203 (1,483,922) 2,049,722 10,645,524 $ 7,776,967 $ 77,420 66,274 2,869,409 32,584 (1,586,388) 2,203,258 11,439,524 $ (294,979) (28,023) (1,210) (60,867) 24,646 40,475 4,612 (315,346) -3.9% -56.7% -1.9% -2.2% 43.1% 2.6% 0.2% -2.8% 299,225 $ 130,526 11,138 (11,479) 146,139 575,549 $ 304,948 $ 165,191 18,175 (15,050) 110,789 584,053 $ 304,948 $ 165,191 18,175 (15,050) 110,789 584,053 $ 279,869 $ 136,256 3,441 (17,073) 78,929 481,422 $ 317,225 $ 179,191 40,400 (18,196) 85,042 603,662 $ (12,277) (14,000) (22,225) 3,146 25,747 (19,609) -4.0% -8.5% -122.3% 20.9% 23.2% -3.4% 13,517 $ 5,261 1,070,371 801,326 46,067 1,167,081 14,821 39,655 32,375 70,887 (77,416) 170,406 3,354,351 $ 100,000 $ 10,500 2,813,373 844,254 64,810 1,060,638 18,560 58,641 41,398 85,020 (100,337) 376,657 5,373,514 $ 100,000 $ 10,500 2,793,373 844,254 64,810 1,060,638 18,560 58,641 37,944 85,020 (100,337) 371,657 5,345,060 $ 42,116 $ 5,233 2,491,899 891,270 48,968 635 1,075,448 3,437 32,824 36,775 79,770 (113,836) 443,432 5,037,971 $ 25,000 $ 10,500 3,026,743 897,585 64,810 975,228 19,060 79,041 44,694 82,000 152,209 5,376,870 $ 75,000 (233,370) (53,331) 85,410 (500) (20,400) (6,750) 3,020 (100,337) 219,448 (31,810) 75.0% 0.0% -8.4% -6.3% 0.0% N/A 8.1% -2.7% -34.8% -17.8% 3.6% -100.0% 59.0% -0.6% $ 12,695 $ 548,849 44,753 606,297 $ - $ 482,540 46,104 528,644 $ - $ 482,540 46,104 528,644 $ - $ 489,918 73,130 563,048 $ - $ 300,850 470,000 (120,306) 349,915 1,000,459 $ 181,690 (470,000) 120,306 (303,811) (471,815) N/A 37.7% N/A N/A -659.0% -89.3% ALL EXPENDITURES $ 14,045,713 $ 17,233,533 $ 17,581,935 $ 16,727,965 $ 18,420,515 $ (838,580) -4.8% TOTAL USES $ 14,045,713 $ 17,233,533 $ 17,581,935 $ 16,727,965 $ 18,420,515 $ (838,580) -4.8% SUPPLIES 0801 - GENERAL 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 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ 248 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 503 AIR QUALITY GRANT OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 3,623,617 $ 3,623,617 $ 3,925,303 $ 3,925,303 $ 3,925,303 $ 3,925,303 $ 3,876,514 $ 3,876,514 $ 4,106,337 $ 4,106,337 $ 181,034 181,034 4.6% 4.6% $ FUND TOTAL SOURCES $ 11,947,482 $ 11,947,482 $ 10,868,091 $ 10,868,091 $ 10,875,837 $ 10,875,837 $ 11,092,860 $ 11,092,860 $ 11,361,342 $ 11,361,342 $ 485,505 485,505 4.5% 4.5% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 15,571,099 $ 15,571,099 $ FY 2013 ACTUAL 14,793,394 $ 14,793,394 $ FY 2014 ADOPTED 14,801,140 $ 14,801,140 $ FY 2014 REVISED 14,969,374 $ 14,969,374 $ FY 2014 FORECAST 760,773 $ 383,255 1,144,028 $ 760,773 $ 397,540 1,158,313 $ 788,158 $ 397,540 1,185,698 $ 788,158 $ 397,540 1,185,698 $ 788,158 $ 420,850 1,209,008 $ (420,850) 397,540 (23,310) 0.0% N/A 100.0% -2.0% 3,764,074 $ 47,483 3,811,557 $ 3,924,954 $ 3,924,954 $ 3,924,954 $ 3,924,954 $ 3,876,514 $ 3,876,514 $ 4,106,337 $ 4,106,337 $ (181,383) (181,383) -4.6% N/A -4.6% FUND TOTAL USES $ 8,842,220 $ 247,908 9,090,128 $ 10,517,273 $ 1,632,993 12,150,266 $ 10,838,290 $ 1,632,993 12,471,283 $ 10,212,982 $ 1,452,771 11,665,753 $ 11,361,342 $ 1,743,828 13,105,170 $ (523,052) (110,835) (633,887) -4.8% -6.8% -5.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 13,367,067 $ 678,646 $ 14,045,713 $ 15,203,000 $ 2,030,533 $ 17,233,533 $ 15,551,402 $ 2,030,533 $ 17,581,935 $ 14,877,654 $ 1,850,311 $ 16,727,965 $ 16,255,837 $ 2,164,678 $ 18,420,515 $ (704,435) (134,145) (838,580) -4.5% -6.6% -4.8% 504 AIR QUALITY FEES OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING AIR QUAL MONITORING EQUIP NON RECURRING NON PROJECT $ FUND TOTAL USES $ 503 AIR QUALITY GRANT OPERATING NON RECURRING NON PROJECT $ FUND TOTAL USES $ 504 AIR QUALITY FEES OPERATING NON RECURRING NON PROJECT $ 15,467,679 $ 666,539 4.5% 15,467,679 $ 666,539 4.5% FY 2015 REVISED VS ADOPTED ADOPTED VAR % Staffing by Program and Activity PROGRAM ACTIVITY AIR QUALITY AQ PUBLIC INFORMATION DUST CNTRL PERMIT REGULATION LARGE SOURCE PERMIT REGULATION SMALL SOURCE PERMIT REGULATION TRIP REDUCTION PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT OPERATIONS SUPPORT PROCUREMENT REGULATION COMPLIANCE PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 32.30 16.65 36.95 12.00 99.90 2.00 32.75 16.05 38.10 12.00 100.90 2.00 31.95 18.85 38.10 12.00 102.90 2.00 31.95 21.85 41.10 12.00 108.90 2.00 29.35 18.85 38.70 12.00 100.90 (2.60) .60 (2.00) 0.0% (8.1%) 0.0% 1.6% 0.0% (1.9%) 3.60 36.60 .50 40.70 140.60 3.60 36.10 .50 40.20 141.10 4.00 36.85 .00 .50 .00 41.35 144.25 4.00 36.10 .50 40.60 149.50 4.00 3.10 5.00 .50 28.00 40.60 141.50 (33.75) 5.00 28.00 (.75) (2.75) 0.0% (91.6%) N/A 0.0% N/A (1.8%) (1.9%) 249 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Air Quality Staffing by Market Range Title MARKET RANGE TITLE Accountant Admin/Operations Specialist Administrative Supervisor Air Instrument Technician Supv Air Quality Division Manager Air Quality Enforcement Specialist Air Quality Engineering Supv Air Quality Operations Supervisor Air Quality Planner Air Quality Planning Supv Air Quality Policy Advisor Air Quality Specialist Air Quality Specialist Senior Air Quality Specialist Supervisor Atmospheric Science Pro Business Systems Analyst Communicatn Ofcr/Govt Liaison Deputy Director - Air Quality Development Services Specialist Development Svcs Supervisor Development Svcs Technician Director - Air Quality Engineer - Air Quality Engineering Associate Engineering Manager Engineering Supervisor Executive Assistant Finance Manager Grant-Contract Administrator Instrumentation Technician Air IT Project Manager Management Analyst Media Specialist Office Assistant Office Assistant Specialized Operations/Program Manager Project Administrator RDSA Ombudsman Special Projects Manager Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 7.00 8.00 8.00 8.00 8.00 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% 4.00 4.00 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 2.00 2.00 1.00 (1.00) (50.0%) 1.00 1.00 1.00 1.00 0.0% 6.00 6.00 6.75 6.00 6.00 (.75) (11.1%) 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 40.00 39.00 33.00 33.00 31.00 (2.00) (6.1%) 6.00 12.00 6.00 0.0% 6.00 6.00 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 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% 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 6.00 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% 18.00 18.00 17.00 17.00 18.00 1.00 5.9% 1.00 1.00 1.00 0.0% 3.00 2.00 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% .60 .60 1.00 1.00 1.00 0.0% 13.00 13.00 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 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 1.00 1.00 1.00 0.0% 11.00 10.00 11.00 11.00 11.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% .50 .50 .50 .50 0.0% 140.60 141.10 144.25 149.50 141.50 (2.75) (1.9% ) Staffing by Fund DEPARTMENT/FUND 503 AIR QUALITY GRANT 504 AIR QUALITY FEES Department Total FY 2014 FY 2014 FY 2015 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 20.00 20.00 0.0% 21.60 20.60 20.00 124.25 129.50 121.50 (2.75) (2.2%) 119.00 120.50 141.50 (2.75) (1.9% ) 140.60 141.10 144.25 149.50 General Adjustments Personnel: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: General Fund (100) Air Quality Monitoring Equipment • The FY 2015 Air Quality Monitoring Equipment budget for $420,850 includes $300,850 for air monitoring equipment, and $120,000 for vehicles. 250 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Grant Fund (503) Operating • • • Increase Regular Benefits by $461 for the impact of changes in retirement contribution rates. Decrease expenditures by $461 to absorb changes in retirement contribution rates. Increase revenue $176,953 and increase expenditures $177,302 for grant reconciliation. Air Quality Fees Fund (504) Operating • • • • Increase Regular Benefits by $3,419 for the impact of changes in retirement contribution rates. Decrease expenditures by $2,087 to absorb changes in retirement contribution rates and risk management. Decrease Internal Service Charges by $1,332 for the impact of changes in risk management. Increase Revenues and Expenditures by $481,576 for increase in program volume. Air Quality Fees Fund (504) Non Recurring Non Project • The FY 2015 Non Recurring Non Project budget for $1,743,828 includes: • $152,279 for RDSA One-time allocations. • $146,579 carry-over for the completion of the Accela Information System. • $1,000,000 for an Air Quality Improvement Project as designated by the Queen Creek Environmental Settlement received in FY 2013. • $94,970 for education and public information designated by the Fisher Settlement, also received in FY 2013. • $350,000 for vehicle replacement. 251 Maricopa County Annual Business Strategies FY 2015 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 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. FY 2013 ACTUAL 29.4% 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 2014 FY 2014 REVISED FORECAST 72.0% 72.0% FY 2015 ADOPTED 39.1% REV VS ADOPTED VAR % (32.9%) -45.7% 9.2% 8.0% 8.0% 9.2% 1.2% 15.3% 72.7% 22.7% 44.4% 100.0% 77.3% 340.0% 86.7% 56.3% 80.0% 87.5% 31.3% 55.6% 79.6% 77.9% 80.2% 79.8% 1.9% 2.4% 99.4% 97.0% 99.9% 100.0% 3.0% 3.1% 90.4% 75.9% 83.1% 90.4% 14.4% 19.0% 26.1% 20.4% 32.6% 100.0% 79.6% 390.4% 91.9% 96.1% 93.0% 91.8% (4.3%) -4.5% 15.4% 8.3% 36.2% 100.0% 91.7% 1100.0% 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: • Air Quality Public Information • Dust Control Permit Regulation • Large Source Permit Regulation • • Small Source Permit Regulation Trip Reduction 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. 252 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: Administrative mandate. Measure Type Result Result Output Demand Expenditure Ratio Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of contacts from media sources 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% responded to within four business hours. Percent of requests for information from 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% media sources responded to within 20 business hours. 217 140 169 200 60 42.9% Total Number of responses to requests for information from media sources. Total Number of requests for information from 217 140 169 200 60 42.9% media sources. Total Public Information Office Expenditure per $ 1,402.00 $ 3,835.51 $ 2,074.12 $ 4,812.95 $ (977.44) -25.5% response to requests for information from media sources. Revenue 503 - AIR QUALITY GRANT TOTAL SOURCES $ $ - $ $ 15,000 15,000 $ $ 6,250 6,250 $ $ - $ $ (15,000) (15,000) -100.0% -100.0% 100 - GENERAL 504 - AIR QUALITY FEES TOTAL USES $ 304,233 304,233 $ 536,971 536,971 $ 350,526 350,526 $ 420,850 541,740 962,590 $ (420,850) (4,769) (425,619) N/A -0.9% -79.3% Expenditure $ $ $ $ $ Activity Narrative: The Air Quality Public Information Activity supports the Department in meeting 100% of the demand. The FY 2015 budgeted revenues have decreased due to the prior year’s grant being non-renewable. Fund 100 FY 2015 budgeted non recurring expenditures include Air monitoring equipment and fleet vehicles. Fund 504 FY 2015 budgeted expenditures will increase due to expanded outreach to the community as part of the proactive compliance assurance model adopted by the department emphasizing a balance of education and enforcement. 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. 253 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Demand Demand Expenditure Ratio Revenue 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 2013 ACTUAL 91.9% FY 2014 FY 2014 REVISED FORECAST 96.1% 93.0% 15.4% $ 8.3% FY 2015 ADOPTED 91.8% REV VS ADOPTED VAR % (4.3%) -4.5% 36.2% 100.0% 91.7% 1100.0% 6,106 5,874 7,203 6,764 890 15.2% 157 96 312 156 60 62.5% 5,748 6,758 6,609 6,764 6 0.1% 220 108 262 220 112 103.7% 358.17 $ 493.35 $ 354.18 $ 410.91 $ 82.44 16.7% $ 510,825 510,825 0.0% 12.9% 9.7% (25,868) 144,426 118,558 -2.0% 9.0% 4.1% 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES TOTAL SOURCES $ 1,099,366 4,624,808 $ 5,724,174 $ 1,332,029 3,961,483 $ 5,293,512 $ 1,278,891 4,733,727 $ 6,012,618 $ 1,332,029 4,472,308 $ 5,804,337 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES TOTAL USES $ 1,243,650 943,349 $ 2,186,999 $ 1,289,341 1,608,587 $ 2,897,928 $ 1,165,241 1,385,910 $ 2,551,151 $ 1,315,209 1,464,161 $ 2,779,370 $ Expenditure $ $ Activity Narrative: The FY 2015 budgeted revenue increase is due to an increase in permitted sources. The FY 2015 budgeted decrease in expenditures is the result of process improvement efficiencies. 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 Measure Description Percentage of permit actions completed within the Department’s timeliness standards. Result Percentage of large source inspections in compliance. Number of completed large source (Title V) permit actions provided. Number of large source compliance inspections completed. Number of requests for Title V permit actions. Output Output Demand Demand Expenditure Ratio FY 2013 ACTUAL 72.7% FY 2014 FY 2014 REVISED FORECAST 22.7% 44.4% 86.7% 56.3% 80.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 77.3% 340.0% 87.5% 31.3% 55.6% (14) -63.6% 11 22 9 8 30 32 30 32 - 8 10 6 8 (2) - 0.0% -20.0% Number of large sources compliance inspections required. Total Large Source Permit Regulation Activity Expenditure per number of Title V permit actions provided 34 32 32 32 0.0% $ 82,139.64 $ 107,208.27 $ 250,291.99 $ 318,157.13 $(210,948.85) 504 - AIR QUALITY FEES TOTAL SOURCES $ 2,042,167 $ 2,042,167 $ 1,375,766 $ 1,375,766 $ 1,076,204 $ 1,076,204 $ 1,313,782 $ 1,313,782 $ $ (61,984) (61,984) -4.5% -4.5% 504 - AIR QUALITY FEES TOTAL USES $ $ $ 2,358,582 $ 2,358,582 $ 2,252,678 $ 2,252,678 $ 2,545,257 $ 2,545,257 $ $ (186,675) (186,675) -7.9% -7.9% -196.8% Revenue Expenditure 903,536 903,536 254 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activity Narrative: The FY 2015 Title V permit revenue is budgeted to decrease because permits are valid for several years. The FY 2015 budgeted increase in expenditures is because the level of service the Department continues to provide increases. The revenue can be collected in a prior or subsequent 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. Measure Type Result Result Result Result Output Output Output Output Demand Demand Demand Demand Expenditure Ratio 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 2013 ACTUAL 79.6% $ FY 2014 FY 2014 REVISED FORECAST 77.9% 80.2% REV VS ADOPTED VAR % 1.9% 2.4% FY 2015 ADOPTED 79.8% 99.4% 97.0% 99.9% 100.0% 3.0% 3.1% 90.4% 75.9% 83.1% 90.4% 14.4% 19.0% 26.1% 20.4% 32.6% 100.0% 79.6% 390.4% 495 662 524 496 (166) -25.1% 325 328 1,471 1,040 712 217.1% 2,695 2,282 2,860 2,576 294 12.9% 375 358 389 376 18 5.0% 488 516 495 468 (48) -9.3% 2,597 2,730 2,599 2,576 (154) -5.6% 330 290 334 332 42 14.5% 314 320 1,464 316 (4) -1.3% (1,730.55) -42.1% 5,117.03 $ 4,114.85 $ 5,223.67 $ 5,845.40 $ Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ 5,243,845 $ 5,243,845 $ 5,504,544 $ 5,504,544 $ 5,247,484 $ 5,247,484 $ 5,541,208 $ 5,541,208 $ $ 36,664 36,664 0.7% 0.7% 504 - AIR QUALITY FEES TOTAL USES $ 2,532,932 $ 2,532,932 $ 2,724,028 $ 2,724,028 $ 2,737,203 $ 2,737,203 $ 2,899,318 $ 2,899,318 $ $ (175,290) (175,290) -6.4% -6.4% Expenditure Activity Narrative: FY 2015 budgeted revenue increase is due to an increase in small source general permit actions and an increase in small source compliance permitted sources. The FY 2015 expenditure budget has increased to support the increase in 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. 255 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: A.R.S. § 49-581 which defines the travel reduction program. Measure Type Result Result Output Demand Expenditure Ratio 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 2013 ACTUAL 29.4% FY 2014 FY 2014 REVISED FORECAST 72.0% 72.0% 9.2% $ 8.0% FY 2015 ADOPTED 39.1% 8.0% REV VS ADOPTED VAR % (32.9%) -45.7% 9.2% 1.2% 15.3% 3,097 3,100 3,100 3,100 - 0.0% 3,097 3,100 3,100 3,100 - 0.0% 513.92 $ 537.01 $ 555.57 $ 568.90 $ (31.89) -5.9% Revenue 503 - AIR QUALITY GRANT TOTAL SOURCES $ 1,517,337 $ 1,517,337 $ 1,693,494 $ 1,693,494 $ 1,645,838 $ 1,645,838 $ 1,800,242 $ 1,800,242 $ $ 106,748 106,748 6.3% 6.3% 503 - AIR QUALITY GRANT TOTAL USES $ 1,591,624 $ 1,591,624 $ 1,664,737 $ 1,664,737 $ 1,722,272 $ 1,722,272 $ 1,763,581 $ 1,763,581 $ $ (98,844) (98,844) -5.9% -5.9% Expenditure Activity Narrative: The FY 2015 budgeted revenue increase is due to additional funding from the Maricopa Association of Governments. The FY 2015 increase in budgeted expenditures is due to increased overhead cost and one-time expenditures for technology improvements. 256 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 760,773 $ - $ 27,385 $ 27,385 - FY 2014 Revised Budget $ 788,158 $ - FY 2015 Baseline Budget Threshold $ 788,158 $ - FY 2015 Adopted Budget Percent Change from Threshold Amount $ 788,158 $ 0.0% - Adjustments: Employee Compensation and Benefits Employee Salary Adjustments County RPP Agenda Item: C-49-13-092-2-00 Expenditures Revenue AIR QUAL MONITORING EQUIP FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 420,850 $ 420,850 - $ 420,850 $ - Adjustments: Non Recurring Other Non Recurring Air Monitoring Equipment Four Fleet Vehicles Agenda Item: $ $ FY 2015 Adopted Budget 257 300,850 120,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Grant Fund (503) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 3,924,954 $ 3,925,303 FY 2014 Revised Budget $ 3,924,954 $ 3,925,303 $ 4,081 $ 4,081 4,081 4,081 $ 3,929,035 $ 3,929,384 $ 461 $ 461 (461) $ (461) - $ 177,302 $ 177,302 176,953 176,953 $ 4,106,337 $ 4.5% 4,106,337 4.5% Adjustments: Employee Salary Adjustments 2nd to 4th Quarter Retention Pay Plan Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Retirement Contributions Absorbtion Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: $ $ (461) FY 2015 Adopted Budget Percent Change from Threshold Amount Air Quality Grant Fund (503) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 3,623,617 3,623,617 $ 3,764,074 47,483 3,811,557 Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ (33,988) $ FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED 305,014 $ 305,014 $ $ $ 3,925,303 3,925,303 $ $ 3,925,303 3,925,303 $ $ 3,876,514 3,876,514 $ $ 4,106,337 4,106,337 $ $ $ 3,876,514 3,876,514 $ $ 3,924,954 3,924,954 $ $ 3,924,954 3,924,954 $ 4,106,337 4,106,337 (140,457) $ 349 $ 349 $ - $ - $ - $ - $ - $ - - $ (221,927) (221,927) $ 305,363 305,363 $ 305,363 305,363 $ 1 $ $ (221,927) $ - $ (221,927) (221,927) $ (221,927) (221,927) (221,927) 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. 258 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Fee Fund (504) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP FY 14 IT Mark et Study Adjustments 10,868,091 $ 321,017 $ 301,595 19,422 7,746 7,746 $ 10,838,290 $ 10,875,837 $ 41,476 $ (19,422) 38,843 22,055 - $ - C-49-13-092-2-00 C-49-14-041-2-00 Agenda Item: C-49-14-041-2-00 $ FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Supplies to Absorb Retirement Contributions Internal Service Charges Risk Management Fees and Other Revenues ProgRevenue Volume Inc/Dec 10,517,273 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments FY 14 IT Mark et Study Adjustments Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan Base Adjustments Other Base Adjustments $ (7,746) (7,746) 11,675 11,675 $ 10,879,766 $ 10,879,766 $ 3,419 $ 3,419 (3,419) $ (2,087) - (1,332) - Agenda Item: $ $ (2,087) $ (1,332) FY 2015 Adopted Budget Percent Change from Threshold Amount $ 481,576 $ 481,576 481,576 481,576 $ 11,361,342 $ 4.4% 11,361,342 4.4% Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 1,632,993 $ - FY 2014 Revised Budget $ 1,632,993 $ - $ (438,623) (1,194,370) $ (1,194,370) - $ - $ - $ 1,743,828 $ 298,858 - 1,444,970 - 1,743,828 $ - Adjustments: Information and Communications Technology Other IT Non Recurring Non Recurring Other Non Recurring Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Non Recurring Carry Forward RDSA One-Time Allocations Accela Completion Other Non Recurring Fisher & Queen Creek Settlements Fleet Replacement Vehicles Agenda Item: FY 2015 Adopted Budget $ 152,279 146,579 $ $ 1,094,970 350,000 $ 259 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Fee Fund (504) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2015 ADOPTED FY 2014 FORECAST FY 2014 REVISED Beginning Spendable Fund Balance $ 5,141,283 $ 6,634,419 $ 6,634,419 $ 7,998,654 $ 7,425,761 Sources: Operating Total Sources: $ $ 11,947,482 11,947,482 $ $ 10,868,091 10,868,091 $ $ 10,875,837 10,875,837 $ $ 11,092,860 11,092,860 $ $ 11,361,342 11,361,342 $ $ $ 10,212,982 1,452,771 11,665,753 $ $ 10,838,290 1,632,993 12,471,283 $ $ 10,517,273 1,632,993 12,150,266 $ $ 8,842,220 247,908 9,090,128 $ 11,361,342 1,743,828 13,105,170 Structural Balance $ 3,105,262 $ 350,818 $ 37,547 $ 879,878 $ - Accounting Adjustments $ 17 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 7,998,654 7,998,654 $ $ 5,352,244 5,352,244 $ $ 5,038,973 5,038,973 $ $ 7,425,761 7,425,761 $ $ 5,681,933 5,681,933 Uses: Operating Non-Recurring Total Uses: 260 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Care and Control Analysis by Christine Jasinski, 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 2013 was 40%. The Department is continually streamlining processes and actively seeking ways to update the laws related to rabies vaccinations and licensing. Department Specific By June 2015, ensure the sustainability of providing a minimum of 10,000 pet sterilization surgeries per year in vulnerable areas. Status: In FY 2013, the Department was able to sterilize 16,472 pets through the Uno por Uno Program that 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 2013, the Department saved 85% of “treatable and manageable” pets. The New Hope adoption program has allowed the Department to maintain its zero euthanasia policy. 261 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % ACEF - ANIMAL CONTROL ENFORCEMENT 79AC - ANIMAL CONTROL $ $ 2,935,528 $ 2,935,528 $ 3,426,216 $ 3,426,216 $ 3,426,216 $ 3,426,216 $ 3,992,856 $ 3,992,856 $ 3,453,314 $ 3,453,314 $ 27,098 27,098 0.8% 0.8% PETA - PET ADOPTION 79AP - PET ADOPTION $ $ 1,914,530 $ 1,914,530 $ 1,808,850 $ 1,808,850 $ 1,808,850 $ 1,808,850 $ 1,675,530 $ 1,675,530 $ 1,806,186 $ 1,806,186 $ (2,664) (2,664) -0.1% -0.1% DOGL - DOG LICENSING 79PL - PET LICENSING $ $ 7,169,083 $ 7,169,083 $ 7,009,956 $ 7,009,956 $ 7,009,956 $ 7,009,956 $ 6,836,710 $ 6,836,710 $ 7,017,638 $ 7,017,638 $ 7,682 7,682 0.1% 0.1% LCSN - LOW COST SPAY NEUTER 79SN - COMMUNITY OUTREACH $ $ 1,257,531 $ 1,257,531 $ 1,311,534 $ 1,311,534 $ 1,467,491 $ 1,467,491 $ 1,732,435 $ 1,732,435 $ 1,480,957 $ 1,480,957 $ 13,466 13,466 0.9% 0.9% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 70,111 $ 70,111 $ 49,361 $ 49,361 $ 49,361 $ 49,361 $ 36,690 $ 36,690 $ 17,408 $ 17,408 $ TOTAL PROGRAMS $ 13,346,783 $ 13,605,917 $ 13,761,874 $ 14,274,221 $ 13,775,503 $ 13,629 (31,953) (31,953) -64.7% -64.7% 0.1% USES ACEF - ANIMAL CONTROL ENFORCEMENT 79AC - ANIMAL CONTROL $ $ 2,944,289 $ 2,944,289 $ 3,074,723 $ 3,074,723 $ 3,195,067 $ 3,195,067 $ 3,156,854 $ 3,156,854 $ 3,434,412 $ 3,434,412 $ (239,345) (239,345) -7.5% -7.5% PETA - PET ADOPTION 79AP - PET ADOPTION $ $ 5,643,247 $ 5,643,247 $ 4,829,844 $ 4,829,844 $ 5,010,944 $ 5,010,944 $ 5,173,821 $ 5,173,821 $ 4,873,526 $ 4,873,526 $ 137,418 137,418 2.7% 2.7% DOGL - DOG LICENSING 79PL - PET LICENSING $ $ 2,018,065 $ 2,018,065 $ 1,710,977 $ 1,710,977 $ 2,307,740 $ 2,307,740 $ 1,592,255 $ 1,592,255 $ 1,451,128 $ 1,451,128 $ 856,612 856,612 37.1% 37.1% LCSN - LOW COST SPAY NEUTER 79SN - COMMUNITY OUTREACH $ $ 1,261,142 $ 1,261,142 $ 1,508,087 $ 1,508,087 $ 1,803,330 $ 1,803,330 $ 1,561,353 $ 1,561,353 $ 1,373,679 $ 1,373,679 $ 429,651 429,651 23.8% 23.8% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - INDIRECT SUPPORT $ 1,270,486 $ 77,455 563,687 62,750 1,974,378 $ 1,251,207 $ 71,683 571,039 60,380 1,954,309 $ 1,297,863 $ 76,139 501,412 64,434 1,939,848 $ 1,284,081 $ 78,241 468,379 64,586 1,895,287 $ 1,153,694 $ 54,210 630,672 45,848 1,884,424 $ 144,169 21,929 (129,260) 18,586 55,424 11.1% 28.8% -25.8% 28.8% 2.9% CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 897,966 $ 243,655 1,141,621 $ 978,503 $ 169,645 1,148,148 $ 978,503 $ 154,906 1,133,409 $ 978,503 $ 238,922 1,217,425 $ 1,117,577 $ 122,384 49,930 1,289,891 $ (139,074) (122,384) 154,906 (49,930) (156,482) -14.2% N/A 100.0% N/A -13.8% TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 104,884 $ 104,884 $ 83,536 $ 83,536 $ 89,533 $ 89,533 $ 87,719 $ 87,719 $ 52,048 $ 52,048 $ 37,485 37,485 41.9% 41.9% TOTAL PROGRAMS $ 15,087,626 $ 14,309,624 $ 15,479,871 $ 14,684,714 $ 14,359,108 $ 1,120,763 7.2% $ 262 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category FY 2013 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 $ 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 7,169,083 7,169,083 FY 2014 ADOPTED $ $ 28,500 $ 28,500 $ 2,950,554 1,637,878 4,588,432 $ $ 2,757 $ $ 28,111 $ 1,516,400 1,544,511 $ SUBTOTAL $ $ FY 2014 REVISED 7,009,956 7,009,956 $ $ 711,534 $ 711,534 $ 3,426,570 1,784,282 5,210,852 7,009,956 7,009,956 FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ $ 6,836,710 6,836,710 $ $ 7,034,506 7,034,506 $ $ 24,550 24,550 0.4% 0.4% - $ - $ 55 55 $ $ - $ $ - N/A N/A $ $ 3,436,494 $ 1,404,226 4,840,720 $ $ 3,426,570 1,784,282 5,210,852 $ 3,996,670 1,462,201 5,458,871 3,646 $ 3,646 $ 5,813 $ 3,646 $ $ 36,690 1,936,082 1,972,772 $ $ 49,361 1,488,059 1,537,420 $ 27,638 $ 1,868,993 1,896,631 $ 49,361 620,568 669,929 $ FY 2014 FORECAST $ $ $ 9,924 (380,056) (370,132) (21,723) 380,934 359,211 0.3% -21.3% -7.1% 0.0% -44.0% 25.6% 23.4% ALL REVENUES $ 13,333,283 $ 13,605,917 $ 13,761,874 $ 14,274,221 $ 13,775,503 $ 13,629 0.1% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 13,500 13,500 $ $ - $ - $ - $ $ - $ $ - $ $ - N/A N/A 13,346,783 FY 2013 ACTUAL $ 13,605,917 $ FY 2014 ADOPTED 13,761,874 FY 2014 REVISED $ 14,274,221 FY 2014 FORECAST $ 13,775,503 FY 2015 ADOPTED $ 13,629 0.1% REVISED VS ADOPTED VAR % 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 $ 5,450,741 $ 194,705 2,674,637 200,162 (2,134,659) 2,133,505 8,519,091 $ 5,527,724 $ 90,770 2,499,477 54,371 (553,343) 654,640 8,273,639 $ 5,900,579 $ 90,770 2,597,152 54,371 (553,343) 654,640 8,744,169 $ 5,721,587 $ 170,047 2,657,493 53,406 (557,590) 657,969 8,702,912 $ 5,995,736 $ 89,712 2,824,968 14,220 (493,181) 612,549 9,044,004 $ (95,157) 1,058 (227,816) 40,151 (60,162) 42,091 (299,835) -1.6% 1.2% -8.8% 73.8% -10.9% 6.4% -3.4% SUBTOTAL $ 279,746 $ 555,061 206,072 13,521 (5,781) 5,289 1,053,908 $ 135,340 $ 311,916 185,219 41,578 (4,822) 5,794 675,025 $ 163,654 $ 311,916 194,825 41,578 (4,822) 5,794 712,945 $ 212,292 $ 480,992 184,526 41,578 (10,034) 10,764 920,118 $ 163,648 $ 309,959 194,507 42,000 1,063 711,177 $ 6 1,957 318 (422) (4,822) 4,731 1,768 0.0% 0.6% 0.2% -1.0% -100.0% 81.7% 0.2% 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 $ 988,555 $ 1,144,648 23,946 63,956 1,352,100 11,196 4,820 191,771 334,247 (57,778) 57,778 4,115,239 $ 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 $ 1,246,934 $ 1,362,293 34,676 64,464 1,320,763 6,842 7,000 173,595 422,492 (57,778) 58,388 4,639,669 $ 876,783 $ 709,476 28,351 99,110 1,397,906 9,160 5,942 166,089 383,827 (54,188) 56,140 3,678,596 $ 769,382 $ 530,458 16,164 64,457 1,315,628 6,780 7,000 147,860 268,782 (78,922) 79,586 3,127,175 $ 477,552 831,835 18,512 7 5,135 62 25,735 153,710 21,144 (21,198) 1,512,494 38.3% 61.1% 53.4% 0.0% 0.4% 0.9% 0.0% 14.8% 36.4% 36.6% -36.3% 32.6% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ - $ 258,945 258,945 $ - $ 243,143 243,143 $ - $ 243,143 243,143 $ - $ 243,143 243,143 $ 12,000 $ 324,192 336,192 $ (12,000) (81,049) (93,049) N/A -33.3% -38.3% ALL EXPENDITURES $ 13,947,183 $ 13,169,679 $ 14,339,926 $ 13,544,769 $ 13,218,548 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,140,443 $ 1,140,443 $ 1,139,945 $ 1,139,945 $ 1,139,945 $ 1,139,945 $ 1,139,945 $ 1,139,945 $ 1,140,560 $ 1,140,560 $ TOTAL USES $ 15,087,626 $ 14,309,624 $ 15,479,871 $ 14,684,714 $ 14,359,108 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 263 1,121,378 (615) (615) 1,120,763 7.8% -0.1% -0.1% 7.2% Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FY 2013 ACTUAL FUND / FUNCTION CLASS 573 ANIMAL CONTROL GRANTS OPERATING FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ 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 $ 1,341,932 $ 1,341,932 $ 1,369,571 $ 1,369,571 $ 1,525,528 $ 1,525,528 $ 1,787,439 $ 1,787,439 $ 1,539,157 $ 1,539,157 $ 13,629 13,629 0.9% 0.9% 9,039,579 $ 13,500 9,053,079 $ 8,783,032 $ 8,783,032 $ 8,783,032 $ 8,783,032 $ 8,475,618 $ 8,475,618 $ 8,783,032 $ 8,783,032 $ - 0.0% N/A 0.0% 2,951,772 $ 2,951,772 $ 3,453,314 $ 3,453,314 $ 3,453,314 $ 3,453,314 $ 4,011,164 $ 4,011,164 $ 3,453,314 $ 3,453,314 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 13,333,283 $ 13,500 $ 13,346,783 $ FY 2013 ACTUAL 13,605,917 $ - $ 13,605,917 $ FY 2014 ADOPTED 13,761,874 $ - $ 13,761,874 $ FY 2014 REVISED 14,274,221 $ - $ 14,274,221 $ FY 2014 FORECAST $ FUND TOTAL USES $ 257,903 $ 257,903 $ 258,954 $ 258,954 $ 258,954 $ 258,954 $ 258,954 $ 258,954 $ 258,954 $ 258,954 $ - 0.0% 0.0% $ 1,074,036 $ 357,615 1,431,651 $ 1,363,711 $ 300,000 1,663,711 $ 1,669,668 $ 300,000 1,969,668 $ 1,419,780 $ 300,000 1,719,780 $ 1,539,157 $ 1,539,157 $ 130,511 300,000 430,511 7.8% 100.0% 21.9% 9,196,566 $ 847,003 10,043,569 $ 8,783,032 $ 8,783,032 $ 9,567,889 $ 9,567,889 $ 9,087,344 $ 9,087,344 $ 8,783,032 $ 8,783,032 $ 784,857 784,857 8.2% N/A 8.2% 3,147,664 $ 206,839 3,354,503 $ 3,319,206 $ 284,721 3,603,927 $ 3,398,639 $ 284,721 3,683,360 $ 3,333,915 $ 284,721 3,618,636 $ 3,399,773 $ 378,192 3,777,965 $ (1,134) (93,471) (94,605) 13,676,169 $ 1,411,457 $ 15,087,626 $ 13,724,903 $ 584,721 $ 14,309,624 $ 14,895,150 $ 584,721 $ 15,479,871 $ 14,099,993 $ 584,721 $ 14,684,714 $ 13,980,916 $ 378,192 $ 14,359,108 $ FUND / FUNCTION CLASS 100 GENERAL OPERATING 573 ANIMAL CONTROL GRANTS OPERATING NON RECURRING NON PROJECT 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 NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 13,775,503 $ 13,629 0.1% - $ N/A 13,775,503 $ 13,629 0.1% FY 2015 REVISED VS ADOPTED ADOPTED VAR % 914,234 206,529 1,120,763 0.0% -32.8% -2.6% 6.1% 35.3% 7.2% Staffing by Program and Activity PROGRAM ACTIVITY ANIMAL CONTROL ANIMAL CONTROL ENFORCEMENT PROGRAM TOTAL COMMUNITY OUTREACH LOW COST SPAY NEUTER PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL INFORMATION TECHNOLOGY TECHNOLOGY SUPPORT PROGRAM TOTAL PET ADOPTION PET ADOPTION PROGRAM TOTAL PET LICENSING DOG LICENSING PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 49.00 49.00 50.00 50.00 51.00 51.00 51.00 51.00 51.00 51.00 - 0.0% 0.0% 5.00 5.00 6.00 6.00 8.00 8.00 8.00 8.00 8.00 8.00 - 0.0% 0.0% 3.00 8.00 1.00 1.00 13.00 2.00 5.00 1.00 1.00 9.00 3.00 3.00 1.00 1.00 8.00 3.00 3.00 1.00 1.00 8.00 3.00 3.00 1.00 1.00 8.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 79.00 79.00 82.00 82.00 84.00 84.00 84.00 84.00 85.00 85.00 1.00 1.00 1.2% 1.2% 18.00 18.00 165.00 17.00 17.00 165.00 17.00 17.00 169.00 17.00 17.00 169.00 17.00 17.00 170.00 1.00 0.0% 0.0% 0.6% 264 Maricopa County Annual Business Strategies FY 2015 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 Officer Lead Animal Control Supervisor Animal Health Supervisor Animal Health Technician Animal Health Technician - Ld Animal Health Technician Lead Assistant County Manager Chief Veterinarian Communicatn Ofcr/Govt Liaison Deputy Director - Animal Care & Control Dispatcher Exec Asst to Executive Officer Executive Assistant Finance Manager Finance/Business Analyst Human Resources Analyst Management Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor PC/LAN Technician - Senior/Lead Procurement Specialist Program Coordinator Trades Generalist Veterinarian Department Total FY 2014 FY 2015 FY 2014 FY 2014 FY 2013 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 0.0% 2.00 2.00 1.00 2.00 2.00 5.00 5.00 5.00 5.00 0.0% 3.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 4.00 4.00 N/A 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 0.0% 37.00 37.00 37.00 40.00 37.00 0.0% 3.00 3.00 3.00 3.00 32.00 32.00 0.0% 32.00 35.00 34.00 0.0% 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 3.00 3.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 8.3% 11.00 12.00 12.00 13.00 12.00 N/A 0.0% 1.00 1.00 1.00 1.00 1.00 N/A 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 5.00 0.0% 5.00 5.00 5.00 4.00 N/A N/A 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 0.0% 1.00 1.00 1.00 0.0% 38.00 39.00 39.00 39.00 39.00 N/A 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 1.00 0.0% 1.00 1.00 1.00 1.00 2.00 2.00 0.0% 2.00 1.00 2.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 3.00 3.00 170.00 1.00 0.6% 165.00 165.00 169.00 169.00 Staffing by Fund DEPARTMENT/FUND 572 ANIMAL CONTROL LICENSE SHELTER 573 ANIMAL CONTROL GRANTS 574 ANIMAL CONTROL FIELD OPERATION Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 109.00 106.00 107.00 107.00 108.00 1.00 0.9% 7.00 9.00 11.00 11.00 11.00 0.0% 49.00 50.00 51.00 51.00 51.00 0.0% 165.00 165.00 169.00 169.00 170.00 1.00 0.6% General Adjustments Personnel: FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: Animal Control License/Shelter Fund (572) • Increase Regular Benefits by $1,917 for the impact of changes in retirement contribution rates. • Decrease Internal Service Charges by $90,994 for the impact of changes in risk management charges. • Increase Expenditures by $90,994 for increased health care costs. • Decrease Expenditures by $1,917 to maintain structural balance. 265 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Grants Fund (573) • Increase Regular Benefits by $252 for the impact of changes in retirement contribution rates. • Increase Expenditures by $175,194 for increased health care costs. • Increase Revenue by $169,586 for projected program growth. Animal Control Field Operations Fund (574) • Increase Regular Benefits by $1,134 for the impact of changes in retirement contribution rates. • Increase Non Recurring by $378,192 for vehicle replacements and other IT non recurring. 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 obligations 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 2013 ACTUAL 100.0% 100.0% FY 2014 FY 2014 REVISED FORECAST 95.9% 97.9% FY 2015 ADOPTED 100.0% 99.5% 100.0% 99.1% REV VS ADOPTED % VAR 4.3% 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 the County enforcement agent. 266 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Demand Demand Expenditure Ratio 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 574 - ANIMAL CONTROL FIELD OPERATION TOTAL SOURCES FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 95.9% 97.9% 100.0% $ 99.1% FY 2015 ADOPTED 100.0% 99.5% 100.0% 37,893 5,686 37,890 39,000 5,350 40,000 37,372 5,290 37,873 35,000 5,800 35,000 5,721 5,400 5,315 5,800 77.70 $ 81.92 $ 84.47 REV VS ADOPTED VAR % 4.1% 4.3% $ 0.9% 0.9% (4,000) 450 (5,000) -10.3% 8.4% -12.5% 400 98.13 $ (16.20) 7.4% -19.8% $ 2,935,528 $ 3,426,216 $ 3,992,856 $ 3,453,314 $ 27,098 0.8% $ 2,935,528 $ 3,426,216 $ 3,992,856 $ 3,453,314 $ 27,098 0.8% $ $ $ $ 258,954 3,175,458 $ (1,037) (238,308) -0.4% -8.1% $ 3,434,412 $ (239,345) -7.5% Expenditure 100 - GENERAL 574 - ANIMAL CONTROL FIELD OPERATION TOTAL USES 257,903 2,686,386 $ 2,944,289 257,917 2,937,150 $ 3,195,067 258,359 2,898,495 $ 3,156,854 Activity Narrative: The FY 2015 requested 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. Lower number of cases closed resulted in a higher expenditure ratio. 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 2013 ACTUAL 93.6% FY 2014 FY 2014 REVISED FORECAST 100.0% 99.3% FY 2015 ADOPTED 99.4% REV VS ADOPTED VAR % (0.6%) -0.6% 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: Discretionary services. 267 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Output Output Demand Demand Demand Expenditure Ratio Revenue Measure Description Percent of successful adoptions Number of adoptions completed Number of cats adopted Number of dogs adopted Number of people requesting adoptions Number of adoptable cats available Number of adoptable dogs available Expenditure per adoption completed FY 2015 FY 2013 FY 2014 FY 2014 REV VS ADOPTED VAR % FORECAST ADOPTED ACTUAL REVISED 99.3% 99.4% (0.6%) -0.6% 100.0% 93.6% -5.7% (1,515) 24,948 25,419 22,407 26,463 -69.1% (5,403) 2,418 5,614 7,821 3,232 4.8% 19,530 888 19,805 18,642 19,175 -7.7% (2,000) 24,000 23,982 26,000 26,504 -58.1% (3,600) 2,600 5,401 6,200 2,996 21,000 (540) -2.5% 23,449 21,540 21,813 -3.2% (5.99) 189.36 $ 203.54 $ 195.35 $ $ 251.85 $ 573 - ANIMAL CONTROL GRANTS 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL SOURCES $ 51,264 1,863,266 $ 54,840 1,754,010 $ 52,681 1,622,849 $ 55,000 1,751,186 $ 160 (2,824) 0.3% -0.2% $ 1,914,530 $ 1,808,850 $ 1,675,530 $ 1,806,186 $ (2,664) -0.1% $ $ $ $ 155,489 4,718,037 $ (33) 137,451 -0.0% 2.8% $ 4,873,526 $ 137,418 2.7% Expenditure 573 - ANIMAL CONTROL GRANTS 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL USES 167,558 5,475,689 $ 5,643,247 155,456 4,855,488 $ 5,010,944 155,597 5,018,224 $ 5,173,821 Activity Narrative: The FY 2015 requested 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 will continue to utilize pre-adoption counseling and responsive customer service to achieve a 100% successful adoption rate for FY 2015. 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 2013 ACTUAL 40.1% FY 2014 FY 2014 REVISED FORECAST 34.3% 34.3% FY 2015 ADOPTED 39.5% REV VS ADOPTED VAR % 5.1% 14.9% 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. 268 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Measure Description Percent of dogs licensed in Maricopa County Output Demand Expenditure Ratio Revenue Number of dog licenses issued. Number of dog licenses requested Expenditure per dog license issued FY 2013 ACTUAL 40.1% $ 354,754 408,814 5.69 FY 2014 FY 2014 REVISED FORECAST 34.3% 34.3% $ 331,452 386,596 6.96 $ 329,284 381,532 4.84 REV VS ADOPTED VAR % 5.1% 14.9% FY 2015 ADOPTED 39.5% $ 348,870 401,000 4.16 $ 17,418 14,404 2.80 5.3% 3.7% 40.3% $ 24,550 0.4% 572 - ANIMAL CONTROL LICENSE SHELTER 574 - ANIMAL CONTROL FIELD OPERATION TOTAL SOURCES $ 7,158,259 $ 6,993,088 $ 6,826,377 $ 7,017,638 10,824 16,868 10,333 - $ 7,169,083 $ 7,009,956 $ 6,836,710 $ 7,017,638 $ 7,682 0.1% 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL USES $ 2,018,065 $ 2,307,740 $ 1,592,255 $ 1,451,128 $ 856,612 37.1% $ 2,018,065 $ 2,307,740 $ 1,592,255 $ 1,451,128 $ 856,612 37.1% (16,868) -100.0% Expenditure Activity Narrative: The FY 2015 requested 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. In FY 2013, a record number of dog licenses were issued, resulting in an improved expenditure ratio. 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 2013 ACTUAL 8.8% FY 2014 FY 2014 REVISED FORECAST (1.1%) (1.1%) FY 2015 ADOPTED 6.3% REV VS ADOPTED VAR % 7.4% -665.7% 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: Discretionary services. 269 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent change in pet intake in Maricopa County Number of pet sterilization surgeries provided Number of pet sterilization surgeries requested Expenditure per pet sterilization surgery provided FY 2013 ACTUAL 8.8% $ FY 2014 FY 2014 REVISED FORECAST (1.1%) (1.1%) REV VS ADOPTED VAR % 7.4% -665.7% FY 2015 ADOPTED 6.3% 16,472 16,017 16,017 15,760 (257) -1.6% 17,580 22,256 22,256 16,000 (6,256) -28.1% 76.56 $ 112.59 $ 97.48 $ 87.16 $ 25.43 22.6% 573 - ANIMAL CONTROL GRANTS TOTAL SOURCES $ 1,257,531 $ 1,257,531 $ 1,467,491 $ 1,467,491 $ 1,732,435 $ 1,732,435 $ 1,480,957 $ 1,480,957 $ $ 13,466 13,466 0.9% 0.9% 573 - ANIMAL CONTROL GRANTS TOTAL USES $ 1,261,142 $ 1,261,142 $ 1,803,330 $ 1,803,330 $ 1,561,353 $ 1,561,353 $ 1,373,679 $ 1,373,679 $ $ 429,651 429,651 23.8% 23.8% Expenditure Activity Narrative: The FY 2015 requested budget supports 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 had close to a 2.8% decrease in the forecasted number of surgeries provided in FY 2014 in comparison to those provided in FY 2013 because of new programs and alliances that provide the same service. The shelter is experiencing a positive trend in adoptions and decreased euthanasia. PetSmart Charities, Inc. has been extremely generous to the community over the years and their contributions in FY 2015 will pay for nearly 5,000 cat and dog spay and neuter surgeries. 270 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue All Functions FY 2014 Adopted Budget $ 258,954 $ - FY 2014 Revised Budget $ 258,954 $ - FY 2015 Baseline Budget Threshold $ 258,954 $ - FY 2015 Adopted Budget $ 258,954 $ - Animal Control License/Shelter Fund (572) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP Non Recurring Increase Exp Authority for Shelter Operations 8,783,032 $ 209,857 $ 209,857 575,000 $ 575,000 - $ 9,567,889 $ 8,783,032 $ 5,159 $ 5,159 (215,016) $ (215,016) (575,000) $ (575,000) - $ 8,783,032 $ 8,783,032 $ 1,917 $ 1,917 90,994 - C-49-13-092-2-00 $ C-79-14-145-2-00 Agenda Item: $ $ C-79-14-145-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Other Base Adjustments Increase in Health Care Services Internal Service Charges Risk Management Structural Balance Structural Balance 8,783,032 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments Annual Mark et Adjustment - IT Base Adjustments Other Base Adjustments Non Recurring Increase Exp Authority for Shelter Operations $ Agenda Item: $ 90,994 $ (90,994) (90,994) FY 2015 Adopted Budget 271 - $ (1,917) $ (1,917) - $ 8,783,032 $ 8,783,032 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control License/Shelter Fund (572) Fund Balance Summary FY 2013 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED $ 4,978,762 $ 4,295,537 $ 4,295,537 $ 3,988,286 $ 3,376,560 $ 9,039,579 13,500 9,053,079 $ 8,783,032 8,783,032 $ 8,783,032 8,783,032 $ 8,475,618 8,475,618 $ 8,783,032 8,783,032 9,196,566 847,003 10,043,569 $ $ 9,567,889 9,567,889 $ 9,087,344 9,087,344 $ $ 8,783,032 8,783,032 (156,987) $ - $ $ $ $ $ $ $ $ $ $ $ 8,783,032 8,783,032 (611,726) $ - Structural Balance $ Accounting Adjustments $ 14 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 3,988,286 3,988,286 $ $ 4,295,537 4,295,537 $ $ 3,510,680 3,510,680 $ $ 3,376,560 3,376,560 $ $ 3,376,560 3,376,560 Expenditures Revenue (784,857) $ Animal Control Donations Fund (573) OPERATING FY 2014 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Petsmart Grant Amendment Non Recurring Increase Exp Authority for Shelter Operations 1,369,571 $ 155,957 $ 155,957 150,000 $ 150,000 155,957 155,957 - $ 1,669,668 $ 1,525,528 $ (155,957) $ (155,957) (150,000) $ (150,000) C-79-11-142-3-03 $ C-79-14-145-2-00 Agenda Item: C-79-11-142-3-03 $ C-79-14-145-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase In Health Care Services Fees and Other Revenues ProgRevenue Volume Inc/Dec 1,363,711 $ Agenda Item: FY 2014 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Petsmart Grant Amendment Non Recurring Increase Exp Authority for Shelter Operations $ (155,957) (155,957) - $ 1,363,711 $ 1,369,571 $ 252 $ 252 175,194 $ 175,194 - $ - $ - 169,586 169,586 $ 1,539,157 $ 12.9% 1,539,157 12.4% Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount 272 175,194 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Donations Fund (573) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 1,037,398 $ 1,032,009 $ 1,032,009 $ 947,679 $ 1,015,338 Sources: Operating Total Sources: $ $ 1,341,932 1,341,932 $ $ 1,369,571 1,369,571 $ $ 1,525,528 1,525,528 $ $ 1,787,439 1,787,439 $ $ 1,539,157 1,539,157 $ $ $ $ 1,419,780 300,000 1,719,780 $ $ 1,669,668 300,000 1,969,668 $ $ 1,363,711 300,000 1,663,711 $ 1,539,157 1,539,157 (144,140) $ 367,659 $ - 1,015,338 1,015,338 $ $ 1,015,338 1,015,338 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ 1,074,036 357,615 1,431,651 Structural Balance $ 267,896 $ 5,860 $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 947,679 947,679 $ $ 737,869 737,869 $ $ 587,869 587,869 $ $ Animal Control Field Operations Fund (574) OPERATING $ 3,319,206 $ 3,453,314 $ 79,433 $ 79,433 - FY 2014 Revised Budget $ 3,398,639 $ 3,453,314 FY 2015 Baseline Budget Threshold $ - $ - $ 1,134 $ 1,134 - $ 3,399,773 $ 3,453,314 FY 2014 Adopted Budget $ 284,721 $ - FY 2014 Revised Budget $ 284,721 $ - $ (284,721) $ (284,721) - $ - $ - $ 378,192 $ 378,192 - $ 378,192 $ - FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Agenda Item: C-49-13-092-2-00 Agenda Item: FY 2015 Adopted Budget NON RECURRING NON PROJECT Adjustments: Base Adjustments Other Base Adjustments Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Vehicle Replacement Other IT Non Recuring Agenda Item: $ $ FY 2015 Adopted Budget 273 324,192 54,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Field Operations Fund (574) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 1,582,503 $ 1,671,417 $ 1,671,417 $ 1,179,786 $ 1,572,314 Sources: Operating Total Sources: $ $ 2,951,772 2,951,772 $ $ 3,453,314 3,453,314 $ $ 3,453,314 3,453,314 $ $ 4,011,164 4,011,164 $ $ 3,453,314 3,453,314 $ 3,147,664 206,839 3,354,503 $ $ $ 3,333,915 284,721 3,618,636 $ $ 3,398,639 284,721 3,683,360 $ $ 3,319,206 284,721 3,603,927 $ 3,399,773 378,192 3,777,965 (195,892) $ 134,108 $ 54,675 $ 677,249 $ 53,541 Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 14 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,179,786 1,179,786 $ $ 1,520,804 1,520,804 $ $ 1,441,371 1,441,371 $ $ 1,572,314 1,572,314 $ $ 1,247,663 1,247,663 274 Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2015 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 are fairly and equitably valued. Vision To be a recognized national leader in the property tax assessment and administration field. Strategic Goals Growth and Economic Development 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, 2014, 100 percent of properties within Maricopa County were fairly and equitably valued. On August 31, 2013, 100 percent of Business Personal Properties were fairly and equitably valued. Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES PRAS - PROPERTY ASSESSMENT 12PA - PROPERTY ASSESSMENT FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ $ 366,834 $ 366,834 $ 240,000 $ 240,000 $ 240,000 $ 240,000 $ 255,517 $ 255,517 $ 240,000 $ 240,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ 366,834 $ 240,000 $ 240,000 $ 255,517 $ 240,000 $ - 0.0% USES PRAS - PROPERTY ASSESSMENT 12PA - PROPERTY ASSESSMENT $ $ 17,342,179 $ 17,342,179 $ 18,754,377 $ 18,754,377 $ 18,977,672 $ 18,977,672 $ 18,532,845 $ 18,532,845 $ 19,165,505 $ 19,165,505 $ (187,833) (187,833) -1.0% -1.0% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 80,330 $ 389,706 1,009,505 69,713 1,549,254 $ 80,258 $ 388,369 1,002,218 (223,980) 72,565 1,319,430 $ 85,250 $ 323,889 1,173,099 58,510 1,640,748 $ 85,882 $ 321,509 1,077,850 78,453 1,563,694 $ 76,758 $ 325,205 255,978 19,944 64,706 634,880 1,377,471 $ 8,492 (1,316) 917,121 (19,944) (6,196) (634,880) 263,277 10.0% -0.4% 78.2% N/A -10.6% N/A 16.0% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED AND STATUTRY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ - $ 111,948 111,948 $ - $ 131,808 131,808 $ - $ 131,808 131,808 $ - $ 131,804 131,804 $ 183,975 $ 106,054 202,230 492,259 $ (183,975) 131,808 (106,054) (202,230) (360,451) N/A 100.0% N/A N/A -273.5% $ 1,581,953 $ 227,528 825,174 278,986 2,913,641 $ 1,526,602 $ 203,265 771,457 220,406 2,721,730 $ 1,804,216 $ 211,106 633,757 357,523 3,006,602 $ 1,723,096 $ 212,244 595,636 303,724 2,834,700 $ 1,989,675 $ 94,009 626,462 252,438 2,962,584 $ (185,459) 117,097 7,295 105,085 44,018 -10.3% 55.5% 1.2% 29.4% 1.5% TOTAL PROGRAMS $ 21,917,022 $ 22,927,345 $ 23,756,830 $ 23,063,043 $ 23,997,819 $ (240,989) -1.0% BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER GISA - GIS APPLICATION DEV AND SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ 275 Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category CATEGORY MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST REVISED VS ADOPTED VAR % FY 2015 ADOPTED $ SUBTOTAL $ 366,834 $ 366,834 $ 240,000 240,000 $ $ 240,000 $ 240,000 $ 255,517 $ 255,517 $ 240,000 240,000 $ $ - 0.0% 0.0% ALL REVENUES $ 366,834 $ 240,000 $ 240,000 $ 255,517 $ 240,000 $ - 0.0% 366,834 $ 240,000 FY 2013 FY 2014 ACTUAL ADOPTED $ 240,000 $ 255,517 $ 240,000 FY 2014 FY 2014 FY 2015 REVISED FORECAST ADOPTED $ 0.0% REVISED VS ADOPTED VAR % TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 13,888,502 $ 7,189 1,947 5,388,832 20,363 (101) 19,306,732 $ 14,159,258 $ 7,776 5,610,324 1,000 19,778,358 $ 14,890,639 $ 6,719 5,709,489 1,000 20,607,847 $ 14,388,273 $ 6,768 7,260 5,525,374 11,111 (139) 2,794 19,941,441 $ 14,756,703 $ 7,704 5,722,744 1,000 20,488,151 $ 133,936 (985) (13,255) 119,696 0.9% -14.7% N/A -0.2% 0.0% N/A N/A 0.6% SUBTOTAL $ 321,831 $ 1,327 78,215 401,373 $ 224,588 $ 2,000 82,426 309,014 $ 224,588 $ 2,000 82,426 309,014 $ 210,726 $ 1,102 81,760 293,588 $ 227,600 $ 1,000 82,147 310,747 $ (3,012) 1,000 279 (1,733) -1.3% 50.0% 0.3% -0.6% 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 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ ALL EXPENDITURES $ 16,080 $ 599,336 135,752 201,725 316,744 148,085 79,153 712,042 2,208,917 $ 21,917,022 $ 16,000 $ 928,113 150,000 539,273 323,917 184,900 73,050 624,720 2,839,973 $ 22,927,345 $ 16,000 $ 928,113 150,000 539,273 323,913 184,900 73,050 624,720 2,839,969 $ 23,756,830 $ 11,055 $ 934,858 140,137 479,405 371,910 156,595 66,035 667,994 25 2,828,014 $ 23,063,043 $ 16,000 $ 1,139,073 150,000 562,448 415,058 195,300 77,529 643,513 3,198,921 $ 23,997,819 $ (210,960) (23,175) (91,145) (10,400) (4,479) (18,793) (358,952) (240,989) 0.0% -22.7% 0.0% -4.3% -28.1% -5.6% -6.1% -3.0% N/A -12.6% -1.0% TOTAL USES $ 21,917,022 $ 22,927,345 $ 23,756,830 $ 23,063,043 $ 23,997,819 $ (240,989) -1.0% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0806 - SUPPLIES-ALLOCATION IN $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 366,834 $ 366,834 $ 240,000 $ 240,000 $ 240,000 $ 240,000 $ 255,517 $ 255,517 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 366,834 $ 366,834 $ FY 2013 ACTUAL 240,000 $ 240,000 $ FY 2014 ADOPTED 240,000 $ 240,000 $ FY 2014 REVISED 255,517 $ 255,517 $ FY 2014 FORECAST FUND TOTAL USES $ 21,753,374 $ 163,648 21,917,022 $ 22,390,345 $ 537,000 22,927,345 $ 23,219,830 $ 537,000 23,756,830 $ 22,539,230 $ 523,813 23,063,043 $ 23,362,819 $ 635,000 23,997,819 $ (142,989) (635,000) 537,000 (240,989) -0.6% N/A 100.0% -1.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 21,753,374 $ 163,648 $ 21,917,022 $ 22,390,345 $ 537,000 $ 22,927,345 $ 23,219,830 $ 537,000 $ 23,756,830 $ 22,539,230 $ 523,813 $ 23,063,043 $ 23,362,819 $ 635,000 $ 23,997,819 $ (142,989) (98,000) (240,989) -0.6% -18.2% -1.0% FUND / FUNCTION CLASS 100 GENERAL OPERATING ESRI DESKTOP REVIEW PROJECT NON RECURRING NON PROJECT $ 276 240,000 $ 240,000 $ - 0.0% 0.0% 240,000 $ 0.0% 240,000 $ 0.0% FY 2015 REVISED VS ADOPTED ADOPTED VAR % Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Assessor Staffing by Program and Activity PROGRAM ACTIVITY GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT PROCUREMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER GIS APPLICATION DEV AND SUPP TECHNOLOGY SUPPORT PROGRAM TOTAL PROPERTY ASSESSMENT PROPERTY ASSESSMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 FY 2013 ADOPTED ADOPTED FY 2014 FY 2015 FY 2014 REVISED TO ADOPTED VAR % REVISED FORECAST ADOPTED VARIANCE - - - - 1.00 1.00 1.00 1.00 N/A N/A 1.00 7.48 4.50 1.00 13.98 1.00 6.48 4.50 1.00 12.98 1.00 9.48 3.50 .00 1.00 14.98 1.00 8.48 3.50 1.00 13.98 .90 3.00 3.50 4.48 1.10 12.98 (.10) (6.48) 4.48 .10 (2.00) (10.0%) (68.4%) 0.0% N/A 10.0% (13.4%) 16.00 3.50 6.00 3.50 29.00 15.00 3.00 7.00 3.00 28.00 16.00 3.00 6.00 5.00 30.00 16.00 3.00 6.00 5.00 30.00 19.00 1.00 6.00 4.00 30.00 3.00 (2.00) (1.00) - 18.8% (66.7%) 0.0% (20.0%) 0.0% 280.93 280.93 323.91 279.41 279.41 320.39 277.93 277.93 322.91 281.93 281.93 325.91 277.93 277.93 321.91 (1.00) 0.0% 0.0% (0.3%) Staffing by Market Range Title MARKET RANGE TITLE 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 Chief Appraiser - Assessor Chief Deputy Assessor Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Computer Operator Database Administrator Database Administrator - Senior/Lead Development Services Specialist Development Svcs Supervisor Development Svcs Technician Elected Executive Assistant Executive Assistant - Elected Official Finance Support Supervisor GIS Programmer/Analyst GIS Programmer/Analyst - Senior/Lead GIS Technician FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.50 1.50 3.50 2.50 2.50 (1.00) (28.6%) N/A 1.00 1.00 5.00 3.00 3.00 3.00 3.00 0.0% 99.00 100.48 87.00 92.00 102.00 15.00 17.2% 6.00 7.00 7.00 7.00 7.00 0.0% 11.48 11.48 17.48 17.48 13.48 (4.00) (22.9%) 18.00 0.0% 19.00 17.00 18.00 18.00 16.00 17.00 24.00 22.00 15.00 (9.00) (37.5%) 5.00 5.00 5.00 5.00 5.00 0.0% 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 N/A 1.00 0.0% 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 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 2.00 0.0% 2.00 1.00 1.00 1.00 N/A 1.00 1.00 (1.00) (100.0%) 7.00 8.00 7.00 7.00 7.00 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 76.93 74.93 72.93 73.93 73.93 1.00 1.4% 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% 4.00 4.00 4.00 4.00 0.0% 2.00 1.00 1.00 1.00 0.0% 18.00 18.00 19.00 19.00 18.00 (1.00) (5.3%) 277 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Assessor Staffing by Market Range Title (continued) MARKET RANGE TITLE Human Resources Analyst Human Resources Manager IT Division Manager IT Senior Manager Legal Assistant Supv Management Analyst Office Assistant Office Assistant Specialized Operations Support Analyst Operations/Program Manager Operations/Program Supervisor PC/LAN Technician Procurement Specialist Programmer/Analyst Programmer/Analyst - Senior/Lead Project Manager Project Manager Regression Modeler Regression Modeler Supervisor Risk Mgmt Supervisor Systems Admin & Analysis Supv Systems Administrator Systems Administrator - Senior/Lead Trainer Web Designer/Developer Web Designer/Developer - Senior/Lead Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 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 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% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 N/A 2.00 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 3.00 3.00 3.00 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% 3.00 4.00 3.00 3.00 3.00 0.0% 1.00 N/A 1.00 1.00 1.00 1.00 0.0% 6.00 5.00 6.00 6.00 5.00 (1.00) (16.7%) 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 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 1.00 (1.00) (100.0%) 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 323.91 320.39 322.91 325.91 321.91 (1.00) (0.3% ) Staffing by Fund DEPARTMENT/FUND GENERAL 100 Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 323.91 320.39 322.91 325.91 321.91 (1.00) (0.3%) 321.91 (1.00) (0.3% ) 323.91 320.39 322.91 325.91 General Adjustments Personnel: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $5,913 for the impact of changes in retirement contribution rates. • Increase Internal Service Charges by $35,211 for the impact of changes in risk management charges. • Increase expenditures by $19,944 for Annual IT Market Adjustment. General Fund (100) ESRI Desktop Review Project • The FY 2015 budget increase of $635,000 is for the ESRI-Canada Desk Top Review project. Capital Improvement: • The budget includes $4,795,200 in funding in the Technology Capital Improvement Fund (460) for the first and second phase of the development of a Computer Aided Mass Appraisal (CAMA) system. Additional funds are set aside in Project Reserve for additional implementation costs. 278 Maricopa County Annual Business Strategies FY 2015 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 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 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. 279 Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue 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 2013 ACTUAL 100.0% 1,689,373 FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% 1,692,000 1,692,000 1,689,373 1,692,000 REV VS ADOPTED VAR % 0.0% 0.0% 4,262 0.3% FY 2015 ADOPTED 100.0% 1,696,262 1,692,000 1,696,262 $ 10.27 $ 11.22 $ 10.95 $ 11.30 $ 100 - GENERAL TOTAL SOURCES $ $ 366,834 366,834 $ $ 240,000 240,000 $ $ 255,517 255,517 $ $ 240,000 240,000 $ $ 100 - GENERAL TOTAL USES $ 17,342,179 $ 17,342,179 $ 19,165,505 $ 19,165,505 $ $ 4,262 0.3% (0.08) -0.7% - 0.0% 0.0% Expenditure $ 18,977,672 $ 18,977,672 $ 18,532,845 $ 18,532,845 (187,833) (187,833) -1.0% -1.0% Activity Narrative: The FY 2015 budget supports the Department in meeting 100% of the demand. The FY 2015 expenditure budget has increased due to continuation of the ESRI Desktop Review (DTR) Pilot Project. 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. 280 Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 22,390,345 $ 240,000 $ 829,485 $ 754,530 3,002 4,676 59,245 8,032 - $ 23,219,830 $ 240,000 $ 81,921 $ 865 (4,676) (59,245) (8,032) 118,489 34,520 - $ 23,301,751 $ 240,000 $ 5,913 $ 5,913 35,211 $ 35,211 - $ 23,342,875 $ 0.2% 240,000 0.0% $ 19,944 $ 19,944 - $ 23,362,819 $ 0.3% 240,000 0.0% FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 635,000 $ 635,000 - $ 635,000 $ - Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Agenda Item: C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan Agenda Item: C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Agenda Item: $ $ 35,211 FY 2015 Tentative Budget Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Annual Mark et Adjustment - IT Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount ESRI DESKTOP REVIEW PROJECT Adjustments: Non Recurring Other Non Recurring ESRI-Canada Desk top Review Project Agenda Item: $ FY 2015 Adopted Budget 281 635,000 Department Strategic Plans and Budgets Assistant County Manager - 940 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Assistant County Manager - 940 Analysis by Dreamlyn Johnson, 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 and Responsibility 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 rate for the total market area to be $21 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 2013 ACTUAL PROGRAM / ACTIVITY SOURCES RLST - REAL ESTATE MANAGEMENT 18RE - REAL ESTATE FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ $ 257,126 $ 257,126 $ 203,500 $ 203,500 $ 203,500 $ 203,500 $ 223,356 $ 223,356 $ 201,200 $ 201,200 $ (2,300) (2,300) -1.1% -1.1% TOTAL PROGRAMS $ 257,126 $ 203,500 $ 203,500 $ 223,356 $ 201,200 $ (2,300) -1.1% RLST - REAL ESTATE MANAGEMENT 18RE - REAL ESTATE $ $ 323,162 $ 323,162 $ 311,920 $ 311,920 $ 319,175 $ 319,175 $ 311,575 $ 311,575 $ 328,910 $ 328,910 $ (9,735) (9,735) -3.1% -3.1% BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ (75,084) $ (75,084) $ - $ 267,884 (8,400) 259,484 $ - $ 284,264 284,264 $ - $ 268,320 268,320 $ - $ 204,424 71,508 275,932 $ 79,840 (71,508) 8,332 N/A 28.1% N/A N/A 2.9% $ - $ - $ - $ 9,632 9,632 $ - $ 9,632 9,632 $ - $ 4,995 4,995 $ 4,746 $ 1,880 6,626 $ (4,746) 9,632 (1,880) 3,006 N/A 100.0% N/A 31.2% TOTAL PROGRAMS $ 248,078 $ 581,036 $ 613,071 $ 584,890 $ 611,468 $ USES INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 282 1,603 0.3% Department Strategic Plans and Budgets Assistant County Manager - 940 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST REVISED VS ADOPTED VAR % FY 2015 ADOPTED $ FUND TOTAL SOURCES $ 257,126 $ 257,126 $ 203,500 $ 203,500 $ 203,500 $ 203,500 $ 223,356 $ 223,356 $ 201,200 $ 201,200 $ (2,300) (2,300) -1.1% -1.1% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 257,126 $ 257,126 $ 203,500 $ 203,500 $ 203,500 $ 203,500 $ 223,356 $ 223,356 $ 201,200 $ 201,200 $ (2,300) (2,300) -1.1% -1.1% CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST REVISED VS ADOPTED VAR % FY 2015 ADOPTED 371,360 $ 113,015 10,250 (249,680) 244,945 $ 535,331 $ 165,234 (143,083) 557,482 $ 599,739 $ 172,138 (182,360) 589,517 $ 587,781 $ 167,442 (187,565) 567,658 $ 595,522 $ 174,468 (182,431) 587,559 $ 4,217 (2,330) 71 1,958 0.7% -1.4% N/A 0.0% 0.3% SUBTOTAL $ 880 $ 487 1,367 $ 4,605 $ 900 (1,560) 3,945 $ 4,605 $ 900 (1,560) 3,945 $ 17,780 $ 692 (10,389) 8,083 $ 5,212 $ 1,200 (1,560) 4,852 $ (607) (300) (907) -13.2% -33.3% 0.0% -23.0% SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT SUBTOTAL $ ALL EXPENDITURES $ 879 $ 487 400 1,766 $ 248,078 $ 1,660 $ 9,165 7,000 584 1,200 19,609 $ 581,036 $ 1,660 $ 9,165 7,000 584 1,200 19,609 $ 613,071 $ 195 $ 4,645 4,093 235 613 (632) 9,149 $ 584,890 $ 1,160 $ 6,519 4,094 6,084 1,200 19,057 $ 611,468 $ 500 2,646 2,906 (5,500) 552 1,603 30.1% 28.9% 41.5% -941.8% 0.0% N/A 2.8% 0.3% TOTAL USES $ 248,078 $ 581,036 $ 613,071 $ 584,890 $ 611,468 $ 1,603 FY 2014 REVISED FY 2014 FORECAST SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0805 - SUPPLIES-ALLOCATION OUT $ 0.3% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 257,126 $ 257,126 $ 203,500 $ 203,500 $ 203,500 $ 203,500 $ 223,356 $ 223,356 $ 201,200 $ 201,200 $ (2,300) (2,300) -1.1% -1.1% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 257,126 $ 257,126 $ 203,500 $ 203,500 $ 203,500 $ 203,500 $ 223,356 $ 223,356 $ 201,200 $ 201,200 $ (2,300) (2,300) -1.1% -1.1% FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 248,078 $ 248,078 $ 581,036 $ 581,036 $ 613,071 $ 613,071 $ 584,890 $ 584,890 $ 611,468 $ 611,468 $ 1,603 1,603 0.3% 0.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 248,078 $ 248,078 $ 581,036 $ 581,036 $ 613,071 $ 613,071 $ 584,890 $ 584,890 $ 611,468 $ 611,468 $ 1,603 1,603 0.3% 0.3% Staffing by Program and Activity PROGRAM ACTIVITY INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT OPERATIONS SUPPORT PROGRAM TOTAL REAL ESTATE REAL ESTATE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED REVISED TO ADOPTED FY 2014 FY 2014 FY 2015 REVISED FORECAST ADOPTED VARIANCE VAR % 2.75 2.75 1.30 2.00 3.30 1.63 2.00 .00 3.63 1.63 2.00 3.63 1.63 1.00 1.00 3.63 (1.00) 1.00 - 0.0% (50.0%) N/A 0.0% 3.00 3.00 5.75 4.00 4.00 7.30 3.00 3.00 6.63 3.00 3.00 6.63 3.00 3.00 6.63 - 0.0% 0.0% 0.0% 283 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Assistant County Manager - 940 Staffing by Market Range Title MARKET RANGE TITLE Assistant County Manager Consultant Exec Asst to Executive Officer Executive Assistant - Elected Official Management Analyst Real Estate Manager - County Real Property Specialist Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 0.0% .75 N/A 1.00 1.00 1.00 0.0% 1.00 N/A 2.00 1.30 1.63 1.63 1.63 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% 5.75 7.30 6.63 6.63 6.63 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 5.75 7.30 6.63 6.63 6.63 0.0% 5.75 7.30 6.63 6.63 6.63 0.0% General Adjustments Personnel: FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY 2014. Base Adjustments: General Fund (100) • Increase Regular Benefits by $298 for the impact of changes in retirement contribution rates. • Decrease Internal Service Charges by $2,917 for the impact of 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 FY 2013 ACTUAL 100.0% FY 2014 REVISED 100.0% Activities that comprise this program include: • Real Estate Management 284 FY 2014 FORECAST 100.0% FY 2015 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 2015 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 Expenditure Ratio Revenue 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 2013 ACTUAL 100.0% FY 2014 REVISED 100.0% FY 2014 FORECAST 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 80 80 82 80 - 0.0% 80 80 82 80 - 0.0% N/A $ 3,989.69 $ 3,799.70 $ 4,111.38 $ (121.69) -3.1% 100 - GENERAL TOTAL SOURCES $ $ 257,126 257,126 $ $ 203,500 203,500 $ $ 223,356 223,356 $ $ 201,200 201,200 $ $ (2,300) (2,300) -1.1% -1.1% 100 - GENERAL TOTAL USES $ $ 323,162 323,162 $ $ 319,175 319,175 $ $ 311,575 311,575 $ $ 328,910 328,910 $ $ (9,735) (9,735) -3.1% -3.1% Expenditure Activity Narrative: In FY 2015, revenue will decline due to the non-renewal of a lease agreement in FY 2015. The tenant was scheduled to work on a technical project with the County. It was determined that it was in the best interest of the County to work with another company. Base Adjustments: General Fund (100) • Decrease revenue by $2,300 due to non-renewal of a lease agreement in FY 2015. 285 Department Strategic Plans and Budgets Assistant County Manager - 940 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 2nd Quarter Retention Pay and Mark et Adj 203,500 $ 32,035 $ 30,746 1,289 - $ 613,071 $ 203,500 $ 1,016 $ (1,289) 2,305 - $ 614,087 $ 203,500 $ 298 $ 298 (2,917) $ (2,917) - C-49-13-092-2-00 C-49-14-032-2-00 Agenda Item: C-49-14-032-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Fees and Other Revenues Lease Revenue Inc/Dec 581,036 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 2nd Quarter Retention Pay and Mark et Adj 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount 286 (2,917) $ - $ - (2,300) (2,300) $ 611,468 $ -0.4% 201,200 -1.1% Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Assistant County Manager - 950 Analysis by Dreamlyn Johnson, 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 2016 Strategic Planning process. Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES ACPR - ADULT CRIME PREVENTION JCPR - JUVENILE CRIME PREVENTION RSST - RESEARCH AND STATISTICAL REPT 42CD - CRIME PREVENTION GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ 1,190,814 $ 73,668 1,264,482 $ 317,688 $ 317,688 $ 1,433,950 $ 1,433,950 $ 1,380,519 $ 1,380,519 $ - $ 89,121 89,121 $ (1,433,950) 89,121 (1,344,829) $ $ 1,810 $ 1,810 $ - $ - $ - $ - $ 701 $ 701 $ - $ - $ TOTAL PROGRAMS $ 1,266,292 $ 317,688 $ 1,433,950 $ 1,381,220 $ 89,121 $ INNV - INNOVATION 20IN - INNOVATION $ $ 216,038 $ 216,038 $ 81,105 $ 81,105 $ 84,822 $ 84,822 $ 84,564 $ 84,564 $ 84,391 $ 84,391 $ ACPR - ADULT CRIME PREVENTION JCPR - JUVENILE CRIME PREVENTION RSST - RESEARCH AND STATISTICAL REPT 42CD - CRIME PREVENTION $ 1,731,519 $ 354,803 72,178 2,158,500 $ 854,482 $ 489,777 74,520 1,418,779 $ 1,982,244 $ 493,566 87,882 2,563,692 $ 1,381,007 $ 211,467 53,033 1,645,507 $ - $ 965,570 965,570 $ HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ 1,659 $ 135,500 137,159 $ - $ 423,580 (8,688) 414,892 $ - $ 412,983 412,983 $ - $ 399,344 399,344 $ - $ 359,722 359,722 $ 53,261 53,261 $ - $ - $ - $ 9,546 9,546 $ - $ 9,546 9,546 $ - $ 6,543 6,543 $ 24,121 $ 1,516 2,169 27,806 $ (24,121) (1,516) 9,546 (2,169) (18,260) TOTAL PROGRAMS $ 2,511,697 $ 1,924,322 $ 3,071,043 $ 2,135,958 $ 1,437,489 $ (1,344,829) -100.0% N/A N/A -93.8% N/A N/A -93.8% USES $ $ CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 287 431 431 1,982,244 493,566 (877,688) 1,598,122 1,633,554 0.5% 0.5% 100.0% 100.0% -998.7% 62.3% N/A 12.9% N/A 12.9% N/A N/A 100.0% N/A -191.3% 53.2% Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category FY 2014 ADOPTED FY 2013 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 1,257,482 $ 1,257,482 $ $ 1,810 7,000 8,810 SUBTOTAL $ ALL REVENUES $ TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 1,266,292 $ REVISED VS ADOPTED % VAR -93.8% -93.8% 1,433,950 1,433,950 $ $ 1,379,853 1,379,853 $ $ 89,121 89,121 $ $ - $ - $ - $ $ $ - $ $ 1,367 1,367 317,688 $ 1,433,950 $ 1,381,220 $ 89,121 $ 317,688 $ 1,433,950 $ 1,381,220 $ 89,121 -93.8% $ (1,344,829) REVISED VS ADOPTED VAR % $ 1,266,292 $ FY 2015 ADOPTED FY 2014 FORECAST $ $ 317,688 317,688 $ FY 2013 ACTUAL FY 2014 REVISED FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED (1,344,829) (1,344,829) N/A N/A N/A - $ (1,344,829) -93.8% 429,109 $ 120,687 1,709 (70,213) 173,399 654,691 $ 660,841 $ 199,166 (35,942) 39,773 863,838 $ 672,023 $ 202,131 (35,942) 104,133 942,345 $ 628,871 $ 18 170,868 (145,848) 140,568 794,477 $ 633,226 $ 187,610 (35,942) 39,777 824,671 $ 38,797 14,521 64,356 117,674 5.8% N/A 7.2% N/A 0.0% 61.8% 12.5% SUBTOTAL $ 32,604 $ 4,989 37,593 $ 3,724 $ 3,724 $ 3,724 $ 3,724 $ 19,452 $ 19,452 $ 3,170 $ 3,170 $ 554 554 14.9% N/A 14.9% 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 $ 658,117 $ 620 1,147,535 1,033 9,871 2,200 37 1,819,413 $ 2,511,697 $ 1,047,025 $ 8,005 1,600 10 120 1,056,760 $ 1,924,322 $ 1,063,337 $ 1,051,902 8,005 1,600 10 120 2,124,974 $ 3,071,043 $ 264,465 $ 1,051,902 5,007 655 1,322,029 $ 2,135,958 $ 553,634 $ 30,974 9,386 15,654 609,648 $ 1,437,489 $ 509,703 1,051,902 (22,969) (7,786) (15,644) 120 1,515,326 1,633,554 TOTAL USES $ 2,511,697 $ 1,924,322 $ 3,071,043 $ 2,135,958 $ 1,437,489 $ 1,633,554 SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ 47.9% N/A 100.0% -286.9% -486.6% -156440.0% 100.0% 71.3% 53.2% 53.2% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL $ NON RECURRING NON PROJECT FUND TOTAL SOURCES $ 249 NON DEPARTMENTAL GRANT 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 OPERATING NON RECURRING NON PROJECT FY 2014 ADOPTED FY 2014 REVISED FY 2015 ADOPTED FY 2014 FORECAST REVISED VS ADOPTED VAR % 7,000 $ 7,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,259,292 1,259,292 $ - $ 317,688 317,688 $ - $ 1,433,950 1,433,950 $ 701 $ 1,380,519 1,381,220 $ - $ 89,121 89,121 $ - $ 1,266,292 $ 1,266,292 $ FY 2013 ACTUAL - $ 317,688 $ 317,688 $ FY 2014 ADOPTED - $ 1,433,950 $ 1,433,950 $ FY 2014 REVISED 701 $ 1,380,519 $ 1,381,220 $ FY 2014 FORECAST - $ 89,121 $ 89,121 $ FY 2015 ADOPTED (1,344,829) (1,344,829) N/A N/A N/A -93.8% -93.8% N/A (1,344,829) -93.8% (1,344,829) -93.8% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 649,427 $ 602,868 1,252,295 $ 404,312 $ 797,624 1,201,936 $ 421,211 $ 797,624 1,218,835 $ 418,055 $ 263,527 681,582 $ 419,793 $ 534,097 953,890 $ 1,418 263,527 264,945 0.3% 33.0% 21.7% $ FUND TOTAL USES $ 1,259,402 $ 1,259,402 $ 317,688 $ 317,688 $ 1,433,950 $ 1,433,950 $ 1,093,020 $ 1,093,020 $ 89,121 $ 89,121 $ 1,344,829 1,344,829 93.8% 93.8% $ FUND TOTAL USES $ - $ - $ 404,698 $ 404,698 $ 418,258 $ 418,258 $ 361,356 $ 361,356 $ 394,478 $ 394,478 $ 23,780 23,780 5.7% 5.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 649,427 $ 1,862,270 $ 2,511,697 $ 809,010 $ 1,115,312 $ 1,924,322 $ 839,469 $ 2,231,574 $ 3,071,043 $ 779,411 $ 1,356,547 $ 2,135,958 $ 814,271 $ 623,218 $ 1,437,489 $ 25,198 1,608,356 1,633,554 3.0% 72.1% 53.2% 249 NON DEPARTMENTAL GRANT NON RECURRING NON PROJECT 255 DETENTION OPERATIONS OPERATING $ FY 2013 ACTUAL 288 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Assistant County Manager - 950 Staffing by Program and Activity PROGRAM ACTIVITY CRIME PREVENTION ADULT CRIME PREVENTION JUVENILE CRIME PREVENTION RESEARCH AND STATISTICAL REPT PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT PROGRAM TOTAL INNOVATION INNOVATION PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.80 1.30 .75 3.85 1.80 1.30 .75 3.85 1.80 1.30 1.50 4.60 1.80 1.30 1.50 4.60 4.60 4.60 (1.80) (1.30) 3.10 - (100.0%) (100.0%) 206.7% 0.0% 1.40 1.40 3.40 3.40 2.65 2.65 2.65 2.65 2.65 2.65 - 0.0% 0.0% .75 .75 6.00 .75 .75 8.00 .75 .75 8.00 .75 .75 8.00 .75 .75 8.00 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Assistant County Manager Exec Asst to Executive Officer Grant-Contract Administrator Management Analyst Operations/Program Manager Program Manager - County Project Manager Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 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% 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% 3.00 3.00 1.00 1.00 1.00 0.0% 6.00 8.00 8.00 8.00 8.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 249 NON DEPARTMENTAL GRANT 255 DETENTION OPERATIONS Department Total REVISED TO ADOPTED FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 5.00 3.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 4.00 0.0% 6.00 8.00 8.00 8.00 8.00 0.0% General Adjustments Personnel: FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY 2014. Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $143 for the impact of changes in retirement contribution rates. • Decrease Internal Service Charges by $993 for the impact of changes in Risk Management charges. • Decrease expenditures by $2,188 due to the reallocation of Internal Service Charges to the Detention Fund. General Fund (100) Non Recurring Non Project • Carry forward of $534,097 not spent in FY 2014 for activities related to Crime Prevention. Grant Fund (249) Non Recurring Non Project • Increase grant revenues and expenditures by $89,121 for estimated grant award. 289 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Assistant County Manager - 950 Detention Fund (255) • Increase Regular Benefits by $64 for the impact of changes in retirement contribution rates. • Decrease Internal Service Charges by $1,076 for the impact of changes in risk management charges. • Increase expenditures by $2,188 due to the reallocation of Internal Service Charges from the General Fund. • Reduce expenditures by $24,956 due to savings from the inactivation of 1.0 FTE Project Manager. Programs and Activities Crime and Juvenile Justice System The purpose of the Crime and Juvenile Justice System is to provide system analysis and statistical reports, grant revenues, and consultations to Maricopa County departments, federal, state, and local agencies, and community-based organizations so they can support data-driven decision making and implementation of evidence-based strategies. Program Results Measure Description Percent of report survey respondents who are satisfied or very satisfied with the reports. Percent of submitted grant applications awarded. FY 2013 ACTUAL 86.4% FY 2014 REVISED 85.0% FY 2014 FORECAST 85.0% FY 2015 ADOPTED 85.0% N/A N/A N/A 100.0% Activities that comprise this program include: • Criminal and Juvenile Justice Analysis 290 REV VS ADOPTED % VAR 0.0% 0.0% N/A N/A Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Criminal and Juvenile Justice Analysis Activity The purpose of the Criminal and Juvenile Justice Analysis Activity is to provide system analysis and statistical reports, grant revenues, and consultations to Maricopa County departments, federal, state and local agencies, and community-based organizations so they can support data-driven decision making and implementation of evidence-based strategies. Mandates: Discretionary Services. Measure Type Result Measure Description Percent of report survey respondents who are satisfied or very satisfied with the reports. Result Percent of submitted grant applications awarded. Number of regularly scheduled reports produced. Grant revenue dollars awarded. Number of submitted grant applications awarded. Number of regularly scheduled reports requested Expenditure per regularly scheduled report produced. Output Output Output Demand Expenditure Ratio Revenue FY 2013 ACTUAL 86.4% FY 2014 REVISED 85.0% FY 2014 FORECAST 85.0% FY 2015 ADOPTED 85.0% N/A N/A N/A 100.0% 19 19 19 N/A N/A N/A N/A N/A N/A 19 19 19 19 $ 50,819.47 $ (46,194.11) N/A $ 4,625.37 $ 2,791.21 REV VS ADOPTED VAR % 0.0% 0.0% N/A 19 - 200,000 2 N/A N/A - 249 - NON DEPARTMENTAL GRANT TOTAL SOURCES $ $ - $ $ - $ $ - $ $ 89,121 89,121 $ $ 89,121 89,121 100 - GENERAL 249 - NON DEPARTMENTAL GRANT 255 - DETENTION OPERATIONS TOTAL USES $ 72,178 72,178 $ 87,882 87,882 $ 53,033 53,033 $ 534,097 65,000 366,473 965,570 $ (534,097) (65,000) (278,591) (877,688) N/A 0.0% N/A N/A 0.0% -998.7% N/A N/A Expenditure $ $ $ $ $ N/A N/A -317.0% -998.7% Activity Narrative: The Department made significant changes to the FY 2015 Strategic Business Plan including consolidating two activities into the Criminal and Juvenile Justice Analysis activity. As a result, revenues and expenditures will increase in FY 2015. Historical comparison is not available, as many activity measures are new in FY 2015. Innovation Program The purpose of the Innovation Program is to provide facilitation and consulting services, investigation and prioritization of ideas to County departments so they can successfully implement creative ideas that improve results. Program Results Measure Description Percent of IDEA implemented ideas that demonstrate a business need and potential Return on Investment (ROI). FY 2013 ACTUAL N/A FY 2014 REVISED 62.5% Activities that comprise this program include: • Innovation 291 FY 2014 FORECAST 62.5% FY 2015 ADOPTED 50.0% REV VS ADOPTED VAR % (12.5%) -20.0% Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Innovation Activity The purpose of the Innovation Program is to provide facilitation and consulting services, investigation and prioritization of ideas to County departments so they can successfully implement creative ideas that improve results. Mandates: Discretionary service. Measure Type Result Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of IDEA implemented ideas that demonstrate a business need and potential Return on Investment (ROI). Number of ideas submitted and prioritized. Number of IDEA implemented ideas. Number of ideas submitted. Expenditure per idea submitted and prioritized. 100 - GENERAL TOTAL USES FY 2013 ACTUAL N/A FY 2014 REVISED 62.5% N/A N/A N/A N/A $ $ $ 216,038 216,038 $ $ FY 2014 FORECAST 62.5% N/A N/A N/A 3,029.36 $ 84,822 84,822 $ $ FY 2015 ADOPTED 50.0% N/A 8 N/A 2 N/A 8 1,799.23 $ 10,548.88 84,564 84,564 $ $ 84,391 84,391 REV VS ADOPTED VAR % (12.5%) -20.0% $ $ $ N/A N/A N/A (7,519.52) 431 431 N/A N/A N/A -248.2% 0.5% 0.5% Activity Narrative: The Department made significant changes to the FY 2015 Strategic Business Plan. Historical comparison is not available as many activity measures are new in FY 2015. 292 Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 3rd and 4th Quarter Retention Pay and Mark et Adj - $ 16,899 $ 16,764 135 - $ 421,211 $ - $ 1,620 $ (135) 1,755 - $ 422,831 $ - $ 143 $ 143 (993) $ (993) - $ (2,188) $ (2,188) - $ 419,793 $ -0.7% - C-49-13-092-2-00 C-49-14-043-2-00 Agenda Item: C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Reallocations Reallocation Between Funds 404,312 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount (993) Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 797,624 $ - FY 2014 Revised Budget $ 797,624 $ - $ (797,624) $ (797,624) - $ - $ - $ 534,097 $ 534,097 - $ 534,097 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 293 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Assistant County Manager - 950 Non Departmental Grant Fund (249) Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Assistant County Manager - 950 Grant Reconciliation 317,688 $ 1,116,262 $ 1,116,262 1,116,262 1,116,262 $ 1,433,950 $ 1,433,950 $ (1,433,950) $ (1,116,262) (317,688) (1,433,950) (1,116,262) (317,688) $ - $ - $ 89,121 $ 89,121 89,121 89,121 $ 89,121 $ 89,121 C-31-14-028-G-00 Agenda Item: C-31-14-028-G-00 FY 2015 Baseline Budget Threshold Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation 317,688 $ Agenda Item: FY 2014 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Assistant County Manager - 950 Grant Reconciliation Grant Reconciliation $ Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount Detention Fund (255) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 404,698 $ - $ 13,560 $ 13,560 - FY 2014 Revised Budget $ 418,258 $ - FY 2015 Baseline Budget Threshold $ 418,258 $ - $ 64 $ 64 (26,032) $ (24,956) - Adjustments: Employee Salary Adjustments County RPP Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Savings from inactivation of 1.0 FTE Project Manager Internal Service Charges Risk Management Reallocations Reallocation Between Funds Agenda Item: C-49-13-092-2-00 Agenda Item: $ $ (24,956) $ (1,076) (1,076) FY 2015 Adopted Budget Percent Change from Threshold Amount 294 - $ 2,188 $ 2,188 - $ 394,478 $ -5.7% - Department Strategic Plans and Budgets Assistant County Manager - 960 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Assistant County Manager - Department 960 Analysis by Christine Jasinski, Management and Budget Analyst Summary 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. Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY FY 2015 ADOPTED FY 2014 FORECAST FY 2014 REVISED FY 2014 ADOPTED REVISED VS ADOPTED % VAR USES $ 21,834 $ 43,889 21,420 87,143 $ - $ - $ - $ - $ 1,694 $ (1,129) (565) - $ - $ - $ - N/A N/A N/A N/A TOTAL PROGRAMS $ 87,143 $ - $ - $ - $ - $ - N/A $ GGDM - GREEN GOVT DATA MANAGEMENT GGIE - INTERNAL GREEN GOVT ECO EDUC GGPE - PUBLIC GREEN GOVT ECO EDUC 44GG - GREEN GOVERNMENT Sources and Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 64,742 $ 20,725 85,467 $ 200,136 $ 2,400 54,436 (256,972) - $ 204,332 $ 2,400 55,110 (261,842) - $ 209,101 $ 2,588 53,562 (264,327) 924 $ 211,161 $ 2,400 56,378 (269,939) - $ SUBTOTAL $ 25 $ 321 346 $ 2,400 $ (2,400) - $ 2,400 $ (2,400) - $ 1,531 $ (1,760) (229) $ 2,400 $ (2,400) - $ 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 $ 345 $ 379 47 250 309 1,330 $ 87,143 $ - $ 600 600 300 (1,500) - $ - $ - $ 600 600 300 (1,500) - $ - $ - $ 250 945 125 (2,125) 110 (695) $ - $ - $ 600 1,841 600 300 (3,341) - $ - $ TOTAL USES $ 87,143 $ - $ - $ - $ - $ SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT $ 295 (6,829) (1,268) 8,097 - - (1,841) 1,841 - -3.3% 0.0% -2.3% 3.1% N/A 0.0% N/A 0.0% N/A N/A 0.0% N/A 0.0% N/A 0.0% 122.7% N/A N/A N/A N/A Department Strategic Plans and Budgets Assistant County Manager - 960 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 87,143 $ 87,143 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 87,143 $ 87,143 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A Staffing by Program and Activity PROGRAM ACTIVITY GREEN GOVERNMENT GREEN GOVT DATA MANAGEMENT INTERNAL GREEN GOVT ECO EDUC PUBLIC GREEN GOVT ECO EDUC PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 REVISED TO ADOPTED FY 2014 FY 2015 REVISED FORECAST ADOPTED VARIANCE VAR % .25 .50 .25 1.00 .25 .50 .25 1.00 .25 .50 .25 1.00 .25 .50 .25 1.00 - (.25) (.50) (.25) (1.00) (100.0%) (100.0%) (100.0%) (100.0%) 1.00 2.00 2.00 3.00 2.00 2.00 3.00 2.00 2.00 3.00 2.00 2.00 2.00 (1.00) 0.0% 0.0% (33.3%) Staffing by Market Range Title MARKET RANGE TITLE Assistant County Manager Exec Asst to Executive Officer Program Manager - County Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 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) (100.0%) 1.00 3.00 3.00 3.00 2.00 (1.00) (33.3% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL 572 ANIMAL CONTROL LICENSE SHELTER Department Total FY 2014 FY 2015 FY 2013 FY 2014 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE (1.00) (100.0%) 1.00 1.00 1.00 1.00 2.00 0.0% 2.00 2.00 2.00 (33.3% ) 3.00 3.00 2.00 (1.00) 1.00 3.00 General Adjustments Personnel: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: Fund (572) Operating • Increase Regular Benefits by $108 for the impact of changes in retirement contribution rates. • Increase Internal Service Charges by $628 for the impact of changes in risk management charges. • Increase Internal Service Charges by $1,250 for the impact of changes in telecom charges. 296 Department Strategic Plans and Budgets Assistant County Manager - 960 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations Animal Control License/Shelter Fund (572) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - FY 2015 Adopted Budget $ - $ - The organizational management function for the Assistant County Manager (ACM) is structurally located in the Animal Control License/Shelter Fund (572). 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. The total cost for this agency, which is allocated out, is $275,680. 297 Department Strategic Plans and Budgets Board of Supervisors, District 1 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Board of Supervisors, District 1 Analysis by Angie Flick, Strategic Business Planning Administrator Summary 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. Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY USES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 335,445 $ 335,445 $ 357,996 $ (3,663) 354,333 $ 363,098 $ 363,098 $ 362,842 $ 362,842 $ 250,091 $ 250,091 $ $ - $ 624 624 $ - $ 635 635 $ - $ 635 635 $ - $ 593 593 $ 1,427 $ 109,805 650 111,882 $ TOTAL PROGRAMS $ 336,069 $ 354,968 $ 363,733 $ 363,435 $ 361,973 $ $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED AND STATUTRY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 113,007 113,007 31.1% N/A 31.1% (1,427) N/A 635 100.0% (109,805) N/A (650) N/A (111,247) -17519.2% 1,760 0.5% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS FY 2013 ACTUAL FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % SUBTOTAL $ 246,900 $ 79,691 326,591 $ 254,405 $ 87,662 342,067 $ 267,695 $ 89,517 357,212 $ 272,740 $ 81,745 354,485 $ 258,512 $ 85,903 344,415 $ $ SUBTOTAL $ 1,452 $ 1,452 $ 1,526 $ 1,526 $ 400 $ 400 $ 400 $ 400 $ 1,903 $ 1,903 $ (1,503) (1,503) -375.8% -375.8% SERVICES 0812 - OTHER SERVICES $ 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 800 $ 179 2,042 3,600 1,390 15 8,026 $ 336,069 $ 2,681 $ 2,121 4,000 2,453 120 11,375 $ 354,968 $ 1,000 $ 2,121 3,000 6,121 $ 363,733 $ 920 $ 2,785 2,093 2,750 2 8,550 $ 363,435 $ 1,000 $ 2,655 6,000 6,000 15,655 $ 361,973 $ (534) (3,000) (6,000) (9,534) 1,760 0.0% N/A -25.2% -100.0% N/A N/A -155.8% 0.5% TOTAL USES $ 336,069 $ 354,968 $ 363,733 $ 363,435 $ 361,973 $ 1,760 SUPPLIES 0801 - GENERAL SUPPLIES $ FY 2014 ADOPTED 298 9,183 3,614 12,797 3.4% 4.0% 3.6% 0.5% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 1 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 REVISED FY 2014 ADOPTED FY 2013 ACTUAL FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 336,069 $ 336,069 $ 354,968 $ 354,968 $ 363,733 $ 363,733 $ 363,435 $ 363,435 $ 361,973 $ 361,973 $ 1,760 1,760 0.5% 0.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 336,069 $ 336,069 $ 354,968 $ 354,968 $ 363,733 $ 363,733 $ 363,435 $ 363,435 $ 361,973 $ 361,973 $ 1,760 1,760 0.5% 0.5% Staffing by Program and Activity PROGRAM ACTIVITY GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 FY 2013 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % - - - - 1.00 1.00 1.00 1.00 N/A N/A 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 3.00 (1.00) (1.00) - (33.3%) (33.3%) 0.0% Staffing by Market Range Title MARKET RANGE TITLE Bd of Supvr's Chief of Staff Deputy Administrator - BOS Elected Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 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 FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 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 3.00 3.00 3.00 0.0% General Adjustments Personnel: • FY 2015 personnel expenditures have increased due to the annualization of County performance pay adjustments made in FY 2014. Base Adjustments: • • Decrease Regular Benefits by $1,775 for the impact of changes in retirement contribution rates. Increase Other Benefits and Internal Services Charges by $15 for the impact of the changes in risk management charges. 299 Department Strategic Plans and Budgets Board of Supervisors, District 1 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 354,968 $ - $ 8,765 $ 8,765 - FY 2014 Revised Budget $ 363,733 $ - FY 2015 Baseline Budget Threshold $ 363,733 $ - $ (1,775) $ (1,775) 15 $ 15 - 361,973 $ -0.5% - Adjustments: Employee Salary Adjustments County RPP Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Agenda Item: C-49-13-092-2-00 Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount 15 $ 300 Department Strategic Plans and Budgets Board of Supervisors, District 2 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Board of Supervisors, District 2 Analysis by Angie Flick, Strategic Business Planning Administrator Summary 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. Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY USES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 350,667 $ 350,667 $ 357,996 $ (3,663) 354,333 $ 363,098 $ 363,098 $ 361,733 $ 361,733 $ 249,995 $ 249,995 $ $ - $ 636 636 $ - $ 635 635 $ - $ 635 635 $ - $ 615 615 $ 1,523 $ 109,805 650 111,978 $ TOTAL PROGRAMS $ 351,303 $ 354,968 $ 363,733 $ 362,348 $ 361,973 $ $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED AND STATUTRY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 113,103 113,103 31.1% N/A 31.1% (1,523) N/A 635 100.0% (109,805) N/A (650) N/A (111,343) -17534.3% 1,760 0.5% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED 253,919 $ 80,124 10,000 344,043 $ 261,939 $ 88,822 350,761 $ 267,708 $ 89,097 356,805 $ 268,019 $ 88,705 356,724 $ 269,764 $ 87,868 357,632 $ $ SUBTOTAL $ 964 $ 964 $ 1,052 $ 1,052 $ 1,052 $ 1,052 $ 52 $ 52 $ 500 $ 500 $ SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 172 $ 2,036 3,749 260 79 6,296 $ 351,303 $ - $ 1,971 684 380 120 3,155 $ 354,968 $ - $ 1,971 3,405 380 120 5,876 $ 363,733 $ 295 $ 1,996 2,929 300 52 5,572 $ 362,348 $ TOTAL USES $ 351,303 $ 354,968 $ 363,733 $ 362,348 $ SUPPLIES 0801 - GENERAL SUPPLIES 301 REVISED VS ADOPTED VAR % (2,056) 1,229 (827) -0.8% 1.4% N/A -0.2% 552 552 52.5% 52.5% - $ 2,086 1,605 150 3,841 $ 361,973 $ (115) 1,800 380 (30) 2,035 1,760 N/A -5.8% 52.9% 100.0% -25.0% 34.6% 0.5% 361,973 $ 1,760 0.5% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 2 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 REVISED FY 2014 ADOPTED FY 2013 ACTUAL FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 351,303 $ 351,303 $ 354,968 $ 354,968 $ 363,733 $ 363,733 $ 362,348 $ 362,348 $ 361,973 $ 361,973 $ 1,760 1,760 0.5% 0.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 351,303 $ 351,303 $ 354,968 $ 354,968 $ 363,733 $ 363,733 $ 362,348 $ 362,348 $ 361,973 $ 361,973 $ 1,760 1,760 0.5% 0.5% Staffing by Program and Activity PROGRAM ACTIVITY GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 FY 2013 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % - - - - 1.00 1.00 1.00 1.00 N/A N/A 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 3.00 (1.00) (1.00) - (33.3%) (33.3%) 0.0% Staffing by Market Range Title MARKET RANGE TITLE Bd of Supvr's Chief of Staff Deputy Administrator - BOS Elected Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 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 FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 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 3.00 3.00 3.00 0.0% General Adjustments Personnel: • FY 2015 personnel expenditures have increased due to the annualization of County performance pay adjustments made in FY 2014. Base Adjustments: • • Decrease Regular Benefits by $1,775 for the impact of changes in retirement contribution rates. Increase Other Benefits and Internal Services Charges by $15 for the impact of the changes in risk management charges. 302 Department Strategic Plans and Budgets Board of Supervisors, District 2 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 354,968 $ - $ 8,765 $ 8,765 - FY 2014 Revised Budget $ 363,733 $ - FY 2015 Baseline Budget Threshold $ 363,733 $ - $ (1,775) $ (1,775) 15 $ 15 - 361,973 $ -0.5% - Adjustments: Employee Salary Adjustments County RPP Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Agenda Item: C-49-13-092-2-00 Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount 15 $ 303 Department Strategic Plans and Budgets Board of Supervisors, District 3 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Board of Supervisors, District 3 Analysis by Angie Flick, Strategic Business Planning Administrator Summary 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. Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY USES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 321,377 $ 321,377 $ 357,996 $ (3,663) 354,333 $ 363,098 $ 363,098 $ 351,929 $ 351,929 $ 250,187 $ 250,187 $ $ - $ 624 624 $ - $ 635 635 $ - $ 635 635 $ - $ 609 609 $ 1,331 $ 109,805 650 111,786 $ TOTAL PROGRAMS $ 322,001 $ 354,968 $ 363,733 $ 352,538 $ 361,973 $ $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED AND STATUTRY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 112,911 112,911 31.1% N/A 31.1% (1,331) N/A 635 100.0% (109,805) N/A (650) N/A (111,151) -17504.1% 1,760 0.5% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS FY 2013 ACTUAL FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % SUBTOTAL $ 233,418 $ 77,527 310,945 $ 254,128 $ 87,409 341,537 $ 265,748 $ 88,687 354,435 $ 253,946 $ 85,692 339,638 $ 264,952 $ 85,802 350,754 $ 796 2,885 3,681 0.3% 3.3% 1.0% $ SUBTOTAL $ 62 $ 62 $ 1,133 $ 1,133 $ 1,133 $ 1,133 $ 140 $ 140 $ 200 $ 200 $ 933 933 82.3% 82.3% SERVICES 0812 - OTHER SERVICES $ 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 287 $ 164 4,519 4,709 515 800 10,994 $ 322,001 $ 1,000 $ 3,283 4,219 3,676 120 12,298 $ 354,968 $ 1,000 $ 3,283 2,219 1,543 120 8,165 $ 363,733 $ - $ 4,725 4,365 3,300 370 12,760 $ 352,538 $ 500 $ 3,519 5,000 1,000 1,000 11,019 $ 361,973 $ 500 (236) (2,781) 543 (880) (2,854) 1,760 TOTAL USES $ 322,001 $ 354,968 $ 363,733 $ 352,538 $ 361,973 $ 1,760 SUPPLIES 0801 - GENERAL SUPPLIES $ FY 2014 ADOPTED 304 50.0% N/A -7.2% -125.3% 35.2% -733.3% -35.0% 0.5% 0.5% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 3 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 REVISED FY 2014 ADOPTED FY 2013 ACTUAL FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 322,001 $ 322,001 $ 354,968 $ 354,968 $ 363,733 $ 363,733 $ 352,538 $ 352,538 $ 361,973 $ 361,973 $ 1,760 1,760 0.5% 0.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 322,001 $ 322,001 $ 354,968 $ 354,968 $ 363,733 $ 363,733 $ 352,538 $ 352,538 $ 361,973 $ 361,973 $ 1,760 1,760 0.5% 0.5% Staffing by Program and Activity PROGRAM ACTIVITY GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 FY 2013 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % - - - - 1.00 1.00 1.00 1.00 N/A N/A 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 3.00 (1.00) (1.00) - (33.3%) (33.3%) 0.0% Staffing by Market Range Title MARKET RANGE TITLE Bd of Supvr's Chief of Staff Deputy Administrator - BOS Elected Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 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 FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 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 3.00 3.00 3.00 0.0% General Adjustments Personnel: • FY 2015 personnel expenditures have increased due to the annualization of County performance pay adjustments made in FY 2014. Base Adjustments: • • Decrease Regular Benefits by $1,775 for the impact of changes in retirement contribution rates. Increase Other Benefits and Internal Services Charges by $15 for the impact of the changes in risk management charges. 305 Department Strategic Plans and Budgets Board of Supervisors, District 3 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 354,968 $ - $ 8,765 $ 8,765 - FY 2014 Revised Budget $ 363,733 $ - FY 2015 Baseline Budget Threshold $ 363,733 $ - $ (1,775) $ (1,775) 15 $ 15 - 361,973 $ -0.5% - Adjustments: Employee Salary Adjustments County RPP Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Agenda Item: C-49-13-092-2-00 Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount 15 $ 306 Department Strategic Plans and Budgets Board of Supervisors, District 4 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Board of Supervisors, District 4 Analysis by Angie Flick, Strategic Business Planning Administrator Summary 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. Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY USES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 332,835 $ 332,835 $ 357,996 $ (3,663) 354,333 $ 363,098 $ 363,098 $ 357,865 $ 357,865 $ 249,906 $ 249,906 $ $ - $ 612 612 $ - $ 635 635 $ - $ 635 635 $ - $ 601 601 $ 1,612 $ 109,805 650 112,067 $ TOTAL PROGRAMS $ 333,447 $ 354,968 $ 363,733 $ 358,466 $ 361,973 $ $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED AND STATUTRY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 113,192 113,192 31.2% N/A 31.2% (1,612) N/A 635 100.0% (109,805) N/A (650) N/A (111,432) -17548.3% 1,760 0.5% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS FY 2013 ACTUAL FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % SUBTOTAL $ 248,277 $ 80,205 328,482 $ 250,871 $ 87,565 338,436 $ 263,491 $ 89,291 352,782 $ 266,033 $ 89,471 355,504 $ 264,839 $ 87,121 351,960 $ $ SUBTOTAL $ 619 $ 619 $ 2,842 $ 2,842 $ 732 $ 732 $ 753 $ 753 $ 600 $ 600 $ SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 247 $ 2,075 1,886 130 8 4,346 $ 333,447 $ 2,500 $ 2,165 4,000 4,905 120 13,690 $ 354,968 $ 500 $ 2,165 4,000 3,434 120 10,219 $ 363,733 $ - $ 2,134 (233) 300 8 2,209 $ 358,466 $ 1,000 $ 2,420 4,000 1,873 120 9,413 $ 361,973 $ (500) (255) 1,561 806 1,760 TOTAL USES $ 333,447 $ 354,968 $ 363,733 $ 358,466 $ 361,973 $ 1,760 SUPPLIES 0801 - GENERAL SUPPLIES $ FY 2014 ADOPTED 307 (1,348) 2,170 822 132 132 -0.5% 2.4% 0.2% 18.0% 18.0% -100.0% -11.8% 0.0% 45.5% 0.0% 7.9% 0.5% 0.5% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 4 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 REVISED FY 2014 ADOPTED FY 2013 ACTUAL FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 333,447 $ 333,447 $ 354,968 $ 354,968 $ 363,733 $ 363,733 $ 358,466 $ 358,466 $ 361,973 $ 361,973 $ 1,760 1,760 0.5% 0.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 333,447 $ 333,447 $ 354,968 $ 354,968 $ 363,733 $ 363,733 $ 358,466 $ 358,466 $ 361,973 $ 361,973 $ 1,760 1,760 0.5% 0.5% Staffing by Program and Activity PROGRAM ACTIVITY GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 FY 2013 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % - - - - 1.00 1.00 1.00 1.00 N/A N/A 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 3.00 (1.00) (1.00) - (33.3%) (33.3%) 0.0% Staffing by Market Range Title MARKET RANGE TITLE Bd of Supvr's Chief of Staff Deputy Administrator - BOS Elected Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 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 FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 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 3.00 3.00 3.00 0.0% General Adjustments Personnel: • FY 2015 personnel expenditures have increased due to the annualization of County performance pay adjustments made in FY 2014. Base Adjustments: • • Decrease Regular Benefits by $1,775 for the impact of changes in retirement contribution rates. Increase Other Benefits and Internal Services Charges by $15 for the impact of the changes in risk management charges. 308 Department Strategic Plans and Budgets Board of Supervisors, District 4 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 354,968 $ - $ 8,765 $ 8,765 - FY 2014 Revised Budget $ 363,733 $ - FY 2015 Baseline Budget Threshold $ 363,733 $ - $ (1,775) $ (1,775) 15 $ 15 - 361,973 $ -0.5% - Adjustments: Employee Salary Adjustments County RPP Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Agenda Item: C-49-13-092-2-00 Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount 15 $ 309 Department Strategic Plans and Budgets Board of Supervisors, District 5 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Board of Supervisors, District 5 Analysis by Angie Flick, Strategic Business Planning Administrator Summary 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. Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY FY 2014 ADOPTED FY 2014 FORECAST FY 2014 REVISED FY 2015 ADOPTED REVISED VS ADOPTED VAR % USES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ 327,910 $ 327,910 $ 357,996 $ (3,663) 354,333 $ 363,098 $ 363,098 $ 356,743 $ 356,743 $ 249,665 $ 249,665 $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED AND STATUTRY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 888 888 $ - $ 635 635 $ - $ 635 635 $ - $ 718 718 $ 1,853 $ 109,805 650 112,308 $ TOTAL PROGRAMS $ 328,798 $ 354,968 $ 363,733 $ 357,461 $ 361,973 $ $ 310 113,433 113,433 31.2% N/A 31.2% (1,853) N/A 635 100.0% (109,805) N/A (650) N/A (111,673) -17586.3% 1,760 0.5% Department Strategic Plans and Budgets Board of Supervisors, District 5 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2014 REVISED FY 2014 ADOPTED FY 2013 ACTUAL FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 193,387 $ 23,128 333 66,780 283,628 $ 221,200 $ 5,000 81,675 307,875 $ 228,823 $ 5,000 81,618 315,441 $ 229,719 $ 2,547 81,805 308 314,379 $ 231,786 $ 5,000 81,141 317,927 $ (2,963) 477 (2,486) -1.3% 0.0% N/A 0.6% N/A -0.8% $ SUBTOTAL $ 17,042 $ 17,042 $ 20,337 $ 20,337 $ 20,337 $ 20,337 $ 16,347 $ 16,347 $ 13,715 $ 13,715 $ 6,622 6,622 32.6% 32.6% SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ ALL EXPENDITURES $ 4,196 $ 5,547 14,045 4,210 130 28,128 $ 328,798 $ 2,000 $ 2,881 14,755 7,000 120 26,756 $ 354,968 $ 2,000 $ 4,080 14,755 7,000 120 27,955 $ 363,733 $ 4,545 $ 5,545 14,373 1,770 134 368 26,735 $ 357,461 $ 2,000 $ 8,211 13,000 7,000 120 30,331 $ 361,973 $ (4,131) 1,755 (2,376) 1,760 TOTAL USES $ 328,798 $ 354,968 $ 363,733 $ 357,461 $ 361,973 $ 1,760 SUPPLIES 0801 - GENERAL SUPPLIES 0.0% -101.3% 11.9% 0.0% 0.0% N/A -8.5% 0.5% 0.5% Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 328,798 $ 328,798 $ 354,968 $ 354,968 $ 363,733 $ 363,733 $ 357,461 $ 357,461 $ 361,973 $ 361,973 $ 1,760 1,760 0.5% 0.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 328,798 $ 328,798 $ 354,968 $ 354,968 $ 363,733 $ 363,733 $ 357,461 $ 357,461 $ 361,973 $ 361,973 $ 1,760 1,760 0.5% 0.5% Staffing by Program and Activity PROGRAM ACTIVITY GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED REVISED TO ADOPTED FY 2014 FY 2014 FY 2015 REVISED FORECAST ADOPTED VARIANCE VAR % - - - - 1.00 1.00 1.00 1.00 N/A N/A 3.00 3.00 3.00 2.80 2.80 2.80 3.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 3.00 (1.00) (1.00) - (33.3%) (33.3%) 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 2013 FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 .80 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 2.80 3.00 3.00 3.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 2.80 3.00 3.00 3.00 0.0% 3.00 2.80 3.00 3.00 3.00 0.0% 311 Department Strategic Plans and Budgets Board of Supervisors, District 5 Maricopa County Annual Business Strategies FY 2015 Adopted Budget General Adjustments Personnel: • FY 2015 personnel expenditures have increased due to the annualization of County performance pay adjustments made in FY 2014. Base Adjustments: • • Decrease Regular Benefits by $1,775 for the impact of changes in retirement contribution rates. Increase Other Benefits and Internal Services Charges by $15 for the impact of the changes in risk management charges. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 354,968 $ - $ 8,765 $ 8,765 - FY 2014 Revised Budget $ 363,733 $ - FY 2015 Baseline Budget Threshold $ 363,733 $ - $ (1,775) $ (1,775) 15 $ 15 - 361,973 $ -0.5% - Adjustments: Employee Salary Adjustments County RPP Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Agenda Item: C-49-13-092-2-00 Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount 15 $ 312 Department Strategic Plans and Budgets Call Center Maricopa County Annual Business Strategies FY 2015 Adopted Budget Call Center Analysis by Idamarie C. Flaherty, 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 Department Specific By June 2017, 95% of a monthly, randomly selected sample of 100 real time calls will be scored at a 90% level or higher based on a grading and weighting system that considers proper greeting, accuracy, completeness and politeness. Status: The department currently samples random real time calls as noted and have a consolidated average of 95.85% Department Specific By June 2016, 60% of calls will be answered within 30 seconds. Status: This is a new goal for FY 2015 Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % USES TELE - CUSTOMER SERVICE TELEPHONE 14SC - CALL CENTER $ $ 1,508,161 $ 1,508,161 $ 1,563,971 $ 1,563,971 $ 1,597,098 $ 1,597,098 $ 1,532,245 $ 1,532,245 $ 1,507,404 $ 1,507,404 $ POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ $ - $ - $ (14,742) $ (14,742) $ - $ - $ - $ - $ 56,859 $ 56,859 $ (56,859) (56,859) INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 6,324 6,324 $ - $ 5,683 5,683 $ - $ 5,683 5,683 $ - $ 5,675 5,675 $ 95,174 $ 4,119 99,293 $ (95,174) N/A 5,683 100.0% (4,119) N/A (93,610) -1647.2% TOTAL PROGRAMS $ 1,514,485 $ 1,554,912 $ 1,602,781 $ 1,537,920 $ 1,663,556 $ 313 89,694 89,694 (60,775) 5.6% 5.6% N/A N/A -3.8% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Call Center 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 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 895,738 $ 36,324 1,035 409,863 900 1,343,860 $ 897,656 $ 40,872 419,047 1,357,575 $ 942,018 $ 38,421 425,005 1,405,444 $ 928,308 $ 30,764 306 424,594 (36) 1,383,936 $ 978,609 $ 33,549 421,101 3,744 1,437,003 $ $ SUBTOTAL $ 22,794 $ 22,794 $ 47,916 $ 47,916 $ 47,916 $ 47,916 $ 47,346 $ 47,346 $ 14,002 $ 14,002 $ 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 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ ALL EXPENDITURES $ 49,277 $ 492 108 97,934 4 16 147,831 $ 1,514,485 $ 64,535 $ 1,980 4,206 112,913 15,687 100 (50,000) 149,421 $ 1,554,912 $ 64,535 $ 1,980 4,206 112,913 15,687 100 (50,000) 149,421 $ 1,602,781 $ 41,472 $ 1,151 2,191 105,173 6,535 106 (50,000) 10 106,638 $ 1,537,920 $ 140,641 $ 2,328 4,202 99,593 15,687 100 (50,000) 212,551 $ 1,663,556 $ (76,106) (348) 4 13,320 (63,130) (60,775) -117.9% -17.6% 0.1% 11.8% 0.0% 0.0% 0.0% N/A -42.2% -3.8% TOTAL USES $ 1,514,485 $ 1,554,912 $ 1,602,781 $ 1,537,920 $ 1,663,556 $ (60,775) -3.8% FY 2014 ADOPTED FY 2014 REVISED SUPPLIES 0801 - GENERAL SUPPLIES (36,591) 4,872 3,904 (3,744) (31,559) -3.9% 12.7% N/A 0.9% N/A N/A -2.2% 33,914 33,914 70.8% 70.8% Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 1,514,485 $ 1,514,485 $ 1,554,912 $ 1,554,912 $ 1,602,781 $ 1,602,781 $ 1,537,920 $ 1,537,920 $ 1,663,556 $ 1,663,556 $ (60,775) (60,775) -3.8% -3.8% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,514,485 $ 1,514,485 $ 1,554,912 $ 1,554,912 $ 1,602,781 $ 1,602,781 $ 1,537,920 $ 1,537,920 $ 1,663,556 $ 1,663,556 $ (60,775) (60,775) -3.8% -3.8% Staffing by Program and Activity PROGRAM ACTIVITY CALL CENTER CUSTOMER SERVICE TELEPHONE PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED 27.00 27.00 27.00 27.00 27.00 27.00 314 FY 2014 FY 2014 FY 2015 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 2015 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 Administrator Department Total FY 2013 FY 2014 REVISED TO ADOPTED FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 N/A 2.00 2.00 2.00 2.00 0.0% 22.00 18.00 18.00 18.00 18.00 0.0% 4.00 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 2013 REVISED TO ADOPTED FY 2014 FY 2014 FY 2014 FY 2015 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: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: General Fund (100) • Increase Regular Benefits by $481 for the impact of the changes in retirement contribution rates. • Decrease Other Benefits and Internal Services Charges by $1,564 for the impact of the changes in risk management charges. • Increase expenditures by $56,859 for Call Center Representative Market Adjustment. 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 2013 ACTUAL 46.1% FY 2014 FY 2014 REVISED FORECAST 54.8% 48.3% FY 2015 ADOPTED 50.0% REV VS ADOPTED VAR % (4.8%) -8.8% 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. 315 Department Strategic Plans and Budgets Call Center Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: Administrative mandate. Measure Type Result Output Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of calls answered within 30 seconds Number of calls answered Total calls Number of calls answered within 30 seconds Number of calls projected to be offered Average cost of a call answered REV VS ADOPTED FY 2013 FY 2014 FY 2014 FY 2015 ACTUAL REVISED FORECAST ADOPTED VAR % 46.1% 54.8% 48.3% 50.0% (4.8%) -8.8% 1,028,401 1,044,198 829,665 942,000 (102,198) -9.8% 1,028,401 1,044,198 829,665 942,000 (102,198) -9.8% 474,027 572,511 400,926 471,000 (101,511) -17.7% 1,028,401 1,044,198 939,596 942,000 (102,198) -9.8% $ 1.47 $ 1.53 $ 1.85 $ 1.60 $ (0.07) -4.6% 100 - GENERAL TOTAL USES $ 1,508,161 $ 1,508,161 $ 1,597,098 $ 1,597,098 $ 1,532,245 $ 1,532,245 $ 1,507,404 $ 1,507,404 $ $ 89,694 89,694 5.6% 5.6% Activity Narrative: The Department expects a decrease in call volume for the Elections Department due to greater use of mail-in ballots. Treasurer and Assessor related call volume will likely remain high in FY 2015. The FY 2015 expenditure budget is below FY 2014 Revised due to costs associated with infrastructure and risk management being budgeted into individual activity codes. 316 Department Strategic Plans and Budgets Call Center Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj - $ 47,869 $ 46,202 1,600 67 - $ 1,602,781 $ - $ 4,999 $ (1,600) (67) 3,200 3,466 - $ 1,607,780 $ - $ 481 $ 481 (1,564) $ (1,564) - $ 1,606,697 $ -0.1% - $ 56,859 $ 56,859 - $ 1,663,556 $ 3.5% - C-49-13-092-2-00 C-49-14-041-2-00 C-49-14-043-2-00 Agenda Item: C-49-14-041-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management 1,554,912 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ FY 2015 Tentative Budget (1,564) Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Call Center Representative Mark et Adjustment Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 317 Maricopa County Annual Business Strategies FY 2015 Recommended Budget Department Strategic Plans and Budgets Clerk of the Board Clerk of the Board Analysis by Angie Flick, Strategic Business Planning Administrator 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 Regional Services By 2020, hold training session with Special District managers and/or secretaries of 90 percent of Special Taxing Districts in Maricopa County to educate them regarding Open Meeting Laws, Annual Report and Budget requirements, Election deadlines and procedures, and Disclosure Notice requirements. Status: This is a new goal for FY 2015. The Department is compiling data on issues and concerns of Special Districts to lay the foundation for training material development. Government Operations By 2020, provide Internet search capabilities and access to 100 percent of all public Board of Supervisors' approved meeting minutes and Public Disclosure Notices. Status: This is a new goal for FY 2015. Government Operations By 2020, provide read-only access to 100 percent of the public (nonconfidential) records housed in the Clerk of the Board's electronic document management system to County Departments and Special Districts (Flood Control District, Library District, and Stadium District) in order to reduce distribution of paper copies and expedite review and delivery response times. Status: This is a new goal for FY 2015. 318 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2015 Recommended Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES RCRD - RECORDS MANAGEMENT 06IS - INFORMATION SERVICES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ $ - $ - $ - $ - $ - $ - $ 750 $ 750 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ - $ - $ - $ 750 $ - $ - N/A 35,020 35,020 63.7% 63.7% USES LICP - APPLICATION PROCESSES 06AP - APPLICATION PROCESSES $ $ 14,403 $ 14,403 $ 18,186 $ 18,186 $ 54,972 $ 54,972 $ 44,520 $ 44,520 $ 19,952 $ 19,952 $ BORD - BOARDS AND COMMISSIONS 06BC - BOARDS AND COMMISSIONS $ $ 8,238 $ 8,238 $ 9,226 $ 9,226 $ 9,424 $ 9,424 $ 9,589 $ 9,589 $ 9,979 $ 9,979 $ (555) (555) -5.9% -5.9% RCRD - RECORDS MANAGEMENT 06IS - INFORMATION SERVICES $ $ 263,717 $ 263,717 $ 364,406 $ 364,406 $ 332,559 $ 332,559 $ 218,682 $ 218,682 $ 336,738 $ 336,738 $ (4,179) (4,179) -1.3% -1.3% MTNG - MEETING MANAGEMENT 06MM - MEETING MANAGEMENT $ $ 584,692 $ 584,692 $ 752,401 $ 752,401 $ 759,558 $ 759,558 $ 576,714 $ 576,714 $ 776,055 $ 776,055 $ (16,497) (16,497) -2.2% -2.2% SDIS - SPECIAL DISTRICTS 06SD - SPECIAL DISTRICTS $ $ 55,712 $ 55,712 $ 61,638 $ 61,638 $ 63,653 $ 63,653 $ 63,913 $ 63,913 $ 78,094 $ 78,094 $ (14,441) (14,441) -22.7% -22.7% BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 31,300 $ 151,905 183,205 $ 31,162 $ 153,004 (9,092) 175,074 $ 33,075 $ 162,113 195,188 $ 33,313 $ 158,998 192,311 $ 32,321 $ 107,982 419 140,722 $ 754 54,131 (419) 54,466 2.3% 33.4% N/A N/A 27.9% $ - $ 79,200 79,200 $ - $ 56,098 56,098 $ - $ 56,098 56,098 $ - $ 51,484 51,484 $ 6,291 $ 55,077 24,632 86,000 $ (6,291) 56,098 (55,077) (24,632) (29,902) N/A 100.0% N/A N/A -53.3% TOTAL PROGRAMS $ 1,189,167 $ 1,437,029 $ 1,471,452 $ 1,157,213 $ 1,447,540 $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED AND STATUTRY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 319 23,912 1.6% Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2015 Recommended Budget Sources and Uses by Category CATEGORY OTHER FINANCING SOURCES $ 0680 - TRANSFERS IN ALL OTHER FINANCING 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 $ - $ - $ - $ - $ - $ TOTAL SOURCES $ FY 2014 REVISED FY 2014 ADOPTED FY 2013 ACTUAL FY 2013 ACTUAL - $ FY 2014 ADOPTED FY 2015 ADOPTED FY 2014 FORECAST - $ $ - $ FY 2014 REVISED 750 $ 750 $ 750 $ FY 2014 FY 2015 FORECAST ADOPTED REVISED VS ADOPTED VAR % N/A N/A - $ $ - - $ N/A REVISED VS ADOPTED VAR % 581,392 $ 2,398 65 217,692 75 (26,189) 24,434 799,867 $ 595,737 $ 227,976 823,713 $ 625,350 $ 232,786 858,136 $ 595,338 $ 6,579 37 215,128 (357) 357 817,082 $ 644,915 $ 236,106 881,021 $ (19,565) (3,320) (22,885) -3.1% N/A N/A -1.4% N/A N/A N/A -2.7% 8,653 $ 2,523 11,176 $ 19,800 $ 19,800 $ 19,800 $ 19,800 $ 9,970 $ 293 10,263 $ 25,124 $ 25,124 $ (5,324) (5,324) -26.9% N/A -26.9% 528 $ 284,386 5,554 466 84,719 977 1,494 378,124 $ 500 $ 352,204 6,000 8,410 57,102 10,100 1,000 435,316 $ 500 $ 352,204 6,000 8,410 57,102 10,100 1,000 435,316 $ 521 $ 244,891 5,128 1,250 54,907 1,906 500 745 20 309,868 $ 500 $ 359,823 5,400 5,510 33,906 1,920 11,700 1,520 420,279 $ (7,619) 600 2,900 23,196 (1,920) (1,600) (520) 15,037 0.0% -2.2% 10.0% 34.5% 40.6% N/A -15.8% -52.0% N/A 3.5% $ - $ - $ 148,200 $ 10,000 158,200 $ 148,200 $ 10,000 158,200 $ 20,000 $ 20,000 $ 111,116 $ 10,000 121,116 $ 37,084 37,084 25.0% 0.0% 23.4% ALL EXPENDITURES $ 1,189,167 $ 1,437,029 $ 1,471,452 $ 1,157,213 $ 1,447,540 $ 23,912 1.6% TOTAL USES $ 1,189,167 $ 1,437,029 $ 1,471,452 $ 1,157,213 $ 1,447,540 $ 23,912 1.6% FY 2014 REVISED FY 2014 FORECAST 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 0850 - UTILITIES SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0940 - INFRASTRUCTURE SUBTOTAL $ $ $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ - $ - $ - $ - $ - $ - $ 750 $ 750 $ - $ - $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ - $ - $ - $ - $ - $ - $ 750 $ 750 $ FY 2014 FORECAST - $ - $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT FY 2013 ACTUAL $ FY 2014 ADOPTED FY 2014 REVISED FY 2015 ADOPTED - N/A N/A N/A N/A REVISED VS ADOPTED VAR % FUND TOTAL USES $ 1,064,614 $ 124,553 1,189,167 $ 1,173,053 $ 263,976 1,437,029 $ 1,207,476 $ 263,976 1,471,452 $ 1,136,856 $ 20,357 1,157,213 $ 1,203,921 $ 243,619 1,447,540 $ 3,555 20,357 23,912 0.3% 7.7% 1.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,064,614 $ 124,553 $ 1,189,167 $ 1,173,053 $ 263,976 $ 1,437,029 $ 1,207,476 $ 263,976 $ 1,471,452 $ 1,136,856 $ 20,357 $ 1,157,213 $ 1,203,921 $ 243,619 $ 1,447,540 $ 3,555 20,357 23,912 0.3% 7.7% 1.6% 320 Maricopa County Annual Business Strategies FY 2015 Recommended Budget Department Strategic Plans and Budgets Clerk of the Board Staffing by Program and Activity PROGRAM ACTIVITY APPLICATION PROCESSES APPLICATION PROCESSES PROGRAM TOTAL BOARDS AND COMMISSIONS BOARDS AND COMMISSIONS PROGRAM TOTAL GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL INFORMATION SERVICES RECORDS MANAGEMENT PROGRAM TOTAL MEETING MANAGEMENT MEETING MANAGEMENT PROGRAM TOTAL SPECIAL DISTRICTS SPECIAL DISTRICTS PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .35 .35 .35 .35 1.15 1.15 1.15 1.15 .40 .40 (.75) (.75) (65.2%) (65.2%) .15 .15 .15 .15 .20 .20 .20 .20 .20 .20 - 0.0% 0.0% - - - - .35 .35 .35 .35 N/A N/A .50 1.25 1.75 .50 1.25 1.75 .50 1.25 1.75 .50 1.25 1.75 .50 .90 1.40 (.35) (.35) 0.0% (28.0%) (20.0%) 4.40 4.40 4.40 4.40 3.60 3.60 3.60 3.60 3.60 3.60 - 0.0% 0.0% 4.50 4.50 4.50 4.50 5.20 5.20 5.20 5.20 4.95 4.95 (.25) (.25) (4.8%) (4.8%) .85 .85 12.00 .85 .85 12.00 1.10 1.10 13.00 1.10 1.10 13.00 1.10 1.10 12.00 (1.00) 0.0% 0.0% (7.7%) Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Clerk of Board Assistant Clerk of Board Specialist 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 FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 N/A 1.00 1.00 1.00 0.0% 3.00 3.00 1.00 (2.00) (66.7%) 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% 4.00 3.00 3.00 3.00 5.00 2.00 66.7% 4.00 4.00 1.00 1.00 (1.00) (100.0%) 12.00 12.00 13.00 13.00 12.00 (1.00) (7.7% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 12.00 12.00 13.00 13.00 12.00 (1.00) (7.7%) 12.00 12.00 13.00 13.00 12.00 (1.00) (7.7% ) General Adjustments Personnel: • • FY 2015 personnel expenditures have increased due to the annualization of County performance pay adjustments made in FY 2014. Increase expenditures by $19,654 for an increase in personnel costs related to increased complexity in meeting and agenda related documentation. Base Adjustments: Operating • Increase Regular Benefits by $337 for the impact of changes in retirement contribution rates. 321 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2015 Recommended Budget • Decrease Other Benefits and Internal Services Charges by $23,546 for the impact of the changes in risk management charges. Non Recurring Non Project (0001) • Non Recurring carry forward of $243,619 for the SOLAR and Electronic Document Management System projects. Programs and Activities Application Processes Program The purpose of the Application Processes Program is to provide application processing and assistance for statutorily mandated procedures to applicants and/or requestors so they can conduct or maintain community related activities including: fireworks permits, franchises, and liquor licenses. Program Results Measure Description Percent of applications processed by the next formal meeting date FY 2013 ACTUAL 100.0% FY 2014 FY 2014 FORECAST REVISED 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% Activities that comprise this program include: • Application Processes Application Processes Activity The purpose of the Application Processes Activity is to provide processed applications and notification to the public so they can operate a licensed activity or function. Mandates: Liquor Licenses and Permits: A.R.S. Title 4, Chapter 2, among other rules and processes, this Chapter provides that governing body of the county to “enter an order recommending approval or disproval within sixty days after filing of the applications” for a new license and shall file a certified copy of the order with the director. Off-Track Wagering: A.R.S. § 5-111, In Statutorily designated counties, wagering may be permitted in off-track facilities only after “receiving approval for such use by…the Board of Supervisors, if located in an unincorporated area of the County.” Fireworks Permit: A.R.S. §36-1603, Application for a permit shall be made in writing not less than five days prior to the date of the display. Bingo License: A.R.S. §5-404 (I), the local governing body shall upon receipt of the application immediately set a hearing on the application to be held within forty-five days. Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of applications processed by the next formal meeting date. Number of applications processed. Number of applications received. Total Expenditure per application processed. 100 - GENERAL TOTAL USES FY 2013 ACTUAL 100.0% $ 105 105 137.17 $ $ 14,403 14,403 FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% $ 100 100 549.72 $ $ 54,972 54,972 $ 101 101 440.79 $ $ 44,520 44,520 FY 2015 ADOPTED 100.0% $ 100 100 199.52 $ $ 19,952 19,952 REV VS ADOPTED VAR % 0.0% 0.0% $ 350.20 0.0% 0.0% 63.7% $ $ 35,020 35,020 63.7% 63.7% 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 2014. The efforts associated with processing of claims against the County are included in this 322 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2015 Recommended Budget activity. The number and complexity of claims processing has not been as great as anticipated for FY 2014. The FY 2015 budget is based on the actual experience of FY 2013 with a slight increase in the staff time spent processing applications and claims. Boards and Commissions Administration Program The purpose of the Boards and Commissions Administration Program 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 in order to receive community input. Program Results Measure Description Percent of Notice of monthly Vacancy Reports sent to Board of Supervisor District Offices by the 5th of each month FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED % VAR 0.0% 0.0% Activities that comprise this program include: • Boards and Commissions 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 Expenditure Ratio Expenditure Measure Description Percent of Notice of monthly Vacancy Reports sent to Board of Supervisor District Offices by the 5th of each month. 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. Total Expenditure per Notice of Vacancy Report Sent. 100 - GENERAL TOTAL USES FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 60 60 60 60 - 0.0% 60 60 60 60 - 0.0% $ 137.30 $ 157.07 $ 159.82 $ 166.32 $ (9.25) -5.9% $ $ 8,238 8,238 $ $ 9,424 9,424 $ $ 9,589 9,589 $ $ 9,979 9,979 $ $ (555) (555) -5.9% -5.9% 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. 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. 323 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2015 Recommended Budget Program Results Measure Description Percent of responses received from the public and/or departments who expressed an opinion that they were satisfied with research FY 2013 ACTUAL 98.1% Percent of record and information requests processed within three business days. FY 2014 FY 2014 REVISED FORECAST 100.0% 99.9% 93.1% 89.9% REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 100.0% 91.9% 83.3% (6.6%) -7.3% 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 Expenditure Ratio Revenue REV VS ADOPTED Measure FY 2013 FY 2014 FY 2014 FY 2015 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of responses received from the public 98.1% 100.0% 99.9% 100.0% 0.0% 0.0% and/or departments who expressed an opinion that they were satisfied with research. Percent of record and information requests 93.1% 89.9% 91.9% 83.3% (6.6%) -7.3% processed within three business days. Number of record and information requests 1,955 1,064 1,086 1,200 136 12.8% processed. Number of record and information requests 1,959 1,077 1,085 1,200 123 11.4% received. Total Expenditure per record and information $ 134.89 $ 312.56 $ 201.36 $ 280.62 $ 31.94 10.2% research request processed. 100 - GENERAL TOTAL SOURCES $ $ - $ $ - $ $ 750 750 $ $ - $ $ 100 - GENERAL TOTAL USES $ $ 263,717 263,717 $ $ 332,559 332,559 $ $ 218,682 218,682 $ $ 336,738 336,738 $ $ - N/A N/A Expenditure (4,179) (4,179) -1.3% -1.3% 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 2015. 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. 324 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2015 Recommended Budget Program Results Measure Description Percent of Board of Supervisors' and Countywide Districts' meetings held in compliance with the Open Meeting Laws. FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 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 Output Output Demand Demand Expenditure Ratio Expenditure 100 - GENERAL TOTAL USES FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2013 ACTUAL 100.0% Measure Description Percent of Board of Supervisors' and Countywide Districts' meetings held in compliance with the Open Meeting Laws. Number of Board of Supervisors' and Countywide Districts' meetings held. Number of Board of Supervisor and Countywide District Agenda Items on a final compiled Agenda. Number of Board of Supervisors' and Countywide Districts' Agenda items requested. Number of Board of Supervisors' and Countywide Districts' meetings requested. Total activity expenditure per agenda item processed. $ $ FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 215 160 173 112 (48) -30.0% N/A N/A N/A 1,948 N/A N/A 2,246 2,317 2,233 2,000 (317) -13.7% 227 160 177 112 (48) -30.0% N/A N/A N/A $ 398.39 N/A N/A $ $ 776,055 776,055 (16,497) (16,497) -2.2% -2.2% 584,692 584,692 $ $ 759,558 759,558 $ $ 576,714 576,714 $ $ 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 2015. The number of meetings requested and held is expected to decrease as County department performance and relationships continue to strengthen. This Activity has two new measures starting in FY 2015. Special Districts Program The purpose of the Special Districts Program is to provide consultation and administrative services to citizens and Special Districts, including Fire and Irrigation Water Delivery Districts so they can conduct special district functions. 325 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2015 Recommended Budget Program Results Measure Description Percent of requests for information related to administration of Special Districts completed within three business days. FY 2013 ACTUAL 94.9% FY 2014 FY 2014 REVISED FORECAST 85.0% 96.6% FY 2015 ADOPTED 78.9% REV VS ADOPTED VAR % (6.1%) -7.1% 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, including Fire and Irrigation Water Delivery 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 Expenditure Ratio Expenditure Measure Description Percent of requests for information related to administration of Special Districts completed within three business days. Number of requests for information related to special district administrative services completed. Number of requests for information related to special districts. Total Expenditure per information request completed for special district. Information Requests 100 - GENERAL TOTAL USES FY 2013 ACTUAL 94.9% FY 2014 FY 2014 REVISED FORECAST 85.0% 96.6% 200 291 380 180 90.0% 292 200 291 380 180 90.0% $ 190.79 $ 318.27 $ 219.63 $ 205.51 $ 112.75 35.4% $ $ 55,712 55,712 $ $ 63,653 63,653 $ $ 63,913 63,913 $ $ 78,094 78,094 $ $ (14,441) (14,441) -22.7% -22.7% 120% 100% 300 80% 200 60% 40% 100 0 REV VS ADOPTED % VAR (6.1%) -7.1% 292 Special Districts 400 FY 2015 ADOPTED 78.9% 20% FY 13 Actual FY 14 Revised Demand FY 14 Forecast FY 15 Adopted 0% Output 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 326 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2015 Recommended Budget decrease in need to create special districts. The economic environment is slowly beginning to turn around creating an expectation of a jump in demand in FY 2015 in special district requests. Appropriated Budget Reconciliation General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 1,173,053 $ - $ 34,423 $ 34,423 - FY 2014 Revised Budget $ 1,207,476 $ - FY 2015 Baseline Budget Threshold $ 1,207,476 $ - $ 337 $ 337 (3,892) $ (23,546) - Adjustments: Employee Salary Adjustments County RPP Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Personnel Additions and Related Costs Create Two Management Analyst Positions Inactivate One Board Specialist Position Inactivate One Board Specialist Position Agenda Item: C-49-13-092-2-00 Agenda Item: $ $ (23,546) $ 127,020 (48,763) (58,603) FY 2015 Adopted Budget Percent Change from Threshold Amount $ 19,654 - 1,203,921 $ -0.3% - Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 263,976 $ - FY 2014 Revised Budget $ 263,976 $ - $ (263,976) $ (263,976) - $ - $ - $ 243,619 $ 243,619 - $ 243,619 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Non Recurring Carry Forward SOLAR and Records Imaging Agenda Item: $ FY 2015 Adopted Budget 327 243,619 Maricopa County Annual Business Strategies FY 2015 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 Safe Communities 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. 328 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES CASE - CASE ESTABLISHMENT COUR - MEMORIALIZE COURT PROCEEDINGS EFDC - EFILED DOCUMENT SCDC - SCANNED DOCUMENT 16CR - COURT RECORDS FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ 356,212 $ 3,891,330 2,845,625 1,223,739 385,000 $ 3,250,209 2,868,900 1,316,700 385,000 $ 3,047,002 2,868,900 1,316,700 327,260 $ 3,073,037 2,610,550 1,155,000 385,000 $ 2,761,058 2,632,872 1,147,606 (285,944) (236,028) (169,094) 0.0% -9.4% -8.2% -12.8% $ 8,316,906 $ 7,820,809 $ 7,617,602 $ 7,165,847 $ 6,926,536 $ (691,066) -9.1% $ (300) (300) 0.0% -11.5% 0.0% COCL - COURT ORDERED RECEIVABLES COFR - COURT ORDERED FIN RECORDS 16FS - COURT CLERK FIDUCIARY SERVICES $ 7,384,007 $ 2,363 7,386,370 $ 7,680,000 $ 2,600 7,682,600 $ 7,680,000 $ 2,600 7,682,600 $ 7,617,788 $ 2,100 7,619,888 $ 7,680,000 $ 2,300 7,682,300 $ PURE - PUBLIC REGISTRATIONS 16PR - PUBLIC RECORDS $ $ 1,430,103 $ 1,430,103 $ 1,435,000 $ 1,435,000 $ 1,435,000 $ 1,435,000 $ 1,451,122 $ 1,451,122 $ 1,435,000 $ 1,435,000 $ ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 825,841 $ 825,841 $ 800,026 $ 800,026 $ 1,657,396 $ 1,657,396 $ 1,406,169 $ 1,406,169 $ 1,290,776 $ 1,290,776 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 72,475 $ 72,475 $ - $ - $ - $ - $ (227,793) $ (227,793) $ - $ - $ - N/A N/A BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 174,887 $ 174,887 $ 216,000 $ 216,000 $ 216,000 $ 216,000 $ 184,783 $ 184,783 $ 216,000 $ 216,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ 18,206,582 $ 17,954,435 $ 18,608,598 $ 17,600,016 $ 17,550,612 $ (1,057,986) -5.7% 408,364 $ 3,407,554 11,579,213 672,784 324,415 974,644 733,876 402,791 6,759,091 25,262,732 $ 396,467 $ 3,403,261 12,125,383 747,034 365,607 1,129,185 743,557 420,074 5,777,530 25,108,098 $ 396,699 $ 3,594,440 13,523,418 685,706 344,773 1,002,955 723,904 416,033 5,933,037 26,620,965 $ 413,241 $ 3,543,279 12,057,627 623,356 327,422 974,419 691,074 422,904 5,466,285 24,519,607 $ 395,000 $ 3,570,958 12,408,455 740,600 324,933 936,543 668,984 600,158 4,727,860 24,373,491 $ 1,699 23,482 1,114,963 (54,894) 19,840 66,412 54,920 (184,125) 1,205,177 2,247,474 0.4% 0.7% 8.2% -8.0% 5.8% 6.6% 7.6% -44.3% 20.3% 8.4% 199,304 $ 289,652 2,087,278 2,576,234 $ 201,361 $ 296,169 2,203,267 2,700,797 $ 211,184 $ 358,699 2,336,234 2,906,117 $ 210,581 $ 352,105 2,253,068 2,815,754 $ 211,757 $ 821,547 2,298,290 3,331,594 $ (573) (462,848) 37,944 (425,477) -0.3% -129.0% 1.6% -14.6% 1,167,296 $ 408,695 1,179,403 2,755,394 $ 1,195,439 $ 490,068 1,035,886 2,721,393 $ 1,211,810 $ 553,400 1,097,435 2,862,645 $ 1,247,831 $ 503,908 1,103,078 2,854,817 $ 1,051,385 $ 429,582 1,046,642 2,527,609 $ 160,425 123,818 50,793 335,036 216,141 $ 642,215 3,376,234 87,409 4,321,999 $ 261,303 $ 582,095 4,168,081 (320,775) 127,041 4,817,745 $ 240,897 $ 589,539 4,251,938 124,156 5,206,530 $ 208,251 $ 608,455 4,260,998 116,890 5,194,594 $ 178,181 $ 582,769 986,205 390,741 123,643 2,532,999 4,794,538 $ 62,716 6,770 3,265,733 (390,741) 513 (2,532,999) 411,992 26.0% 1.1% 76.8% N/A 0.4% N/A 7.9% - $ 739,621 739,621 $ - $ 126,708 126,708 $ - $ 126,708 126,708 $ - $ 403,936 403,936 $ 421,516 $ 117,054 132,741 671,311 $ (421,516) 126,708 (117,054) (132,741) (544,603) N/A 100.0% N/A N/A -429.8% $ 2,414,581 $ 511,671 639,212 3,565,464 $ 5,135,673 $ 537,209 656,008 6,328,890 $ 5,758,673 $ 563,469 673,229 6,995,371 $ 2,436,242 $ 567,890 598,203 3,602,335 $ 5,405,767 $ 1,156,175 829,370 7,391,312 $ 352,906 (592,706) (156,141) (395,941) 6.1% -105.2% -23.2% -5.7% TOTAL PROGRAMS $ 39,221,444 $ 41,803,631 $ 44,718,336 $ 39,391,043 $ 43,089,855 $ (366,620) (366,620) 0.0% 0.0% -22.1% -22.1% 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 COFR - COURT ORDERED FIN RECORDS 16FS - COURT CLERK FIDUCIARY SERVICES CDOC - COURT DOCUMENT COPY CTFD - COURT FILE DELIVERY PURE - PUBLIC REGISTRATIONS 16PR - PUBLIC RECORDS $ $ $ $ $ $ BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED AND STATUTRY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ $ $ 329 1,628,481 13.2% 22.4% 4.6% 11.7% 3.6% Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category FY 2013 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 $ 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ $ SUBTOTAL $ FY 2014 ADOPTED 521,301 $ 521,301 $ FY 2014 REVISED FY 2014 FORECAST 535,000 535,000 $ $ $ $ 1,072,654 1,072,654 $ $ 833,404 $ 13,338,137 14,171,541 $ 833,405 12,927,176 13,760,581 $ $ 2,400,000 $ 2,400,000 $ 12,265 $ 56,181 68,446 $ 6,200 180,000 186,200 $ $ $ 6,200 180,000 186,200 1,121,908 1,121,908 2,323,386 $ 535,000 $ 535,000 $ 1,851,614 1,851,614 $ $ 738,135 $ 12,897,649 13,635,784 $ $ 525,000 $ 525,000 $ 1,406,320 1,406,320 REVISED VS ADOPTED VAR % FY 2015 ADOPTED 535,000 535,000 $ $ 0.0% 0.0% $ $ 1,484,995 $ 1,484,995 $ (366,619) (366,619) -19.8% -19.8% 738,135 $ 12,384,411 13,122,546 $ 653,756 $ 12,290,961 12,944,717 $ (84,379) (606,688) (691,067) -11.4% -4.7% -5.1% 2,450,000 $ 2,400,000 $ 11,150 $ 85,000 96,150 $ 5,900 180,000 185,900 $ - 0.0% $ (300) (300) -4.8% 0.0% -0.2% (1,057,986) -5.7% ALL REVENUES $ 18,206,582 $ 17,954,435 $ 18,608,598 $ 17,600,016 $ 17,550,612 $ TOTAL SOURCES $ 18,206,582 FY 2013 ACTUAL $ 17,954,435 FY 2014 ADOPTED $ 18,608,598 FY 2014 REVISED $ 17,600,016 FY 2014 FORECAST $ 17,550,612 FY 2015 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 $ - (1,057,986) -5.7% REVISED VS ADOPTED VAR % 22,463,917 $ 255,381 71,765 9,808,571 93,364 (1,147,946) 1,119,432 32,664,484 $ 23,738,659 $ 214,423 83,326 10,550,942 108,000 (1,046,446) 1,068,846 34,717,750 $ 25,401,845 $ 360,918 83,326 10,894,025 108,000 (2,498,561) 2,610,640 36,960,193 $ 23,684,607 $ 243,440 60,365 10,253,540 31,284 (2,225,684) 1,989,360 34,036,912 $ 25,398,225 $ 360,303 83,026 10,734,782 44,000 (1,573,956) 1,602,957 36,649,337 $ 3,620 615 300 159,243 64,000 (924,605) 1,007,683 310,856 0.0% 0.2% 0.4% 1.5% 59.3% -37.0% 38.6% 0.8% 677,480 $ 18,095 211,006 906,581 $ 757,824 $ 22,800 225,325 1,005,949 $ 773,301 $ 22,800 370,120 (7,500) 1,158,721 $ 640,662 $ 18,638 674,404 1,333,704 $ 770,794 $ 20,000 94,000 884,794 $ 2,507 2,800 276,120 (7,500) 273,927 0.3% 12.3% 74.6% -100.0% 23.6% $ 8,689 $ 3,586,599 201,077 401,711 497,706 38,097 46,130 451,181 (51,180) 262,144 5,442,154 $ 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 $ 4,478,401 223,308 524,990 482,611 46,500 111,000 509,912 (69,622) 232,322 6,549,422 $ 9,490 $ 487 1,924,514 195,579 577,149 495,406 31,248 56,723 460,242 (124,791) 282,380 3,908,427 $ 10,000 $ 3,045,846 169,920 472,665 495,556 55,000 70,000 461,318 157,419 4,937,724 $ 1,432,555 53,388 52,325 (12,945) (8,500) 41,000 48,594 (69,622) 74,903 1,611,698 0.0% N/A 32.0% 23.9% 10.0% -2.7% -18.3% 36.9% 9.5% -100.0% 32.2% 24.6% $ $ 208,225 $ 208,225 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 112,000 $ 112,000 $ 618,000 $ 618,000 $ ALL EXPENDITURES $ 39,221,444 $ 41,803,631 $ 44,718,336 $ 39,391,043 $ 43,089,855 $ 1,628,481 3.6% TOTAL USES $ 39,221,444 $ 41,803,631 $ 44,718,336 $ 39,391,043 $ 43,089,855 $ 1,628,481 3.6% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT $ 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 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ 330 (568,000) -1136.0% (568,000) -1136.0% Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FY 2013 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ $ 9,170,322 $ 9,170,322 $ 9,500,000 $ 9,500,000 $ 9,500,000 $ 9,500,000 $ 9,396,200 $ 9,396,200 $ 9,500,000 $ 9,500,000 $ $ $ 1,121,908 $ 1,121,908 $ 1,072,654 $ 1,072,654 $ 1,851,614 $ 1,851,614 $ 1,406,320 $ 1,406,320 $ 1,484,995 $ 1,484,995 $ (366,619) (366,619) -19.8% -19.8% $ $ 1,226,513 $ 1,226,513 $ 1,316,700 $ 1,316,700 $ 1,316,700 $ 1,316,700 $ 1,158,000 $ 1,158,000 $ 1,147,606 $ 1,147,606 $ (169,094) (169,094) -12.8% -12.8% $ $ 976,882 $ 976,882 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 960,000 $ 960,000 $ 960,000 $ 960,000 $ (40,000) (40,000) -4.0% -4.0% $ $ 2,768,353 $ 2,768,353 $ 2,104,981 $ 2,104,981 $ 1,980,184 $ 1,980,184 $ 1,980,096 $ 1,980,096 $ 1,740,549 $ 1,740,549 $ (239,635) (239,635) -12.1% -12.1% $ $ 90,757 $ 90,757 $ 88,600 $ 88,600 $ 88,600 $ 88,600 $ 84,300 $ 84,300 $ 82,290 $ 82,290 $ (6,310) (6,310) -7.1% -7.1% $ $ 2,363 $ 2,363 $ 2,600 $ 2,600 $ 2,600 $ 2,600 $ 2,100 $ 2,100 $ 2,300 $ 2,300 $ (300) (300) -11.5% -11.5% $ $ 2,849,484 $ 2,849,484 $ 2,868,900 $ 2,868,900 $ 2,868,900 $ 2,868,900 $ 2,613,000 $ 2,613,000 $ 2,632,872 $ 2,632,872 $ (236,028) (236,028) -8.2% -8.2% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 18,206,582 $ 18,206,582 $ FY 2013 ACTUAL 17,954,435 $ 17,954,435 $ FY 2014 ADOPTED USES $ 28,913,635 $ 5,360 28,918,995 $ 29,421,859 $ 2,909,039 32,330,898 $ 30,593,149 $ 2,909,039 33,502,188 $ 29,702,039 $ 100,000 29,802,039 $ 31,877,562 $ 18,000 413,099 2,395,940 34,704,601 $ $ USES $ 1,121,985 $ 1,121,985 $ 1,072,654 $ 1,072,654 $ 1,851,614 $ 1,851,614 $ 1,406,320 $ 1,406,320 $ 1,484,995 $ 1,484,995 $ 366,619 366,619 19.8% 19.8% $ 1,182,487 $ 319,927 1,502,414 $ 1,316,700 $ 521,836 1,838,536 $ 1,316,700 $ 521,836 1,838,536 $ 1,158,000 $ 442,800 1,600,800 $ 1,147,606 $ 1,147,606 $ 169,094 521,836 690,930 12.8% 100.0% 37.6% 266,438 $ 282,397 548,835 $ 657,394 $ 657,394 $ 657,394 $ 569,645 1,227,039 $ 657,394 $ 315,040 972,434 $ 632,979 $ 356,980 989,959 $ 24,415 212,665 237,080 3.7% 37.3% 19.3% USES $ 2,248,540 $ 2,248,540 $ 2,104,981 $ 209,048 2,314,029 $ 1,980,184 $ 728,655 2,708,839 $ 1,665,823 $ 693,359 2,359,182 $ 2,054,822 $ 2,054,822 $ (74,638) 728,655 654,017 -3.8% 100.0% 24.1% $ USES $ 18,009 $ 18,009 $ 68,000 $ 68,000 $ 68,000 $ 68,000 $ 24,048 $ 24,048 $ 75,000 $ 75,000 $ (7,000) (7,000) -10.3% -10.3% $ USES $ 2,414,710 $ 2,447,956 4,862,666 $ 2,868,900 $ 653,220 3,522,120 $ 2,868,900 $ 653,220 3,522,120 $ 2,613,000 $ 613,220 3,226,220 $ 2,632,872 $ 2,632,872 $ 236,028 653,220 889,248 8.2% 100.0% 25.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 36,147,795 $ 3,073,649 $ 39,221,444 $ 37,442,488 $ 4,361,143 $ 41,803,631 $ 39,267,941 $ 5,450,395 $ 44,718,336 $ 37,202,576 $ 2,188,467 $ 39,391,043 $ 39,830,836 $ 3,259,019 $ 43,089,855 $ (562,895) 2,191,376 1,628,481 -1.4% 40.2% 3.6% FUND TOTAL SOURCES 216 CLERK OF THE COURT GRANTS OPERATING FUND TOTAL SOURCES 205 COURT DOCUMENT RETRIEVAL OPERATING FUND TOTAL SOURCES 208 JUDICIAL ENHANCEMENT OPERATING FUND TOTAL SOURCES 218 CLERK OF COURT FILL THE GAP OPERATING FUND TOTAL SOURCES 270 CHILD SUPPORT ENHANCEMENT OPERATING FUND TOTAL SOURCES 273 VICTIM LOCATION OPERATING FUND TOTAL SOURCES 274 CLERK OF THE COURT EDMS OPERATING FUND TOTAL SOURCES FUND / FUNCTION CLASS 100 GENERAL OPERATING COSC STAFF EQUIPMENT NON RECURRING NON PROJECT COSC RFR SYSTEM REPLACEMENT FUND TOTAL 216 CLERK OF THE COURT GRANTS OPERATING FUND TOTAL 205 COURT DOCUMENT RETRIEVAL OPERATING NON RECURRING NON PROJECT FUND TOTAL 208 JUDICIAL ENHANCEMENT OPERATING NON RECURRING NON PROJECT FUND TOTAL 218 CLERK OF COURT FILL THE GAP OPERATING NON RECURRING NON PROJECT FUND TOTAL 273 VICTIM LOCATION NON RECURRING NON PROJECT FUND TOTAL 274 CLERK OF THE COURT EDMS OPERATING NON RECURRING NON PROJECT FUND TOTAL $ USES $ $ USES $ $ 331 18,608,598 $ 17,600,016 $ 18,608,598 $ 17,600,016 $ FY 2014 FY 2014 FORECAST REVISED - 0.0% 0.0% 17,550,612 $ (1,057,986) -5.7% 17,550,612 $ (1,057,986) -5.7% FY 2015 REVISED VS ADOPTED % ADOPTED VAR (1,284,413) (18,000) 2,495,940 (2,395,940) (1,202,413) -4.2% N/A 85.8% N/A -3.6% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Staffing by Program and Activity PROGRAM ACTIVITY COURT CLERK FIDUCIARY SERVICES COURT CLERK FIDUCIARY 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 GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT PROCUREMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER TECHNOLOGY SUPPORT PROGRAM TOTAL PUBLIC RECORDS COURT DOCUMENT COPY COURT FILE DELIVERY PUBLIC REGISTRATIONS PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED REVISED TO ADOPTED FY 2014 FY 2014 FY 2015 REVISED FORECAST ADOPTED VARIANCE VAR % 3.25 47.10 5.55 55.90 3.15 45.60 4.65 53.40 3.15 47.10 5.15 55.40 3.15 47.10 5.15 55.40 3.15 47.20 10.15 60.50 .10 5.00 5.10 0.0% 0.2% 97.1% 9.2% 8.70 66.80 5.20 7.60 15.50 14.70 7.70 231.25 111.05 468.50 8.00 72.55 8.00 7.15 23.30 15.60 8.25 239.75 94.15 476.75 8.00 73.75 7.00 5.65 22.25 13.60 8.25 242.25 93.50 474.25 8.00 74.75 7.00 5.65 22.25 13.60 8.25 242.25 94.50 476.25 7.65 77.25 6.70 7.10 21.25 13.00 12.80 239.25 96.60 481.60 (.35) 3.50 (.30) 1.45 (1.00) (.60) 4.55 (3.00) 3.10 7.35 (4.4%) 4.7% (4.3%) 25.7% (4.5%) (4.4%) 55.2% (1.2%) 3.3% 1.5% - - .00 - - 1.00 1.00 1.00 1.00 N/A N/A 2.45 40.80 8.00 1.55 52.80 2.45 38.75 8.00 1.55 50.75 2.45 36.75 8.00 .00 1.55 48.75 2.45 36.75 8.00 1.55 48.75 2.45 5.00 8.00 31.75 1.55 48.75 (31.75) 31.75 - 0.0% (86.4%) 0.0% N/A 0.0% 0.0% 21.50 6.25 8.75 36.50 24.15 5.50 9.25 38.90 25.15 5.50 9.25 39.90 25.15 5.50 9.25 39.90 24.15 5.00 9.75 38.90 (1.00) (.50) .50 (1.00) (4.0%) (9.1%) 5.4% (2.5%) 25.15 12.40 19.75 57.30 671.00 23.55 10.45 21.20 55.20 675.00 23.80 12.45 21.95 58.20 676.50 22.80 11.45 21.95 56.20 676.50 21.55 9.10 21.10 51.75 682.50 (2.25) (3.35) (.85) (6.45) 6.00 (9.5%) (26.9%) (3.9%) (11.1%) 0.9% 332 Maricopa County Annual Business Strategies FY 2015 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 Data Architect Database Administrator Database Administrator - Senior/Lead Database Report Writer Analyst Deputy Director - Clerk of the Court Elected Executive Assistant - Elected Official Finance Manager Finance Manager - Large Finance/Business Analyst General Laborer Help Desk Coordinator Human Resources Analyst Human Resources Manager Human Resources Manager – Large Human Resources Specialist IT Division Manager IT PMO Manager IT Program Manager IT Project 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 Technician Procurement Specialist Programmer/Analyst Programmer/Analyst - Senior/Lead Quality Assurance Analyst Quality Assurance Anlyst-Sr/Ld Software Architect Special Projects Manager Systems Administrator Systems Administrator - Senior/Lead Technical Support Mgr Trades Generalist Trainer Web Designer/Developer Web Designer/Developer - Senior/Lead Department Total FY 2013 FY 2014 REVISED TO ADOPTED FY 2014 FY 2014 FY 2015 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 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 N/A 4.00 5.00 5.00 5.00 5.00 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 1.00 1.00 0.0% 213.50 213.50 213.00 213.00 218.00 5.00 2.3% 16.00 16.00 16.00 16.00 16.00 0.0% 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) (100.0%) 1.00 1.00 1.00 1.00 1.00 0.0% 4.00 4.00 3.00 3.00 3.00 0.0% 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 6.00 6.00 6.00 6.00 0.0% 9.00 9.00 10.00 10.00 10.00 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 N/A 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% 2.00 2.00 1.00 1.00 1.00 0.0% 2.00 2.00 1.00 1.00 2.00 1.00 100.0% 1.00 1.00 1.00 1.00 1.00 0.0% 7.00 7.00 7.00 7.00 7.00 0.0% 286.00 286.00 288.00 288.00 289.00 1.00 0.3% 23.00 23.00 24.00 24.00 24.00 0.0% 20.00 20.00 20.00 20.00 20.00 0.0% 10.00 10.00 10.00 10.00 10.00 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 0.0% 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 3.00 3.00 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) (100.0%) 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% 2.00 2.00 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 1.00 1.00 1.00 0.0% 671.00 675.00 676.50 676.50 682.50 6.00 0.9% 333 Maricopa County Annual Business Strategies FY 2015 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 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 545.00 549.00 550.50 550.50 556.50 6.00 1.1% 27.00 25.00 25.00 25.00 25.00 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% 47.00 47.00 47.00 47.00 47.00 0.0% 46.00 48.00 48.00 48.00 48.00 0.0% 671.00 675.00 676.50 676.50 682.50 6.00 0.9% Significant Variance Analysis The Clerk of the Superior Court added 3.0 FTE Clerks in FY 2014 due to increased workload in Juvenile Dependency Court. Funding for the positions was absorbed within the Clerk’s General Fund Appropriation in FY 2014, but the positions are fully funded for FY 2015. The FY 2015 budget funds 5.0 FTE contract Credit Analysts to initiate a one-year pilot project to reduce the number of fee deferrals (funding for the project was carried forward from FY 2014). In response to the Superior Court’s budgeted plan to add two Juvenile Division Judges and one Criminal Division Judge mid-way through FY 2015, the Clerk of the Superior Court’s FY 2015 budget includes 5.0 FTE Courtroom Clerks and 1.0 FTE Court Operations Specialist. These six positions are budgeted to begin at the start of November 2014 to ensure the staff are trained and prepared to begin courtroom work the first week of January 2015. General Adjustments Base Adjustments: Personnel: FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments made in FY 2014. General Fund (100) Operating • Increase budget by $140,622 to annualize the FY 2014 Retention Pay and Market Adjustment ($839) and the I.T. Market Adjustment ($139,783). • Increase Regular Benefits by $8,987 for the impact of changes in retirement contribution rates. • Increase Internal Service Charges by $6,033 for the impact of changes in risk management charges. • Delete $565,176 requested for Other Pay/Benefits to absorb Fill the Gap Fund (218) costs. • Increase Personal Services by allocating-in $384,977 from the Fill the Gap Fund (218). • Increase Personal Services by adding a Clerk position ($56,454) unintentionally budgeted in the Fill the Gap Fund (218). • Decrease Personal Services by $121,844 (increase salary/benefit savings) to offset an unmatched transfer of $117,020 from the Grant Fund (216), and to apply $4,824 in savings to a Clerk position that was returned to the General Fund from the Fill the Gap Fund (218). • Increase Personal Services by $117,020 by decreasing the allocation-out to the Grants Fund (216). • Decrease Personal Services by increasing the allocations-out by $1,000 to the Emergency Management Department (150), inadvertently left out of the budget. • Decrease expenditures by $50,630 to balance to the FY 2015 Threshold, including $15,000 from Other Personal Services, $7,516 from Supplies, $26,239 from Services, and $1,875 from Personal Services. • Increase Other Pay/Benefits by $565,176 to fund positions currently funded in the Fill the Gap Fund (218). 334 Maricopa County Annual Business Strategies FY 2015 Adopted Budget • • • • • • • • • • • • • Department Strategic Plans and Budgets Clerk of the Superior Court Increase Salaries and Benefits by $138,395 to fully fund 3.0 FTE Clerks temporarily added in FY 2014 to handle an increasing Juvenile Dependency caseload. Increase Personal Services by $530,038 by reducing allocations-out to the Grants Fund (216) by $529,438 and to the Emergency Management Department (150) by $600. Decrease Personal Services by $738,485 by increasing salary/benefit savings from an artificially low level set in conjunction with the expenditure allocations to the Grants Fund (216). Decrease Other Personal Services by $49,000 in lieu of Retention and Merit Pay. Decrease Personal Services by a net of $94,913 for Other Pay, Salary Adjustments and Other Benefits budgeted in FY 2014. Decrease Personal Services by $56,454 by moving a Clerk to the Fill the Gap Fund (218). Decrease Personal Services by a net of $163,757 attributable to FY 2014 turnover and filling positions at higher or lower than budgeted rates. Decrease expenditures for Supplies by $132,730. Increase expenditures for Services by a net of $237,301, including a reduction of $5,315 in telecommunication charges and an increase of $242,616 in remaining services. Increase Capital Equipment expenditures by $468,000 to replace computer hardware ($316,000) and two computer servers ($152,000). Increase Personal Services by $13,389 to annualize the Information Technology Market Adjustment. Increase Personal Services by $376,852 to fund a market adjustment for justice system support staff. Increase expenditures by $214,658 for the salaries ($149,421), benefits ($64,472) and supplies ($765) of 5.0 FTE Courtroom Clerks and 1.0 FTE Court Operations Specialist to staff two Juvenile Courts and one Criminal Court, anticipated going on-line midway through FY 2015. The annualized Personal Services cost for the staff is $323,943. General Fund (100) Non Recurring Non Project • Budget $413,099 to implement a one-year pilot project to reduce deferred fees and fines. General Fund (100) COSC RFR System Replacement • Budget Personnel, Supplies and Services of $2,395,940 to support the development of a Restitution, Fines and Reimbursement (RFR) System replacement. General Fund (100) COSC Staff Equipment • Budget $18,000 to equip 6.0 FTE new positions with supplies and equipment associated with the two new Juvenile Courts and one new Criminal Court. Court Document Retrieval Fund (205) • Increase Regular Benefits by $490 for the impact of changes in retirement contribution rates. • Decrease filing fee revenue by $169,094 based on the FY 2014 Forecast. • Increase Personal Services by $27,710 for a 2.5% Merit/Market Pay adjustment. • Decrease Personal Services by $145,890 by increasing salary/benefit savings. • Increase Personal Services by $40,202 by reducing allocations-out to the Grants Fund (216). • Decrease Personal Services by $1,584 by deleting allocations-in from the General Fund (100). • Increase Personal Services by a net of $6,053 attributable to FY 2014 turnover and filling positions at higher or lower than budgeted rates. • Decrease expenditures by $96,075 by deleting all Supplies ($3,651) and Services ($92,424). 335 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Judicial Enhancement Fund (208) • Increase Regular Benefits by $94 for the impact of changes in retirement contribution rates. • Decrease filing fee revenue by $40,000 based on the FY 2014 Forecast. • Increase Personal Services by $5,834 for a 2.5% Merit/Market Pay adjustment. • Increase Personal Services by a net of $18,980 attributable to FY 2014 turnover and filling positions at higher or lower than budgeted rates. • Increase expenditures for Supplies by $52,150. • Decrease expenditures by $101,473 for Services ($51,473) and Capital Equipment ($50,000). Judicial Enhancement Fund (208) Non Recurring Non Project • Budget $70,000 for a Database Application Server. • Budget $80,000 for Electronic Document Management Load Balancing hardware. • Budget $40,000 for the Interactive Voice Response Project. • Budget $101,460 to continue work on the Juvenile Electronic Court Record Project. • Budget $65,520 to continue work on the eFiling Foundation Project. Clerk of the Court Grants Fund (216) • Increase Revenues and Expenditures by $778,960 due to the FY 2014 grant reconciliation. • Increase Regular Benefits by $84 for the impact of changes in retirement contribution rates. • Decrease Revenue by $366,619 and Expenditures by $366,703 based on a reduction in the IVD grant awards in FY 2015. Clerk of the Court Fill the Gap Fund (218) • Increase Regular Benefits by $828 for the impact of changes in retirement contribution rates. • Decrease Personal Services by $56,441 by returning a position unintentionally moved to the Fill the Gap Fund from the General Fund. • Increase Personal Services by $14,280 to correct Merit/Market Pay ($6,058), and to adjust Other Pay / Benefits ($8,222). • Increase Personal Services by $698,964 by deleting salary and benefit savings. • Decrease Personal Services by allocating-out $384,977 to the General Fund. • Decrease Personal Services by $616,897 by increasing salary and benefit savings. • Decrease Personal Services by $55,302 by deleting Other Pay, and salary/benefit adjustments budgeted in FY 2014. • Increase Personal Services by $42,000 for a 2.5% increase for Merit/Market Pay. • Increase Personal Services by $56,441 by moving a position from the General Fund. • Increase Personal Services by $728,655 by deleting an allocation-out to the Clerk’s Fill the Gap Fund Non Recurring Non Project. • Decrease Personal Services by $174,813 by deleting an allocation-in from the General Fund. • Decrease expenditures by $178,100 by deleting Supplies ($44,000) and Services ($134,100). • Decrease Fill the Gap revenue by $239,635, including state ($84,379) and local ($155,256). Child Support Enhancement Fund (270) • Decrease Revenue earned from Department of Economic Security IV-D contract incentive payments by $6,310 based on the FY 2014 Forecast. Victim Location Fund (273) Operating • Decrease Revenue earned from interest by $300 based on the FY 2014 Forecast. 336 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Victim Location Fund (273) Non Recurring Non Project • Budget $75,000 per an agreement for victim location with the Maricopa County Attorney. Electronic Document Management Fund (274) • Increase Regular Benefits by $935 for the impact of changes in retirement contribution rates. • Increase Personal Services by moving 2.0 FTE positions and $80,119 in salaries and benefits from the Court Document Retrieval Fund (205) where they had been erroneously budgeted. • Decrease Personal Services expenditures by $87,085 by increasing salary and benefit savings. • Increase Personal Services by $6,966 to correct 2.5% Merit/Market Pay. • Increase Personal Services by $50,150 for a 2.5% Merit/Market Pay adjustment. • Decrease Personal Services by $105,333 by increasing allocations-out to the Grants Fund (216). • Delete $57,020 in Personal Services Allocations-In from the General Fund. • Increase Personal Services by reducing salary and benefit savings by $13,989. • Increase Personal Services by $20,886 to attain structural balance. • Decrease Repairs and Maintenance by $14,362. • Delete remaining Supplies and Services by $145,273. • Decrease filing fee revenue by $236,028 based on the FY 2014 Forecast. 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 created within three days from date of hearing Percent of Juvenile minute entries created within three days from date of hearing 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 FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 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% 99.6% 97.1% 99.3% 95.0% (2.1%) -2.2% 99.9% 96.8% 100.0% 95.0% (1.8%) -1.9% 97.2% 99.7% 92.8% 95.0% (4.7%) -4.7% 97.7% 96.0% 98.0% 95.0% (1.0%) -1.0% 79.5% 80.0% 84.9% 95.5% 15.4% 19.3% 100.0% 100.0% 96.6% 100.0% 0.0% 0.0% 100.0% 100.0% 96.6% 100.0% 0.0% 0.0% 337 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Program Results (continued) Measure Description 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 Percent of Exhibits received for intake that are available for access within established timeframes Percent of Adult exhibits received for intake that are available for access within one business day of receipt for storage Percent of Juvenile exhibits received for intake that are available for access within three business days of receipt for storage Percent of Juvenile subsequent documents docketed within established timeframes Percent of eFiled documents available to all authorized customers within two business hours Percent of eFiled documents reviewed within one business hour after being submitted 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 pm two business days after being filed in paper format Percent of filed paper documents scanned by 5:00 pm the business day after being filed Percent of scanned documents docketed by 5:00 pm the business day after being scanned Percent of Scanned documents meeting quality control standards FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 98.7% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 99.9% 98.4% 99.6% 93.2% (5.2%) -5.3% 100.0% 100.0% 99.6% 92.7% (7.3%) -7.3% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 91.1% 99.8% 100.0% 100.0% 0.2% 0.2% 98.5% 99.9% 99.5% 100.0% 0.1% 0.1% 98.9% 99.7% 99.5% 100.0% 0.3% 0.3% 96.2% 97.7% 99.3% 100.0% 2.3% 2.4% 97.9% 96.6% 99.3% 95.0% (1.6%) -1.7% 36.2% 46.5% 70.0% 95.0% 48.5% 104.1% 21.9% 40.6% 48.0% 65.7% 25.1% 61.9% 50.3% 51.8% 30.8% 43.4% (8.4%) -16.1% 100.0% 32.5% 100.0% 52.5% 100.0% 43.0% 100.0% 5.0% 0.0% (47.5%) 0.0% -90.6% 26.3% 93.7% 39.5% 4.3% (89.4%) -95.4% 49.7% 43.7% 57.7% 62.4% 18.7% 42.6% 99.8% 99.9% 99.9% 96.6% (3.3%) -3.3% Activities that comprise this program include: Appellate • Disposition Report • eFiled Document • Juvenile Subsequent Document • Scanned Document • • • • • 338 Case Establishment Distribution Exhibit Custody Memorialize Court Proceedings Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court 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 105, Civil Rules of Procedure 76 and Rules of Civil Appellate Procedure 11. A.R.S. §12-2107 provides for a fee to be paid to the Clerk upon filing of a notice to appeal a civil case. Measure Type Result Result Result Output Output Output Demand Expenditure Ratio 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 Total activity expenditure per record transmitted to an Appellate Court 100 - GENERAL 218 - CLERK OF COURT FILL THE GAP TOTAL USES FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 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% 1,478 1,536 1,498 1,522 (14) -0.9% 1,199 1,261 1,204 1,252 (9) -0.7% 279 275 294 270 (5) -1.8% 1,529 1,585 1,583 1,584 (1) -0.1% $ 276.29 $ 258.27 $ 275.86 $ 259.53 $ (1.26) -0.5% $ 408,182 182 408,364 $ 396,699 396,699 $ 413,241 413,241 $ 395,000 395,000 $ 1,699 1,699 0.4% N/A 0.4% $ $ $ $ $ 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), Family Law Procedure (Rule 24), Juvenile Court Procedure (Rule 19), and 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 are collected for case initiation per A.R.S. §12-284. The Clerk’s Office also completes various mandated processes to support ongoing litigation, including providing proof of process service (Rules of Civil Procedure, Rule 45), transcript preparation for appeals (A.R.S. §22-261 through §22-265), issuance of preliminary injunction pursuant to the dissolution of marriage (A.R.S. §25-315), issuance of change of venue orders and copies of associated transcripts (A.R.S. §12-407), issuance of warrants or summons (Rules of Criminal Procedure, Rule 3), and providing conditions of release bonds (Rules of Criminal Procedure, Rule 7). 339 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Output Output Output Demand Expenditure Ratio 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 Total activity expenditure per new case established FY 2013 ACTUAL 99.6% FY 2014 FY 2014 REVISED FORECAST 97.1% 99.3% FY 2015 ADOPTED 95.0% REV VS ADOPTED % VAR -2.2% (2.1%) 99.9% 96.8% 100.0% 95.0% (1.8%) -1.9% 97.2% 99.7% 92.8% 95.0% (4.7%) -4.7% 0.7% 0.6% 2.2% 5.2% 1.4% 0.0% 0.0% $ 159,739 143,350 16,389 160,558 21.33 100 - GENERAL TOTAL SOURCES $ $ 356,212 356,212 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ 2,719,441 168,001 407,384 112,728 $ 3,407,554 $ 161,566 144,964 16,602 162,396 22.25 $ $ 385,000 385,000 $ 158,354 142,062 16,292 159,300 22.38 $ $ 327,260 327,260 $ 162,763 145,796 16,967 170,902 21.94 $ 1,197 832 365 8,506 0.31 $ $ 385,000 385,000 $ $ - $ 2,883,019 162,826 424,206 100,907 $ 3,570,958 $ Expenditure $ 2,836,092 219,038 420,687 118,623 $ 3,594,440 $ 2,811,377 212,449 405,906 113,547 $ 3,543,279 $ (46,927) 56,212 (3,519) 17,716 23,482 -1.7% 25.7% -0.8% 14.9% 0.7% Activity Narrative: The number of adult cases is expected to be slightly higher in FY 2015 due to changes associated with Orders of Protection. Increased funding from the General Fund in FY 2015 is due to an anticipated decline in grant and EDMS revenue. 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: Rule 37 of the Arizona Rules of Criminal Procedure sets out the mandated procedures for the Clerk to complete a disposition form and file or forward the disposition of a case. A.R.S. §41-1751 mandates that the Clerk provide records of all dispositions of specified crimes to the Arizona Department of Public Safety. A.R.S. §28-1559 mandates that the Clerk provide records regarding traffic violations and criminal activity involving a vehicle to the Arizona Department of Transportation within 10 days of case resolution. 340 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Demand Expenditure Ratio Expenditure FY 2014 FY 2014 REV VS ADOPTED FY 2013 FY 2015 Measure ADOPTED VAR Description ACTUAL REVISED FORECAST % (5.2%) -5.3% Percent of needed Disposition Reports / 93.2% 99.9% 98.4% 99.6% Abstracts prepared that are transmitted within established timeframes 92.7% (7.3%) Percent of Adult sentencings resulting in a 99.6% -7.3% 100.0% 100.0% Disposition Report that have the Disposition Report transmitted within 40 days of sentencing 100.0% Percent of Adult sentencings resulting in an 100.0% 100.0% 0.0% 0.0% 100.0% Abstract that have the Abstract transmitted within ten days of sentencing 100.0% 0.2% Percent of Juvenile disposition minute entries 99.8% 100.0% 0.2% 91.1% resulting in an Abstract that have the Abstract transmitted within ten days from the date of the disposition minute entry 52,810 57,064 58,235 Number of Disposition Reports / Abstracts 58,349 10.5% 5,539 transmitted Number of Disposition Reports transmitted 52,894 11.8% 5,761 48,694 54,455 54,530 152 4.8% Number of Adult Abstracts transmitted 3,342 3,314 3,162 3,108 (374) 580 -39.2% 597 954 Number of Juvenile Abstracts transmitted 828 58,412 63,767 (1,922) 60,334 -3.2% Number of Disposition Reports / Abstracts to 64,303 be transmitted 0.96 14.7% Total activity expenditure per Disposition 5.69 $ 5.62 $ 5.57 $ $ 6.53 $ Report / Abstract transmitted 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL 274 - CLERK OF THE COURT EDMS TOTAL USES $ $ 250,824 1,126 31,534 40,931 324,415 $ $ 232,436 2,988 65,408 43,941 344,773 $ $ 236,303 1,010 46,323 43,786 327,422 $ $ 179,864 895 100,378 43,796 324,933 $ $ 52,572 2,093 (34,970) 145 19,840 22.6% 70.0% -53.5% 0.3% 5.8% Activity Narrative: All sentencings require a disposition report or abstract. An increase in forecasted demand in FY 2014 is due to additional grants given out to the County Attorney’s Office and the Sheriff’s Office, allowing them to work on a backlog (not expected to continue in FY 2015). A decline in the number of Juvenile Abstracts transmitted is attributed to the implementation of Juvenile Status Offense Court. 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), Procedure for Juvenile Proceedings (Rules 106 and 1(D)5), and Criminal Procedure (Rule 31.8) mandate the distribution of minute entries. 341 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Output Output Output Demand Expenditure Ratio Expenditure Department Strategic Plans and Budgets Clerk of the Superior Court REV VS ADOPTED Measure FY 2013 FY 2014 FY 2014 FY 2015 Description ACTUAL REVISED FORECAST ADOPTED VAR % 100.0% 100.0% 96.6% 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 Percent of received Adult court created 100.0% 100.0% 96.6% 100.0% 0.0% 0.0% documents distributed by the next business day after receipt of the documents for distribution Percent of received Juvenile court created 100.0% 100.0% 98.7% 100.0% 0.0% 0.0% documents distributed by the next business day after receipt of the documents for distribution Number of court created documents distributed 761,963 786,380 637,371 608,004 (178,376) -22.7% 628,224 653,484 634,686 607,059 (46,425) -7.1% Number of Adult court created documents distributed Number of Juvenile court created documents 133,664 132,896 2,685 945 (131,951) -99.3% distributed Number of court created documents received for 761,963 786,380 637,506 608,004 (178,376) -22.7% distribution Total activity expenditure per court created $ 0.88 $ 0.87 $ 0.98 $ 1.22 $ (0.35) -39.7% document distributed 100 - GENERAL 216 - CLERK OF THE COURT GRANTS TOTAL USES $ $ 650,831 21,953 672,784 $ $ 661,726 23,980 685,706 $ $ 610,474 12,882 623,356 $ $ 724,100 16,500 740,600 $ $ (62,374) 7,480 (54,894) -9.4% 31.2% -8.0% Activity Narrative: The decline in the number of documents distributed is attributed to more cases filed electronically. The significant decrease in Juvenile documents distributed is a result of the implementation of the Electronic Court Record in September 2013. An increase in FY 2015 expenditures is attributed to an increase in postage costs, as previous charges were budgeted in another Activity. 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 2.1) mandates that each case filed with the Court be assigned a number by the Clerk. 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. Per A.R.S. §12-119.02 and 12-284.02, the Superior Court Presiding Judge may provide for the electronic filing of documents and the electronic access to Superior Court records pursuant to rules adopted by the Supreme Court. Maricopa County Superior Court Administrative Order 2007-140 establishes Electronic Filing Guidelines. 342 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Result Output Output Output Demand Demand Expenditure Ratio Revenue Department Strategic Plans and Budgets Clerk of the Superior Court Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of eFiled documents available to all 36.2% 46.5% 70.0% 95.0% 48.5% 104.1% authorized customers within two business hours Percent of eFiled documents reviewed within one 21.9% 40.6% 48.0% 65.7% 25.1% 61.9% business hour after being submitted Percent of eFiled documents docketed within one 50.3% 51.8% 30.8% 43.4% (8.4%) -16.1% business hour of acceptance Percent of properly linked eFiled documents 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Number of eFiled documents available to all 461,854 368,649 512,706 484,777 116,128 31.5% authorized customers Number of reviewed eFiled documents 469,279 409,009 520,915 527,157 118,148 28.9% Number of docketed eFiled documents 209,885 268,248 42,431 50,269 (217,979) -81.3% Number of eFiled documents to be docketed 475,328 387,858 529,176 61,715 (326,143) -84.1% Number of eFiled documents submitted for 476,016 414,018 520,965 527,157 113,139 27.3% review Total activity expenditure per eFiled document $ 2.11 $ 2.72 $ 1.90 $ 1.93 $ 0.79 29.0% 274 - CLERK OF THE COURT EDMS TOTAL SOURCES $ 2,845,625 $ 2,845,625 $ 2,868,900 $ 2,868,900 $ 2,610,550 $ 2,610,550 $ 2,632,872 $ 2,632,872 $ (236,028) $ (236,028) -8.2% -8.2% 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ $ $ $ $ 24.3% N/A -0.0% 9.1% 6.6% Expenditure $ 521,350 13,540 85,453 354,301 974,644 487,396 89,040 426,519 $ 1,002,955 $ 461,892 39,818 89,122 383,587 974,419 $ 369,124 90,708 89,071 387,640 936,543 $ 118,272 (90,708) (31) 38,879 66,412 Activity Narrative: This was a new activity in FY 2013, and the number of eFiled documents continues to grow. The “number of docketed eFiled documents” measure was redefined as the “number of eFiled documents docketed from the Pending Docket queue”, and no longer includes eFiled documents that will be auto-docketed which is attributable to the sharp drop-off in data reported. 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. Arizona Rules of Criminal Procedure (Rule 28) sets out the manner by which exhibits can be disposed. Superior Court Local Rules of Practice for Maricopa County (Rules 2.8 and 6.2) requires that exhibits marked for identification or introduced as evidence be secured by the Clerk during the trial period, and provide for the disposition of exhibits. 343 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Output Output Output Demand Expenditure Ratio Expenditure REV VS ADOPTED Measure FY 2013 FY 2014 FY 2014 FY 2015 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Exhibits received for intake that are 98.5% 99.9% 99.5% 100.0% 0.1% 0.1% available for access within established timeframes Percent of Adult exhibits received for intake that 98.9% 99.7% 99.5% 100.0% 0.3% 0.3% are available for access within one business day of receipt for storage Percent of Juvenile exhibits received for intake 96.2% 97.7% 99.3% 100.0% 2.3% 2.4% that are available for access within three business days of receipt for storage Number of Exhibits processed for intake 119,760 119,586 112,372 117,616 (1,970) -1.6% Number of Adult exhibits processed for intake 101,912 101,148 94,545 101,497 349 0.3% Number of Juvenile exhibits processed for 17,848 18,438 17,837 16,119 (2,319) -12.6% intake Number of Exhibits received for intake 120,852 119,152 114,483 116,616 (2,536) -2.1% Total activity expenditure per exhibit processed $ 6.13 $ 6.05 $ 6.15 $ 5.69 $ 0.37 6.0% for intake 100 - GENERAL 218 - CLERK OF COURT FILL THE GAP TOTAL USES $ $ 664,707 69,169 733,876 $ $ 636,640 87,264 723,904 $ $ 602,882 88,192 691,074 $ $ 588,251 80,733 668,984 $ $ 48,389 6,531 54,920 7.6% 7.5% 7.6% Activity Narrative: The number of Juvenile exhibits processed for intake is forecasted to decline in FY 2014 and FY 2015. 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 Rules for Maricopa County (Rule 2.1) mandates that each case filed with the Court be assigned a case number by the Clerk. 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 Expenditure Ratio 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 Total activity expenditure per Juvenile subsequent document docketed 100 - GENERAL TOTAL USES FY 2013 ACTUAL 97.9% FY 2014 FY 2014 REVISED FORECAST 96.6% 99.3% FY 2015 ADOPTED 95.0% REV VS ADOPTED VAR % (1.6%) -1.7% 250,908 239,486 241,158 239,554 68 0.0% 255,596 243,302 245,420 251,533 8,231 3.4% $ 1.61 $ 1.74 $ 1.75 $ 2.51 $ (0.77) -44.2% $ $ 402,791 402,791 $ $ 416,033 416,033 $ $ 422,904 422,904 $ $ 600,158 600,158 $ $ (184,125) (184,125) -44.3% -44.3% Activity Narrative: While the demand has remained relatively steady, the FY 2014 staffing level was insufficient to complete the casework in a timely manner. The Clerk’s Office has allocated more staff to this Activity for FY 2015. 344 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Memorialize Court Proceedings Activity The purpose of the Memorialization of Court Proceedings Activity is to provide documentation of court proceedings and decisions to courts and contractor agencies, litigants, and government agencies so they can have timely access to accurate court records. Mandates: A.R.S. §12-283 mandates that the Clerk attend all sessions of court, and to maintain and 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) and Family Law Procedure (Rule 94C) mandate 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 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 automation to improve access to court records. Measure Type Result Result Output Output Output Demand Expenditure Ratio Revenue Measure Description 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 Number of minute entries created Number of Adult minute entries created Number of Juvenile minute entries created Number of minute entries to be created Total activity expenditure per minute entry created FY 2013 ACTUAL 97.7% FY 2014 FY 2014 REVISED FORECAST 96.0% 98.0% 79.5% $ 636,196 553,762 82,434 636,196 18.20 $ 80.0% $ 630,100 549,716 80,384 630,100 21.46 $ FY 2015 ADOPTED 95.0% 84.9% $ 653,184 566,065 87,119 653,184 18.46 $ REV VS ADOPTED VAR % (1.0%) -1.0% 95.5% $ 639,944 550,654 89,290 639,944 19.39 216 - CLERK OF THE COURT GRANTS 208 - JUDICIAL ENHANCEMENT 218 - CLERK OF COURT FILL THE GAP 270 - CHILD SUPPORT ENHANCEMENT TOTAL SOURCES 230,224 801,995 2,768,354 90,757 $ 3,891,330 194,218 784,000 1,980,184 88,600 $ 3,047,002 233,424 775,217 1,980,096 84,300 $ 3,073,037 $ 194,219 744,000 1,740,549 82,290 $ 2,761,058 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 208 - JUDICIAL ENHANCEMENT 218 - CLERK OF COURT FILL THE GAP TOTAL USES $ 9,880,854 450,748 1,247,611 $ 11,579,213 $ 11,022,415 548,239 232,500 1,720,264 $ 13,523,418 $ 10,087,655 503,945 102,500 1,363,527 $ 12,057,627 $ 10,834,978 468,192 101,460 1,003,825 $ 12,408,455 $ $ $ 15.4% 19.3% 9,844 938 8,906 9,844 2.07 1.6% 0.2% 11.1% 1.6% 9.7% 1 (40,000) (239,635) (6,310) (285,944) 0.0% -5.1% -12.1% -7.1% -9.4% Expenditure $ 187,437 80,047 131,040 716,439 $ 1,114,963 1.7% 14.6% 56.4% 41.6% 8.2% Activity Narrative: The Clerk’s Office has been able to not only keep up with the increasing number of Juvenile minute entries created, but is improving the timeliness of their creation. Nearly half of the decline in budgeted FY 2015 expenditures is attributable to a drop-off in non-recurring expenditures from special revenue funds. 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. Funding of $413,099 budgeted for a Fee Deferral Pilot Project in FY 2014 has been moved to the Court-Ordered Receivables Activity for FY 2015. 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: Arizona Supreme Court Code of Judicial Administration (Part 1, Ch.5) authorizes the filing, storage and access to court documents via electronic means in lieu of paper court records. Chapter 5 345 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court also authorizes the destruction of paper court, administrative and regulatory case records once such records have met the guidelines set out therein. Arizona Supreme Court Administrative Rule 123 authorizes electronic access to court documents. A.R.S. §12-282 mandates that the Clerk safely keep and dispose of all records and photographic/electronic images of records received in evidence in all courts and hearings in like manner as the original. Measure Type Result Result Result Result Output Output Output Demand Demand Expenditure Ratio Revenue Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Scanned and docketed documents 32.5% 52.5% 43.0% 5.0% (47.5%) -90.6% available to all authorized customers by 5:00 pm two business days after being filed in paper format Percent of filed paper documents scanned by 26.3% 93.7% 39.5% 4.3% (89.4%) -95.4% 5:00 pm the business day after being filed Percent of Scanned documents docketed by 5:00 49.7% 43.7% 57.7% 62.4% 18.7% 42.6% pm the business day after being scanned Percent of Scanned documents meeting quality 99.8% 99.9% 99.9% 96.6% (3.3%) -3.3% control standards Number of documents both scanned and 2,057,988 1,445,387 2,065,905 13,506,706 12,061,319 834.5% docketed Number of documents scanned 1,391,207 2,312,598 1,395,754 13,453,084 11,140,486 481.7% Number of Scanned documents docketed 1,393,651 1,156,309 1,440,073 1,480,618 324,309 28.0% Number of documents to be scanned 1,391,207 2,631,636 1,395,754 12,946,456 10,314,820 392.0% Number of Scanned documents to be docketed 1,638,825 1,156,309 1,590,606 1,607,157 450,848 39.0% Total activity expenditure per scanned and $ 3.28 $ 4.10 $ 2.65 $ 0.35 $ 3.75 91.5% docketed document 205 - COURT DOCUMENT RETRIEVAL TOTAL SOURCES $ 1,223,739 $ 1,223,739 $ 1,316,700 $ 1,316,700 $ 1,155,000 $ 1,155,000 $ 1,147,606 $ 1,147,606 $ (169,094) $ (169,094) -12.8% -12.8% 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL 208 - JUDICIAL ENHANCEMENT 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ 2,234,679 132,270 806,559 400,741 3,184,842 $ 6,759,091 $ 2,284,811 340,866 1,068,277 391,584 1,847,499 $ 5,933,037 $ 2,239,145 274,414 911,466 404,038 1,637,222 $ 5,466,285 $ 2,332,966 247,803 506,486 10,000 456,987 1,173,618 $ 4,727,860 $ -2.1% 27.3% 52.6% N/A -16.7% 36.5% 20.3% Expenditure (48,155) 93,063 561,791 (10,000) (65,403) 673,881 $ 1,205,177 Activity Narrative: Two imaging activities were created for FY 2013. The Imaged Document Activity allocated costs associated with imaging an estimated 29,000,000 pages of pre-2002 court records. Utilizing fund balance from special revenue funds, the Clerk’s Office contracted with a private vendor to complete the bulk of the project by the end of FY 2014. Any remaining documents from the period will gradually be imaged by Clerk staff. The Imaged Document Activity will be inactivated at the end of FY 2014. Associated expenditures ($406,884 in FY 2013 and $1,304,588 forecast for FY 2014) are included in the Scanned Document Activity summary table above. The Scanned Document Activity accounts for the scanning of ongoing court documents. In-house staff will also begin scanning pre-2007 documents, accounting for the substantial increase in FY 2015. Nonrecurring special revenue fund expenditures for contracted scanning will end at the close of FY 2014. 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. 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. 346 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Program Results Measure Description Percent of payments posted 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 30 days from the docketed date Percent of Juvenile financial records available within 30 days from the filing date Percent of Support Orders financial record inquiry resolutions completed within two business days Percent of Criminal Obligation financial record inquiry resolutions completed within two business days Percent of Support Orders financial reports available within established timeframes FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.5% 99.9% 99.1% 99.8% (0.1%) -0.1% 91.9% 92.4% 95.8% 95.3% 2.9% 3.1% 99.7% 99.9% 99.5% 99.9% 0.0% 0.0% 99.0% 98.6% 98.9% 98.9% 0.3% 0.3% 100.0% 99.8% 100.0% 100.0% 0.2% 0.2% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 96.8% 97.1% 100.0% 95.0% (2.1%) -2.2% 99.9% 100.0% 99.9% 95.6% (4.4%) -4.4% 98.5% 94.3% 98.6% 95.0% 0.7% 0.7% 100.0% 99.1% 100.0% 100.0% 0.9% 0.9% 100.0% 98.4% 100.0% 100.0% 1.6% 1.6% 94.9% 92.3% 99.1% 93.5% 1.3% 1.4% 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. A.R.S. §25-510 mandates the time frames and fees associated with the duties of the Clerk in depositing 347 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court 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 Expenditure Ratio Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of financial records available within 99.5% 99.9% 99.1% 99.8% (0.1%) -0.1% established timeframes Percent of accurate Billing financial records in 91.9% 92.4% 95.8% 95.3% 2.9% 3.1% a statistical sample of deferral orders Percent of accurate Trust financial records in a 99.7% 99.9% 99.5% 99.9% 0.0% 0.0% statistical sample of trust orders 99.0% 98.6% 98.9% 98.9% 0.3% 0.3% Percent of accurate Criminal Obligation financial records in a statistical sample of criminal obligation orders Percent of Billing financial records available 100.0% 99.8% 100.0% 100.0% 0.2% 0.2% within one business day of receiving the financial order Percent of Trust financial records available 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% within two business days Percent of Support Orders financial records 96.8% 97.1% 100.0% 95.0% (2.1%) -2.2% available within established timeframes Percent of Criminal Obligation financial 99.9% 100.0% 99.9% 95.6% (4.4%) -4.4% records available within 30 days from the docketed date Percent of Juvenile financial records available 98.5% 94.3% 98.6% 95.0% 0.7% 0.7% within 30 days from the filing date Percent of Support Orders financial record 100.0% 99.1% 100.0% 100.0% 0.9% 0.9% inquiry resolutions completed within two business days Percent of Criminal Obligation financial record 100.0% 98.4% 100.0% 100.0% 1.6% 1.6% inquiry resolutions completed within two business days Percent of Support Orders financial reports 94.9% 92.3% 99.1% 93.5% 1.3% 1.4% available within established timeframes Number of financial record orders processed 205,594 205,079 210,277 199,642 (5,437) -2.7% Number of Billing Unit financial record orders 24,700 25,875 25,064 24,705 (1,170) -4.5% processed Number of Trust financial record orders 5,538 5,765 5,245 5,292 (473) -8.2% processed Number of Criminal Obligation financial record 144,533 137,362 149,574 157,034 19,672 14.3% orders processed Number of Support Orders financial record 24,382 27,659 23,942 24,624 (3,035) -11.0% orders processed Number of Juvenile financial record orders 6,441 8,182 6,452 6,681 (1,501) -18.3% processed Number of Support Orders financial record 23,054 23,075 25,863 28,504 5,429 23.5% customer inquiries resolved Number of Criminal Obligation financial record 29,248 29,899 27,619 28,782 (1,117) -3.7% customer inquiries resolved Number of Support Orders financial reports 3,248 4,221 2,410 4,359 138 3.3% prepared Number of financial record orders to be 212,784 212,150 205,606 208,759 (3,391) -1.6% processed Total activity expenditure per financial record $ 10.15 $ 11.39 $ 10.71 $ 11.51 $ (0.12) -1.1% processed 348 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Court Ordered Financial Records (continued) Revenue 273 - VICTIM LOCATION TOTAL SOURCES $ $ 2,363 2,363 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL 208 - JUDICIAL ENHANCEMENT 273 - VICTIM LOCATION 274 - CLERK OF THE COURT EDMS TOTAL USES $ 1,801,841 259,683 7,745 18,009 $ 2,087,278 $ $ 2,600 2,600 $ $ 2,100 2,100 $ $ 2,300 2,300 $ $ (300) (300) -11.5% -11.5% $ 1,952,421 265,206 5,663 75,000 $ 2,298,290 $ (295,631) 339,938 637 (7,000) 37,944 -17.8% 56.2% N/A 10.1% -10.3% N/A 1.6% Expenditure $ 1,656,790 605,144 6,300 68,000 $ 2,336,234 $ 1,962,607 258,413 24,048 8,000 $ 2,253,068 $ Activity Narrative: Beginning in FY 2014, this activity includes nearly $275,000 in expenditures that fully fund the Court Ordered Disbursement Activity (inactivated at the end of FY 2013). Of note are 1) an anticipated increase in the number of Support Orders financial record customer inquiries resolved; and 2) a decline in the number of Juvenile financial record orders processed, purportedly due to judicial officers no longer ordering juvenile probation fees. 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 Expenditure Ratio Revenue Measure Description Percent of payments posted within established timeframes Number of payments posted Number of payments to be posted Total activity expenditure per payment posted FY 2013 ACTUAL 100.0% $ 100 - GENERAL TOTAL SOURCES $ 7,384,007 $ 7,384,007 $ 7,680,000 $ 7,680,000 $ 7,617,788 $ 7,617,788 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 208 - JUDICIAL ENHANCEMENT TOTAL USES $ $ $ 55,781 55,781 5.19 FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% $ 48,352 48,352 7.42 $ 51,718 51,718 6.81 REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 100.0% 54,003 54,003 15.21 $ $ 7,680,000 $ 7,680,000 $ $ $ $ $ 5,651 5,651 (7.79) - 11.7% 11.7% -105.1% 0.0% 0.0% Expenditure $ 262,444 27,208 289,652 $ 358,699 358,699 $ 340,235 11,870 352,105 $ 797,915 23,632 821,547 $ (439,216) (23,632) (462,848) -122.4% N/A N/A -129.0% Activity Narrative: A budgeted decline in the number of payments posted in FY 2014, attributed to the continuing increase in the number of fees deferred, has not been as severe as expected. The Clerk’s Office anticipates a turn-around in FY 2015 when a fee deferral pilot project is implemented. Funding of $413,099 budgeted for a Fee Deferral Pilot Project in FY 2014 in the Memorialize Court Proceedings Activity has been moved to the Court-Ordered Receivables Activity for FY 2015. 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 2016, if the project is successful. 349 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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. The Arizona Code of Judicial Administration (Part 1, Ch. 4, §1-401) establishes minimum accounting standards for all superior courts in Arizona (Supreme Court Administrative Order 2010-118). Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of reconciliations completed within established timeframes Number of reconciliations completed Number of reconciliations to be completed Total activity expenditure per reconciliation completed 100 - GENERAL TOTAL USES FY 2013 ACTUAL 100.0% $ 137,015 137,015 1.45 $ $ 199,304 199,304 FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% $ 126,866 126,866 1.66 $ $ 211,184 211,184 $ 147,952 147,952 1.42 $ $ 210,581 210,581 REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 100.0% $ 120,669 120,669 1.75 $ $ 211,757 211,757 $ (6,197) (6,197) (0.09) -4.9% -4.9% -5.4% $ $ (573) (573) -0.3% -0.3% 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 FY 2013 ACTUAL 99.5% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 95.7% 100.0% 99.9% 99.8% (0.2%) -0.2% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Court Document Copy • Court File Delivery • 350 Public Registrations Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Court Document Copy Activity The purpose of the Court Document Copy Activity is to provide copies of electronic or paper court record documents upon request to the public, court, legal community and agencies so they can have timely access to reproductions of case file information. Mandates: A.R.S. §12-283 mandates that the Clerk attend all sessions of court and maintain and allow access to all court records. A.R.S. §12-282 mandates that the Clerk safely keep all court records and ensure the proper disposition of all records, and provide parental and child information to the child support case registry. A.R.S. §8-208 requires the Clerk to censure juvenile records as mandated by law. A.R.S. §8-134 mandates the Clerk receive actual and reasonable fees for participation in the confidential intermediary program, and requires the Clerk to provide all receipts to the County Treasurer for deposit into the Juvenile Probation Services Fund. Measure Type Result Result Result Output Output Output Demand Expenditure Ratio 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 Total activity expenditure per page reproduced 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL 274 - CLERK OF THE COURT EDMS TOTAL USES FY 2013 ACTUAL 99.5% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 95.7% 100.0% 99.9% 99.8% (0.2%) -0.2% 16,531 19,997 (3,466) 75,550 0.14 1.3% 1.8% -2.6% 5.9% 14.4% 127,179 (45,170) 78,416 160,425 14.8% -96.7% 25.5% N/A 13.2% 1,294,467 1,145,863 148,604 1,299,280 $ 0.90 1,265,462 1,133,206 132,256 1,270,484 $ 0.96 1,272,851 1,157,925 114,926 1,273,538 $ 0.98 1,281,993 1,153,203 128,790 1,346,034 $ 0.82 $ $ $ $ $ $ 892,496 26,172 248,628 $ 1,167,296 858,011 46,725 307,074 $ 1,211,810 869,788 50,677 267,366 60,000 $ 1,247,831 730,832 91,895 228,658 $ 1,051,385 $ Activity Narrative: Although customers can remotely access and print electronic court documents, the demand for copies continues to increase. The Administrative Office of the Courts is pursuing an initiative to provide remote access to the Electronic Court Record for a fee, which would likely reduce demand. It is unknown when the proposal will be initiated, but the Clerk does not anticipate an impact on demand or outputs for FY 2015. However, lowered expenditures budgeted for FY 2015 will reduce the total activity expenditure per page reproduced by 14.4%. 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. 351 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Output Output Output Demand Expenditure Ratio 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 Total activity expenditure per file delivered 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL TOTAL USES FY 2013 ACTUAL 100.0% $ $ $ FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 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% 69,896 17,883 52,013 70,246 5.85 71,196 20,534 50,662 71,616 7.77 42,134 8,360 33,774 42,578 11.96 41,886 5,927 35,959 42,196 10.26 (29,310) (14,607) (14,703) (29,420) (2.48) -41.2% -71.1% -29.0% -41.1% -31.9% 55,466 12,726 55,626 123,818 19.0% 54.7% 23.3% 22.4% 238,834 8,838 161,023 408,695 $ $ $ 291,650 23,275 238,475 553,400 $ $ $ 258,952 9,525 235,431 503,908 $ $ $ 236,184 10,549 182,849 429,582 $ $ $ 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 in demand will continue, as more records are imaged and available electronically. Public Registrations Activity The purpose of the Public Registrations Activity is to provide marriage licenses and processed passport applications to qualifying applicants so they can have timely access to documentation required for a marriage ceremony and recording of the marriage or for obtaining a passport. Mandates: A.R.S. §25-121 requires the Clerk to issue a marriage license to authorized applicants and to collect a fee. A.R.S. §25-123 mandates the Clerk to maintain a record of all marriage licenses issued. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of applications processed the same day as requested by the applicant Number of applications processed Number of applications requested Total activity expenditure per application processed FY 2013 ACTUAL 100.0% $ 56,019 56,019 21.05 FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% $ 40,846 40,846 26.87 $ 62,023 62,023 17.78 FY 2015 ADOPTED 100.0% $ 60,682 60,682 17.25 REV VS ADOPTED VAR % 0.0% 0.0% $ 19,836 19,836 9.62 48.6% 48.6% 35.8% - 0.0% 0.0% 100 - GENERAL TOTAL SOURCES $ 1,430,103 $ 1,430,103 $ 1,435,000 $ 1,435,000 $ 1,451,122 $ 1,451,122 $ 1,435,000 $ 1,435,000 $ $ 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL 274 - CLERK OF THE COURT EDMS TOTAL USES $ $ $ $ $ Expenditure 890,353 29,820 207,472 51,758 $ 1,179,403 913,187 9,004 116,864 58,380 $ 1,097,435 895,447 22,945 126,331 58,355 $ 1,103,078 826,078 46,789 115,378 58,397 $ 1,046,642 $ 87,109 (37,785) 1,486 (17) 50,793 9.5% -419.6% 1.3% -0.0% 4.6% Activity Narrative: Tied to the health of the economy, the demand for passports is expected to grow in FY 2014 and FY 2015. The current staffing level is expected to be sufficient to meet the demand. 352 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj 29,421,859 $ 9,500,000 $ 1,171,290 1,018,462 3,964 139,783 9,081 $ - $ 30,593,149 $ 9,500,000 140,622 $ 78 (139,783) (9,081) 279,566 9,842 - Agenda Item: C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ C-49-14-020-0-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Assessment Personnel Fund or Function Shifts Delete $565,176 requested for Other Pay / Benefits to absorb Fill the Gap (FTG) Fund (218) expenditures Increase Personal Services by allocating-in expenditures from the FTG Fund Increase Personal Services -- add position unintentionally budgeted in FTG Fund Increase Salary / Benefit Savings to offset an unmatched transfer of $117,020 from the Grants Fund (216), and to apply $4,824 in savings to a Clerk position that was returned to the General Fund from the FTG Fund Decrease the Personal Services Allocation-Out to the Grants Fund (216) Increase Personal Services Allocations-Out to the Emergency Management Department (150), inadvertently left out of the budget Decrease expenditures by $50,630 to balance to the Threshold, including $15,000 from Other Personal Services, $7,516 from Supplies, $26,239 from Services, and $1,875 from Personal Services Increase Other Pay / Benefits to fund positions currently funded in FTG Fund Increase Salaries and Benefits to fully fund 3.0 FTE Clerk s temporarily added in FY 2014 to handle an increasing Juvenile Dependency caseload Increase Personal Services by reducing Allocations-Out to the Grants Fund (216) by $529,438 and to Emergency Management by $600 Increase Salary / Benefit Savings from an artificially low level set in conjunction with the expenditure allocations to the Grants Fund (216) Decrease Other Personal Services in lieu of Retention and Merit Pay Decrease Other Pay / Benefits / Adjustments budgeted in FY 2014 Move (unintentionally) a Clerk position to the Fill the Gap Fund (218) Decrease net FY 2014 Salary / Benefit adjustments due to turnover and filling positions at higher or lower than budgeted rates Decrease expenditures for Supplies Increase expenditures for Services, including a reduction of $5,315 in telecom charges and an increase in remaining Services of $242,616 Increase Capital Equipment to replace computer hardware and servers FY 2015 Tentative Budget $ 30,733,771 $ 9,500,000 $ 8,987 8,987 529,405 6,033 $ - $ $ 6,033 523,372 $ 353 - (565,176) 384,977 56,454 (121,844) 117,020 (1,000) (50,630) 565,176 138,395 530,038 (738,485) (49,000) (94,913) (56,454) (163,757) (132,730) 237,301 468,000 $ Percent Change from Threshold Amount $ 31,272,163 $ 1.8% 9,500,000 0.0% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court General Fund (100) (continued) Expenditures Revenue OPERATING Adjustments: Agenda Item: Employee Salary Adjustments Annual Mark et Adjustment - IT Justice System Support Mark et Adjustment Base Adjustments Other Base Adjustments Increase Salaries ($149,421), Benefits ($64,472) and Supplies ($765) for 5.0 FTE Courtroom Clerk s and 1.0 FTE Court Operations Specialist to staff two Juvenile Courts and one Criminal Court midway through FY 2015 $ $ $ 390,741 $ 13,889 376,852 214,658 $ 214,658 - 31,877,562 $ 3.7% 9,500,000 0.0% 214,658 FY 2015 Adopted Budget Percent Change from Threshold Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 2,909,039 $ - FY 2014 Revised Budget $ 2,909,039 $ - (2,494,640) $ (2,494,640) (414,399) $ (414,399) - Adjustments: Information and Communications Technology Other IT Non Recurring Non Recurring Other Non Recurring Agenda Item: $ $ FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Non Recurring Carry Forward Deferral Revenue Enhancement Pilot Project $ - $ - $ 413,099 413,099 $ - $ 413,099 $ Agenda Item: $ 413,099 FY 2015 Adopted Budget Expenditures - Revenue COSC RFR SYSTEM REPLACEMENT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 2,395,940 $ 2,395,940 - $ 2,395,940 $ Adjustments: Non Recurring Non Recurring Carry Forward Restitution, Fines and Reimbursement System Replacement Agenda Item: $ 2,395,940 FY 2015 Adopted Budget Expenditures Revenue COSC STAFF EQUIPMENT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 18,000 18,000 $ - $ 18,000 $ - Adjustments: Non Recurring Other Non Recurring Start-up equipment costs for 6.0 FTE court staff added in the General Fund Operating budget Agenda Item: $ FY 2015 Adopted Budget 354 18,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Document Retrieval Fund (205) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 1,316,700 $ 1,316,700 FY 2014 Revised Budget $ 1,316,700 $ 1,316,700 FY 2015 Baseline Budget Threshold $ 1,316,700 $ 1,316,700 $ 490 $ 490 (169,584) $ (169,584) - Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Personal Services for a 2.5% Merit/Mark et Pay adjustment Increase Salary / Benefit Savings Reduce Personal Services Allocations-Out to Grant Fund (216) Delete Personal Services Allocations-In from General Fund (100) Net Increase for remaining Personal Services adjustments Delete all Supplies ($3,651) and Services ($92,424) Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease Revenue due to declining filing fee receipts $ $ 27,710 (145,890) 40,202 (1,584) 6,053 (96,075) $ $ - $ - (169,094) (169,094) $ 1,147,606 $ -12.8% 1,147,606 -12.8% (169,094) FY 2015 Adopted Budget Percent Change from Threshold Amount Court Document Retrieval Fund (205) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 979,587 $ 537,601 $ 537,601 $ 703,695 $ 260,895 Sources: Operating Total Sources: $ $ 1,226,513 1,226,513 $ $ 1,316,700 1,316,700 $ $ 1,316,700 1,316,700 $ $ 1,158,000 1,158,000 $ $ 1,147,606 1,147,606 $ $ $ 1,158,000 442,800 1,600,800 $ $ 1,316,700 521,836 1,838,536 $ $ 1,316,700 521,836 1,838,536 $ $ 1,182,487 319,927 1,502,414 $ 1,147,606 1,147,606 Structural Balance $ 44,026 $ - $ - $ - $ - Accounting Adjustments $ 9 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 703,695 703,695 $ $ 15,765 15,765 $ $ 15,765 15,765 $ $ 260,895 260,895 $ $ 260,895 260,895 Uses: Operating Non-Recurring Total Uses: 355 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Judicial Enhancement Fund (208) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 657,394 $ 1,000,000 FY 2014 Revised Budget $ 657,394 $ 1,000,000 FY 2015 Baseline Budget Threshold $ 657,394 $ 1,000,000 $ 94 $ 94 (24,509) $ (24,509) - Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Personal Services by $5,264 for a 2.5% Merit/Mark et Pay adjustment Net increase in other Personal Services Increase expenditures for Supplies Decrease expenditures for Services ($51,473) and Capital Equipment ($50,000) Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease revenue due to declining Court Automation Fund fee receipts $ $ $ 5,834 18,980 52,150 (101,473) $ - $ - (40,000) (40,000) $ 632,979 $ -3.7% 960,000 -4.0% (40,000) FY 2015 Adopted Budget Percent Change from Threshold Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Juvenile ECR Advancement Project Call Flow Management System Technology Projects E-Filing Foundation Project - $ 320,125 $ 232,500 87,625 249,520 $ 249,520 - $ 569,645 $ - $ (320,125) $ (232,500) (87,625) (249,520) $ (249,520) - $ - $ - $ 190,000 $ 190,000 - $ 166,980 $ 166,980 - $ 356,980 $ - C-16-14-004-M-00 C-16-14-015-M-00 $ C-16-14-002-M-00 Agenda Item: C-16-14-004-M-00 C-16-14-015-M-00 $ C-16-14-002-M-00 FY 2015 Baseline Budget Threshold Adjustments: Grants, Donations and Intergovernmental Agreements Information and Communications Technology Other IT Non Recurring Database Application Server Electronic Document Management Load Balancing Hardware Interactive Voice Response Project Non Recurring Non Recurring Carry Forward Juvenile ECR Advancement Project E-Filing Foundation Project - $ Agenda Item: FY 2014 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Juvenile ECR Advancement Project Call Flow Management System Technology Projects E-Filing Foundation Project $ Agenda Item: $ C-16-14-004-M-00 $ C-16-14-002-M-00 FY 2015 Adopted Budget 356 70,000 80,000 40,000 101,460 65,520 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Judicial Enhancement Fund (208) Fund Balance Summary FY 2013 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 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED $ 2,257,673 $ 2,718,447 $ 2,718,447 $ 2,718,447 $ 2,763,514 $ 976,882 513,121 1,490,003 1,490,003 $ 1,000,000 521,600 1,521,600 1,521,600 $ 1,000,000 521,600 1,521,600 1,521,600 $ 960,000 495,789 1,455,789 1,455,789 $ 960,000 506,200 1,466,200 1,466,200 $ $ $ $ $ $ $ 266,438 470,018 736,456 $ $ $ $ 657,394 521,600 1,178,994 $ $ $ $ 1,178,994 $ $ $ $ Clerk of the Superior Court (160) Superior Court (800) Non-Recurring Total Uses: $ $ 282,394 10,379 292,773 1,029,229 Structural Balance $ 460,774 $ 342,606 $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,718,447 2,718,447 $ $ 3,061,053 3,061,053 $ $ $ $ 657,394 521,600 1,178,994 $ 569,645 569,645 1,748,639 $ $ $ 657,394 438,288 1,095,682 $ $ $ $ 315,040 315,040 1,410,722 $ $ (227,039) $ 45,067 $ 2,763,514 2,763,514 $ $ 2,733,555 2,733,555 Expenditures Revenue 2,491,408 2,491,408 $ $ $ $ 632,979 506,200 1,139,179 356,980 356,980 1,496,159 (29,959) Clerk of the Superior Court Grants Fund (216) OPERATING FY 2014 Adopted Budget $ 1,072,654 $ 1,072,654 $ 778,960 $ 778,960 778,960 778,960 FY 2014 Revised Budget $ 1,851,614 $ 1,851,614 FY 2015 Baseline Budget Threshold $ 1,851,614 $ 1,851,614 $ 84 $ 84 - $ (366,703) $ (366,703) (366,619) (366,619) $ 1,484,995 $ -19.8% 1,484,995 -19.8% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Clerk of Superior Court Grant Reconciliation Adjustments: Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: C-16-14-008-M-00 Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 357 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Grants Fund (216) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 1,121,908 1,121,908 $ $ 1,072,654 1,072,654 $ $ 1,851,614 1,851,614 $ $ 1,406,320 1,406,320 $ $ 1,484,995 1,484,995 Uses: Operating Total Uses: $ $ 1,121,985 1,121,985 $ $ 1,072,654 1,072,654 $ $ 1,851,614 1,851,614 $ $ 1,406,320 1,406,320 $ $ 1,484,995 1,484,995 Structural Balance $ (77) $ - $ - $ - $ - Accounting Adjustments $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (3,647) $ 1 (3,647) $ $ (3,723) (3,723) $ (3,647) $ (3,647) (3,647) $ (3,723) $ (3,647) (3,647) $ (3,723) (3,723) (3,723) $ (3,723) (3,723) Clerk of the Superior Court Fill the Gap Fund (218) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 2,104,981 $ $ (124,797) $ (124,797) FY 2014 Revised Budget $ 1,980,184 $ 1,980,184 FY 2015 Baseline Budget Threshold $ 1,980,184 $ 1,980,184 $ 828 $ 828 73,810 $ 73,810 - Adjustments: Supplemental Funding Mid Year Adjustments Fill the Gap Plan 2,104,981 Agenda Item: C-80-14-002-2-00 Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Personal Services by returning a position unintentionally moved to the Fill the Gap Fund from the General Fund Increase Personal Services by $6,058 to correct Merit/Mark et Pay, and by $8,222 for other pay and benefits Delete Salary and Benefit Savings Decrease Personal Services by allocating-out $384,977 to the General Fund Increase Salary and Benefit savings from $82,067 to $698,964 Delete Other Pay, and Salary/Benefit adjustments budgeted for FY 2014 Increase Personal Services for 2.5% Merit/Mark et Pay Increase Personal Services (unintentional shift of 1.0 position from General Fund) Delete Personal Services Allocation-Out to FTG Non-Recurring Delete Personal Services Allocation-In from the General Fund Delete expenditures for supplies ($44,000) and services ($134,100) Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease FTG State ($84,379) and Local ($155,256) revenue FY 2015 Adopted Budget Percent Change from Threshold Amount 358 $ $ (124,797) (124,797) (56,441) 14,280 698,964 (384,977) (616,897) (55,302) 42,000 56,441 728,655 (174,813) (178,100) $ $ - $ - (239,635) (239,635) $ 2,054,822 $ 3.8% 1,740,549 -12.1% (239,635) Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Clerk of the Superior Court Fill the Gap Fund (218) Fund Balance Summary FY 2014 ADOPTED FY 2013 ACTUAL FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 173,537 $ 414,190 $ 414,190 $ 693,359 $ 314,273 Sources: Operating Total Sources: $ $ 2,768,353 2,768,353 $ $ 2,104,981 2,104,981 $ $ 1,980,184 1,980,184 $ $ 1,980,096 1,980,096 $ $ 1,740,549 1,740,549 $ $ $ 1,665,823 693,359 2,359,182 $ $ 1,980,184 728,655 2,708,839 $ $ 2,104,981 209,048 2,314,029 $ $ 2,248,540 2,248,540 2,054,822 2,054,822 Structural Balance $ 519,813 $ - $ - $ 314,273 $ Accounting Adjustments $ 9 $ - $ - $ - $ - $ 693,359 693,359 $ 205,142 205,142 $ - $ (314,465) (314,465) $ 314,273 314,273 $ $ - Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ $ $ (314,273) Child Support Enhancement Fund (270) OPERATING FY 2014 Adopted Budget $ - $ 88,600 FY 2014 Revised Budget $ - $ 88,600 FY 2015 Baseline Budget Threshold $ - $ 88,600 $ - $ - (6,310) (6,310) $ - $ 82,290 -7.1% Adjustments: Agenda Item: Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease in DES incentive payments for performance on IV-D contract $ (6,310) FY 2015 Adopted Budget Percent Change from Threshold Amount Child Support Enhancement Fund (270) Fund Balance Summary FY 2014 ADOPTED FY 2013 ACTUAL FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 649,888 $ 738,218 $ 738,218 $ 740,645 $ 824,945 Sources: Operating Total Sources: $ $ 90,757 90,757 $ $ 88,600 88,600 $ $ 88,600 88,600 $ $ 84,300 84,300 $ $ 82,290 82,290 Uses: Structural Balance $ 90,757 $ 88,600 $ 88,600 $ 84,300 $ 82,290 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 740,645 740,645 $ $ 826,818 826,818 $ $ 826,818 826,818 $ $ 824,945 824,945 $ $ 907,235 907,235 359 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Victim Location Fund (273) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ - $ 2,600 FY 2014 Revised Budget $ - $ 2,600 FY 2015 Baseline Budget Threshold $ - $ 2,600 $ - $ - (300) (300) $ - $ 2,300 -11.5% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease in Interest Revenue Agenda Item: $ (300) FY 2015 Adopted Budget Percent Change from Threshold Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 68,000 $ - FY 2014 Revised Budget $ 68,000 $ - $ (68,000) $ (68,000) - $ - $ - $ 75,000 $ 43,952 - 31,048 - 75,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Agenda Item: Non Recurring Non Recurring Carry Forward Intergovernmental Agreement for Victim Location with Maricopa County Attorney Other Non Recurring Intergovernmental Agreement for Victim Location with Maricopa County Attorney $ 43,952 $ 31,048 FY 2015 Adopted Budget $ Victim Location Fund (273) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 113,044 $ 75,166 $ 75,166 $ 97,400 $ 75,452 Sources: Operating Total Sources: $ $ 2,363 2,363 $ $ 2,600 2,600 $ $ 2,600 2,600 $ $ 2,100 2,100 $ $ 2,300 2,300 Uses: Non-Recurring Total Uses: $ 18,009 18,009 $ 68,000 68,000 $ 68,000 68,000 $ 24,048 24,048 $ 75,000 75,000 Structural Balance $ 2,363 $ 2,600 $ 2,600 $ 2,100 $ 2,300 Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 97,400 97,400 $ $ 9,766 9,766 $ $ 9,766 9,766 $ $ 75,452 75,452 $ $ 2,752 2,752 360 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Electronic Document Management System Fund (274) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 2,868,900 $ 2,868,900 FY 2014 Revised Budget $ 2,868,900 $ 2,868,900 $ 108,815 $ 108,815 (108,815) $ (108,815) - $ 2,868,900 $ 2,868,900 $ 935 $ 935 (236,963) $ (236,963) - Adjustments: Employee Salary Adjustments Annual Mark et Adjustment - IT Base Adjustments Other Base Adjustments Agenda Item: $ FY 2015 Baseline Budget Threshold Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Move 2.0 positions as a correction from the Court Document Retrieval Fund (205) Increase Salary / Benefit savings Increase Personal Services to correct amount for 2.5% Merit/Mark et Pay adjustment Increase Personal Services for 2.5% Merit/Mark et Pay adjustment Increase Personal Services Allocations-Out to the Grant Fund (216) Delete the Personal Services Allocations-In from the General Fund Decrease Salary / Benefit Savings Net increase of remaining Personal Services expenditures Decrease Repairs and Maintenance Delete General Supplies ($28,750) and remaining Services ($116,523) Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease filing revenue $ $ 80,119 (87,085) 6,966 50,150 (105,333) (57,020) 13,989 20,886 (14,362) (145,273) $ $ - $ - (236,028) (236,028) $ 2,632,872 $ -8.2% 2,632,872 -8.2% (236,028) FY 2015 Adopted Budget Percent Change from Threshold Amount Electronic Document Management System Fund (274) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 2,855,077 $ 653,690 $ 653,690 $ 841,895 $ 228,675 Sources: Operating Total Sources: $ $ 2,849,484 2,849,484 $ $ 2,868,900 2,868,900 $ $ 2,868,900 2,868,900 $ $ 2,613,000 2,613,000 $ $ 2,632,872 2,632,872 $ $ $ $ 2,613,000 613,220 3,226,220 $ $ 2,868,900 653,220 3,522,120 $ $ 2,868,900 653,220 3,522,120 $ 2,632,872 2,632,872 Uses: Operating Non-Recurring Total Uses: $ 2,414,710 2,447,956 4,862,666 Structural Balance $ 434,774 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 841,895 841,895 $ $ 470 470 $ $ 470 470 $ $ 228,675 228,675 $ $ 228,675 228,675 361 Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2015 Adopted Budget Constables Analysis by Idamarie C. Flaherty, Management Budget Analyst Summary Mission The mission of the Constables is to provide execution of mandated civil and criminal process to citizens of Maricopa County so they can receive timely, cost effective and professional service. Vision Citizens serving citizens by working collaboratively, efficiently, and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals Department Specific By June 2015, the Constables will generate revenue at a level of 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 2016 strategic plan process. Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES SERV - SERVICE OF PROCESS 25PS - SERVICE OF PROCESS FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ $ 1,594,365 $ 1,594,365 $ 1,515,522 $ 1,515,522 $ 1,567,005 $ 1,567,005 $ 1,609,143 $ 1,609,143 $ 1,515,522 $ 1,515,522 $ (51,483) (51,483) -3.3% -3.3% TOTAL PROGRAMS $ 1,594,365 $ 1,515,522 $ 1,567,005 $ 1,609,143 $ 1,515,522 $ (51,483) -3.3% (11,901) (11,901) -0.4% -0.4% USES SERV - SERVICE OF PROCESS 25PS - SERVICE OF PROCESS $ $ 2,651,338 $ 2,651,338 $ 2,754,767 $ 2,754,767 $ 2,848,806 $ 2,848,806 $ 2,765,960 $ 2,765,960 $ 2,860,707 $ 2,860,707 $ POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ $ - $ - $ (28,442) $ (28,442) $ - $ - $ - $ - $ - $ - $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 21,600 21,600 $ - $ 23,321 23,321 $ - $ 23,321 23,321 $ - $ 23,316 23,316 $ 14,902 $ 41,693 56,595 $ (14,902) 23,321 (41,693) (33,274) N/A 100.0% N/A -142.7% TOTAL PROGRAMS $ 2,672,938 $ 2,749,646 $ 2,872,127 $ 2,789,276 $ 2,917,302 $ (45,175) -1.6% 362 - N/A N/A Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category $ SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE 7,394 $ 7,394 $ 1,586,762 1,586,762 $ SUBTOTAL $ $ $ - $ $ 1,515,522 1,515,522 $ $ 209 $ 209 $ FY 2014 FORECAST FY 2014 REVISED FY 2014 ADOPTED FY 2013 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS 51,483 $ 51,483 $ 1,515,522 1,515,522 - $ - $ FY 2015 ADOPTED - $ - $ $ $ - $ $ $ $ 1,515,522 1,515,522 $ $ - 0.0% 0.0% - $ - $ - $ $ - N/A N/A 1,609,143 1,609,143 - $ - $ REVISED VS ADOPTED VAR % ALL REVENUES $ 1,594,365 $ 1,515,522 $ 1,567,005 $ 1,609,143 $ 1,515,522 $ TOTAL SOURCES $ 1,594,365 FY 2013 ACTUAL $ 1,515,522 FY 2014 ADOPTED $ 1,567,005 FY 2014 REVISED $ 1,609,143 FY 2014 FORECAST $ 1,515,522 FY 2015 ADOPTED $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ (51,483) (51,483) (51,483) -100.0% -100.0% -3.3% (51,483) -3.3% REVISED VS ADOPTED VAR % 1,668,513 $ 1,840 760,863 400 2,431,616 $ 1,698,586 $ 863,027 2,561,613 $ 1,744,211 $ 864,966 2,609,177 $ 1,746,645 $ 209 859,696 2,606,550 $ 1,814,605 $ 842,606 2,657,211 $ (70,394) 22,360 (48,034) -4.0% N/A 2.6% N/A -1.8% 11,072 $ 63,237 9,579 83,888 $ 9,000 $ 75,000 84,000 $ 42,614 $ 75,000 2,573 120,187 $ 6,985 $ 67,303 74,288 $ 23,423 $ 75,000 3,500 101,923 $ 19,191 (927) 18,264 45.0% 0.0% -36.0% 15.2% $ 2,519 $ 1,000 104,636 3,567 10,989 47 122,758 $ 4,065 $ 350 88,398 2,100 9,000 120 104,033 $ 2,538 $ 354 116,955 16,796 6,000 120 142,763 $ 1,813 $ (91) 90,502 6,424 9,704 86 108,438 $ 3,000 $ 354 142,282 5,000 7,412 120 158,168 $ (462) (25,327) 11,796 (1,412) (15,405) -18.2% 0.0% -21.7% 70.2% -23.5% 0.0% -10.8% $ $ 34,676 $ 34,676 $ - $ - $ - $ - $ - $ - $ - $ - $ ALL EXPENDITURES $ 2,672,938 $ 2,749,646 $ 2,872,127 $ 2,789,276 $ 2,917,302 $ (45,175) -1.6% TOTAL USES $ 2,672,938 $ 2,749,646 $ 2,872,127 $ 2,789,276 $ 2,917,302 $ (45,175) -1.6% FY 2014 REVISED FY 2014 FORECAST 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 $ - N/A N/A Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING $ NON RECURRING NON PROJECT FUND TOTAL SOURCES $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2015 ADOPTED REVISED VS ADOPTED VAR % 1,594,156 $ 209 1,594,365 $ 1,515,522 $ 1,515,522 $ 1,567,005 $ 1,567,005 $ 1,609,143 $ 1,609,143 $ 1,594,156 $ 209 $ 1,594,365 $ FY 2013 ACTUAL 1,515,522 $ - $ 1,515,522 $ FY 2014 ADOPTED 1,567,005 $ - $ 1,567,005 $ FY 2014 REVISED 1,609,143 $ - $ 1,609,143 $ FY 2014 FORECAST FUND TOTAL USES $ 2,665,544 $ 7,394 2,672,938 $ 2,749,646 $ 2,749,646 $ 2,843,685 $ 28,442 2,872,127 $ 2,789,276 $ 2,789,276 $ 2,912,802 $ 4,500 2,917,302 $ (69,117) 23,942 (45,175) -2.4% 84.2% -1.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,665,544 $ 7,394 $ 2,672,938 $ 2,749,646 $ - $ 2,749,646 $ 2,843,685 $ 28,442 $ 2,872,127 $ 2,789,276 $ - $ 2,789,276 $ 2,912,802 $ 4,500 $ 2,917,302 $ (69,117) 23,942 (45,175) -2.4% 84.2% -1.6% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT $ 363 1,515,522 $ 1,515,522 $ (51,483) (51,483) -3.3% N/A -3.3% 1,515,522 $ (51,483) -3.3% - $ N/A 1,515,522 $ (51,483) -3.3% FY 2015 REVISED VS ADOPTED ADOPTED VAR % Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Constables Staffing by Program and Activity PROGRAM ACTIVITY SERVICE OF PROCESS SERVICE OF PROCESS PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED 36.00 36.00 36.00 36.00 36.00 36.00 FY 2014 FY 2014 FY 2015 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 FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 8.00 8.00 8.00 8.00 0.0% 26.00 26.00 26.00 26.00 26.00 0.0% 8.00 N/A 2.00 2.00 2.00 2.00 2.00 0.0% 36.00 36.00 36.00 36.00 36.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 36.00 36.00 36.00 36.00 36.00 0.0% 36.00 36.00 36.00 36.00 36.00 0.0% General Adjustments Personnel: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: General Fund (100) • Decrease Regular Benefits by $33,560 for the impact of changes in retirement contribution rates. • Increase expenditures by $18,372 for the impact of changes in risk management charges. • Increase expenditures by $28,442 for the Restoration of the FY 2014 Chairman’s Budget Balancing Adjustment. • Increase expenditures by $107,677 for statutory Constables salaries increases in FY 2015. • The FY 2015 Non-Recurring Non-Project budget includes expenditures of $3,500 for ballistic vests for newly elected Constables and $1,000 for qualifying ammunition. 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. 364 Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 2013 ACTUAL 35.2% 24.9% FY 2014 FY 2014 REVISED FORECAST 37.5% 11.3% 46.7% 12.9% FY 2015 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. Measure Type Result Result Output Output Output Demand Demand Demand Expenditure Ratio 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 $ 100 - GENERAL TOTAL SOURCES $ 1,594,365 $ 1,594,365 $ 1,567,005 $ 1,567,005 100 - GENERAL TOTAL USES $ 2,651,338 $ 2,651,338 $ 2,848,806 $ 2,848,806 FY 2013 ACTUAL 35.2% 24.9% FY 2014 FY 2014 REVISED FORECAST 37.5% 11.3% 46.7% 12.9% 20,025 486,291 801 20,125 775,613 593 5.45 17,600 412,900 800 17,600 860,000 $ 160,000 6.90 19,468 849,787 1,571 19,468 679,587 41,118 3.25 REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% FY 2015 ADOPTED 37.5% 46.7% 17,600 412,900 800 17,600 860,000 - 0.0% 0.0% 0.0% 0.0% 0.0% 160,000 6.93 $ (0.03) 0.0% -0.4% $ 1,609,143 $ 1,609,143 $ 1,515,522 $ 1,515,522 $ $ (51,483) (51,483) -3.3% -3.3% $ 2,765,960 $ 2,765,960 $ 2,860,707 $ 2,860,707 $ $ (11,901) (11,901) -0.4% -0.4% $ $ 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. The FY 2015 revenue and demand are budgeted below the FY 2014 Forecast levels. The increase in expenditures is due to a statutory increase in Constables salaries in FY 2015. 365 Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 2nd Quarter Retention Pay and Mark et Adj 3rd and 4th Quarter Retention Pay and Mark et Adj Grants, Donations and Intergovernmental Agreements Grants Constables Training FY 14 Constables Ethics Standards and Training Board Grant 1,515,522 $ 42,556 $ 41,238 668 650 - $ 51,483 $ 41,110 10,373 51,483 41,110 10,373 $ 2,843,685 $ 1,567,005 $ (332) $ (668) (650) 986 - $ (10,373) $ (10,373) $ 2,832,980 $ 1,556,632 $ (33,560) $ (33,560) 46,815 $ 18,372 - C-49-13-092-2-00 C-49-14-032-2-00 C-49-14-043-2-00 C-25-14-006-G-ZZ C-25-14-013-G-ZZ Agenda Item: C-49-14-032-2-00 C-49-14-043-2-00 C-25-14-013-G-ZZ FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Personnel Savings Grants, Donations and Intergovernmental Agreements Grants Constables Training FY 14 2,749,646 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 2nd Quarter Retention Pay and Mark et Adj 3rd and 4th Quarter Retention Pay and Mark et Adj 2nd to 4th Quarter Retention Pay Plan Grants, Donations and Intergovernmental Agreements Grants Constables Ethics Standards and Training Board Grant $ Agenda Item: $ $ 18,372 28,443 FY 2015 Tentative Budget - $ (41,110) $ (41,110) (41,110) (41,110) $ 2,805,125 $ -1.0% 1,515,522 -2.6% $ 107,677 $ 107,677 - $ 2,912,802 $ 2.8% 1,515,522 -2.6% C-25-14-006-G-ZZ Percent Change from Threshold Amount Adjustments: Base Adjustments Other Base Adjustments Constables Salaries (10,373) (10,373) Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount 366 107,677 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Constables General Fund (100) (continued) Revenue Expenditures NON RECURRING NON PROJECT FY 2014 Adopted Budget Adjustments: Non Recurring Constables Vacancy Savings Budget Adjustment - $ 28,442 $ 28,442 - $ 28,442 $ - $ (28,442) $ (28,442) - $ - $ - $ 4,500 $ 4,500 - $ 4,500 $ - C-20-14-043-M-00 Agenda Item: C-20-14-043-M-00 FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Ballistic Vests Qualifying Ammunition - $ Agenda Item: FY 2014 Revised Budget Adjustments: Non Recurring Constables Vacancy Savings Budget Adjustment $ Agenda Item: $ FY 2015 Adopted Budget 367 3,500 1,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Correctional Health Services Analysis by Karina Araiza, Management and Budget Analyst Summary Mission The mission of the Correctional Health Services Department is to provide cost-effective, medically necessary, evidence based, integrated health care services and restoration to competency services to patients in the County jails so they can proceed through the judicial process. Vision Correctional Health Services will continue to evolve as a nationally recognized leader in providing correctional health and restoration services in a work environment that fosters employee pride and dedication. Strategic Goals Government Operations 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 January 31, 2014, the Department has a 14% direct patient care vacancy rate. The Department anticipates a significant decrease in employee turnover as a result of the market study completed in FY 2014. 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: In FY 2014, the Department implemented the new Electronic Health Record system and complete data will not be available until FY 2016. Department Specific By June 30, 2016, 80% of patients will receive specialty or hospital care within the provider-requested timeframe. Status: In FY 2014, the Department implemented the new Electronic Health Record system and complete data will not be available until FY 2016. 368 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % CLSP - CLINICAL SUPPORT 26SS - SUPPORT SERVICES $ $ 50,765 $ 50,765 $ 56,500 $ 56,500 $ 56,500 $ 56,500 $ 45,991 $ 45,991 $ 6,500 $ 6,500 $ (50,000) (50,000) GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 4,167 $ 4,167 $ - $ - $ - $ - $ (14) $ (14) $ - $ - $ TOTAL PROGRAMS $ 54,932 $ 56,500 $ 56,500 $ 45,977 $ 6,500 $ (50,000) -88.5% $ 6,456,816 $ 6,745,315 13,202,131 $ 5,679,203 $ 6,796,454 12,475,657 $ 5,955,742 $ 6,950,516 12,906,258 $ 6,221,975 $ 7,014,030 13,236,005 $ 5,909,167 $ 7,009,860 12,919,027 $ 46,575 (59,344) (12,769) 0.8% -0.9% -0.1% 3,082,372 $ 31,389,594 1,060,617 35,532,583 $ 2,645,784 $ 31,664,226 2,343,732 36,653,742 $ 2,398,872 $ 31,528,339 2,260,846 36,188,057 $ 3,374,992 $ 29,503,739 3,460,329 36,339,060 $ (729,208) 2,160,487 (1,116,597) 314,682 -27.6% 6.8% -47.6% 0.9% - -88.5% -88.5% N/A N/A 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 $ $ 2,841,916 $ 30,413,402 979,744 34,235,062 $ CLSP - CLINICAL SUPPORT 26SS - SUPPORT SERVICES $ $ 3,523,373 $ 3,523,373 $ 3,479,555 $ 3,479,555 $ 3,717,310 $ 3,717,310 $ 3,552,523 $ 3,552,523 $ 4,303,909 $ 4,303,909 $ (586,599) (586,599) -15.8% -15.8% CURE - CUSTODY RESTORATION AND EVAL EVAL - ADULT COMPETENCY EVALUATIONS JVAL - JUVENILE COMPETENCY EVALUATION 80RE - RESTORATION TO COMPETENCY $ 1,474,919 $ 1,350,017 231,328 3,056,264 $ 1,467,580 $ 1,511,463 155,387 3,134,430 $ 1,531,201 $ 1,491,069 155,387 3,177,657 $ 1,565,226 $ 1,420,931 183,188 3,169,345 $ 1,526,275 $ 1,437,797 209,712 3,173,784 $ 4,926 53,272 (54,325) 3,873 0.3% 3.6% -35.0% 0.1% 417,673 $ 386,112 703,606 67,843 1,575,234 $ 501,786 $ 397,580 372,290 (417,268) 55,270 909,658 $ 484,890 $ 421,672 397,686 58,185 1,362,433 $ 441,253 $ 413,667 511,361 61,425 1,427,706 $ 445,764 $ 409,510 492,350 57,268 22,974 1,427,866 $ 39,126 12,162 (94,664) 917 (22,974) (65,433) 8.1% 2.9% -23.8% N/A 1.6% N/A -4.8% - $ 1,071,626 1,071,626 $ - $ 2,567,522 2,567,522 $ - $ 2,567,522 2,567,522 $ - $ 2,541,780 2,541,780 $ 38,256 $ 2,145,901 2,184,157 $ (38,256) 2,567,522 (2,145,901) 383,365 N/A 100.0% N/A 14.9% $ 528,800 $ 399,933 928,733 $ 192,008 $ (9,732) 182,276 $ 194,198 $ 194,198 $ 136,353 $ (10,572) 125,781 $ 1,061,709 $ 1,061,709 $ (867,511) (867,511) -446.7% N/A -446.7% TOTAL PROGRAMS $ 57,592,423 $ 58,281,681 $ 60,579,120 $ 60,241,197 $ 61,409,512 $ (830,392) -1.4% $ BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ BUAS - BUSINESS APPLICATION DEV SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2013 ACTUAL FY 2014 ADOPTED $ SUBTOTAL $ 45,833 45,833 $ $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 9,099 9,099 $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS FY 2014 REVISED 50,000 50,000 FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ $ 50,000 50,000 $ $ 37,500 37,500 $ $ - $ $ $ $ 6,500 $ 6,500 $ 6,500 6,500 $ $ 8,491 8,491 $ $ 6,500 6,500 $ $ - 0.0% 0.0% - $ $ - $ - $ (14) $ (14) $ - $ $ - N/A N/A ALL REVENUES $ 54,932 $ 56,500 $ 56,500 $ 45,977 $ 6,500 $ (50,000) -88.5% TOTAL SOURCES $ 54,932 $ 56,500 $ 56,500 $ 45,977 $ 6,500 $ (50,000) -88.5% 369 - $ - $ (50,000) (50,000) -100.0% -100.0% Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2015 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 2013 ACTUAL FY 2014 REVISED FY 2014 ADOPTED FY 2015 ADOPTED FY 2014 FORECAST REVISED VS ADOPTED VAR % 25,908,051 $ 931,165 9,202,527 571,328 (126,644) 1,270,362 37,756,789 $ 26,035,456 $ 906,384 9,320,287 430,878 (119,228) 743,840 37,317,617 $ 27,944,071 $ 873,849 9,659,590 415,206 (109,496) 743,840 39,527,060 $ 27,247,197 $ 1,087,459 9,232,283 565,932 (476,934) 979,365 38,635,302 $ 28,639,707 $ 889,380 9,562,058 684,780 (401,810) 710,935 40,085,050 $ (695,636) (15,531) 97,532 (269,574) 292,314 32,905 (557,990) -2.5% -1.8% 1.0% -64.9% 267.0% 4.4% -1.4% SUBTOTAL $ 121,793 $ 5,159,115 10,862 12,897 5,304,667 $ 98,580 $ 5,269,879 11,472 3,204 63,689 5,446,824 $ 98,580 $ 5,269,879 11,472 3,204 63,689 5,446,824 $ 94,046 $ 5,177,225 8,336 11,991 26,535 5,318,133 $ 91,464 $ 4,886,482 6,588 51,312 5,035,846 $ 7,116 383,397 4,884 (48,108) 63,689 410,978 7.2% 7.3% 42.6% -1501.5% 100.0% 7.5% 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 $ ALL EXPENDITURES $ 1,487,563 $ 11,348,856 450,975 106,102 134,403 932,852 30,011 13,547 5,638 21,020 14,530,967 $ 57,592,423 $ 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 $ 1,481,342 $ 11,300,499 97,224 104,712 48,870 2,512,113 24,485 14,175 5,112 16,704 15,605,236 $ 60,579,120 $ 1,457,015 $ 12,015,345 101,427 109,409 34,446 2,514,822 18,323 13,165 5,607 15,348 2,855 16,287,762 $ 60,241,197 $ 1,464,408 $ 11,574,087 127,524 910,227 55,020 2,106,938 17,616 12,636 5,568 14,592 16,288,616 $ 61,409,512 $ 16,934 (273,588) (30,300) (805,515) (6,150) 405,175 6,869 1,539 (456) 2,112 (683,380) (830,392) 1.1% -2.4% -31.2% -769.3% -12.6% 16.1% 28.1% 10.9% -8.9% 12.6% N/A -4.4% -1.4% TOTAL USES $ 57,592,423 $ 58,281,681 $ 60,579,120 $ 60,241,197 $ 61,409,512 $ (830,392) -1.4% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 292 CORRECTIONAL HEALTH GRANT OPERATING $ FUND TOTAL SOURCES $ 255 DETENTION OPERATIONS OPERATING $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 45,833 $ 45,833 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 37,486 $ 37,486 $ - $ - $ 9,099 $ 9,099 $ 6,500 $ 6,500 $ 6,500 $ 6,500 $ 8,491 $ 8,491 $ 6,500 $ 6,500 $ 54,932 $ 54,932 $ FY 2013 ACTUAL 56,500 $ 56,500 $ FY 2014 ADOPTED 56,500 $ 56,500 $ FY 2014 REVISED 45,977 $ 45,977 $ FY 2014 FORECAST 6,500 $ 6,500 $ FY 2015 ADOPTED (50,000) -100.0% (50,000) -100.0% - 0.0% 0.0% (50,000) -88.5% (50,000) -88.5% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 3,056,264 $ 3,056,264 $ 3,123,860 $ 3,123,860 $ 3,181,813 $ 3,181,813 $ 3,171,075 $ 3,171,075 $ 3,180,331 $ 3,180,331 $ 1,482 1,482 0.0% 0.0% $ FUND TOTAL USES $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 25,000 $ 25,000 $ - $ - $ 50,000 50,000 100.0% 100.0% $ FUND TOTAL USES $ 53,957,521 $ 528,638 54,486,159 $ 54,801,713 $ 306,108 55,107,821 $ 57,041,199 $ 306,108 57,347,307 $ 56,741,308 $ 303,814 57,045,122 $ 58,229,181 $ 58,229,181 $ (1,187,982) 306,108 (881,874) -2.1% 100.0% -1.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 57,063,785 $ 528,638 $ 57,592,423 $ 57,975,573 $ 306,108 $ 58,281,681 $ 60,273,012 $ 306,108 $ 60,579,120 $ 59,937,383 $ 303,814 $ 60,241,197 $ 61,409,512 $ - $ 61,409,512 $ (1,136,500) 306,108 (830,392) -1.9% 100.0% -1.4% 292 CORRECTIONAL HEALTH GRANT OPERATING 255 DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT 370 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Staffing by Program and Activity PROGRAM ACTIVITY INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES PROCUREMENT 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 SUPPORT SERVICES CLINICAL SUPPORT PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 FY 2013 ADOPTED ADOPTED FY 2015 FY 2014 FY 2014 REVISED TO ADOPTED VAR % REVISED FORECAST ADOPTED VARIANCE 7.90 3.10 5.00 1.00 17.00 6.90 3.10 5.00 1.00 16.00 5.90 3.10 5.00 1.00 15.00 5.90 3.10 5.00 1.00 15.00 5.90 3.10 5.00 1.00 15.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 2.00 2.00 2.00 2.00 3.00 3.00 2.00 2.00 5.00 5.00 2.00 2.00 66.7% 66.7% 18.98 59.78 78.75 17.98 58.78 76.75 16.95 56.75 73.70 17.95 59.75 77.70 16.05 55.85 71.90 (.90) (.90) (1.80) (5.3%) (1.6%) (2.4%) 30.60 262.50 11.70 304.80 33.40 269.50 9.90 312.80 26.60 249.00 25.50 301.10 23.60 254.00 22.50 300.10 28.90 226.50 28.00 283.40 2.30 (22.50) 2.50 (17.70) 8.6% (9.0%) 9.8% (5.9%) 4.00 12.00 16.00 5.00 11.00 16.00 5.00 11.00 16.00 5.00 11.00 16.00 5.00 11.00 16.00 - 0.0% 0.0% 0.0% 55.20 55.20 473.75 53.20 53.20 476.75 63.20 63.20 472.00 61.20 61.20 472.00 72.20 72.20 463.50 9.00 9.00 (8.50) 14.2% 14.2% (1.8%) 371 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrative Supervisor Business Systems Analyst Business Systems Analyst-Sr/Ld Consultant Correctional Health Legal Liaison Dental Assistant Dentist Director - Correctional Health Executive Assistant Finance Manager - County Finance Manager - Large Finance/Business Analyst General Laborer Human Resources Analyst Human Resources Manager Human Resources Specialist IT Project Manager Legal Assistant Legal Support Specialist Licensed Practical Nurse Management Analyst Medical Assistant Medical Director Medical Records Manager Mental Health Director Mental Health Professional Mental Health Professional Supervisor Nurse Nurse - Correctional/Psychiatric Nurse Practitioner Nurse Practitioner - Psychiatric Nursing Administrator Nursing Director Nursing Manager Office Assistant Office Assistant Specialized Operations/Program Manager Pharmacist Physical Therapist Physician Physician Assistant Physician Assistant - Psychiatric Procurement Specialist Programmer/Analyst - Senior/Lead Project Manager Psychiatrist Psychologist Psychometrist Radiologic Technologist Social Worker Trainer Training Supervisor Warehouse/Inventory Specialist Warehouse/Inventory Supervisor Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 (1.00) (100.0%) 8.00 8.00 9.00 9.00 9.00 0.0% 1.00 N/A 1.00 1.00 2.00 1.00 100.0% 1.00 (1.00) (100.0%) 1.00 N/A 1.00 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 2.00 .50 33.3% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 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% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 0.0% 3.00 2.00 2.00 2.00 2.00 0.0% 1.00 (1.00) (100.0%) 1.00 1.00 (1.00) (100.0%) 1.00 1.00 1.00 1.00 1.00 0.0% 61.75 66.75 69.50 69.50 70.50 1.00 1.4% 2.00 2.00 1.00 1.00 1.00 0.0% 65.50 68.50 68.25 68.25 68.25 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% 37.00 39.00 39.00 39.00 40.00 1.00 2.6% 4.00 6.00 6.00 6.00 6.00 0.0% 99.50 100.50 102.75 100.75 105.75 3.00 2.9% 1.00 N/A 16.00 16.00 6.00 6.00 16.00 10.00 166.7% 4.00 4.00 3.00 3.00 4.00 1.00 33.3% 2.00 2.00 3.00 3.00 4.00 1.00 33.3% 1.00 1.00 1.00 1.00 1.00 0.0% 10.00 10.00 8.00 10.00 8.00 0.0% 78.00 69.00 55.00 57.00 41.00 (14.00) (25.5%) 5.00 6.00 7.00 7.00 7.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 11.00 11.00 10.00 10.00 10.00 0.0% 10.00 10.00 (10.00) (100.0%) 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 N/A 2.00 2.00 N/A 12.00 12.00 12.50 12.50 12.50 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% 1.50 1.50 1.50 1.50 1.50 0.0% 9.00 10.00 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% 5.00 5.00 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 473.75 476.75 472.00 472.00 463.50 (8.50) (1.8% ) 372 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Staffing by Fund DEPARTMENT/FUND 100 GENERAL 255 DETENTION OPERATIONS Department Total REVISED TO ADOPTED FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 16.00 16.00 16.00 16.00 16.00 0.0% 457.75 460.75 456.00 456.00 447.50 (8.50) (1.9%) 473.75 476.75 472.00 472.00 463.50 (8.50) (1.8% ) Significant Variance Analysis The Department has decreased their staff by a net of 8.5 FTE to meet business needs. 2.0 FTE were added for Mental Health as well as 0.5 FTE for a Dentist, 2.0 FTE Project Managers and 1.0 FTE Business Analyst. There was reduction of 18.0 FTE Office Assistants (Health Unit Clerks) due to Electronic Healthcare Record system (EHR) efficiencies. However, 4.0 FTE Office Assistants were added in other working titles for a net decrease of 14.0 FTE Office Assistants. General Adjustments Base Adjustments: General Fund (100) • Increase in Regular Benefits by $513 for the impact of changes in retirement contribution rates. • Decrease Internal Service Charges by $2,988 for the impact of changes in risk management. Detention Fund (255) Operating • Increase Regular Benefits by $14,953 for the impact of changes in retirement contribution rates. • Increase budget by $787,995 for Electronic Health Records Software Licensing agreements. • Decrease Internal Service Charges by $351,526 for the impact of changes in risk management charges. 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: 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. One Arizona class action also mandates provision of specific health and mental health services to inmates: Hart v. Hill (U.S. District Court of Arizona, CIV1977-00479 PHX EHC). Program Results Measure Description Percent of patients discharged within 16 calendar days Percent of patients discharged within 25 calendar days FY 2013 ACTUAL 83.4% 91.0% FY 2014 FY 2014 REVISED FORECAST 86.3% 80.6% 92.1% Activities that comprise this program include: • Inpatient Medical 92.3% • 373 Inpatient FY 2015 ADOPTED 81.9% REV VS ADOPTED VAR % (4.4%) -5.1% 93.0% Mental 0.9% 1.0% Health Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 Demand Expenditure Ratio Expenditure Measure Description Percent of patients discharged within 16 calendar days Number of bed days received Number of patients referred to an inpatient medical setting Cost per bed day received FY 2013 ACTUAL 83.4% $ 255 - DETENTION OPERATIONS TOTAL USES $ 6,456,816 $ 6,456,816 FY 2014 FY 2014 REVISED FORECAST 86.3% 80.6% 19,355 1,147 333.60 19,663 1,226 $ 302.89 $ 5,955,742 $ 5,955,742 FY 2015 ADOPTED 81.9% 19,107 1,117 $ 325.64 $ 6,221,975 $ 6,221,975 REV VS ADOPTED VAR % (4.4%) -5.1% 19,296 1,140 $ 306.24 $ $ 5,909,167 $ 5,909,167 $ $ (367) (86) -1.9% -7.0% (3.35) -1.1% 46,575 46,575 0.8% 0.8% Activity Narrative: Based on FY 2013 Actuals, the number of patients referred to an inpatient medical setting is expected to decrease slightly in FY 2015. Expenditures are expected to decrease in FY 2015 due to a decrease in the usage of registry staff, as the Department anticipates hiring and retaining qualified employees due to the pay adjustments from the Healthcare Study and Countywide merit pay increase given in FY 2014. Inpatient Mental Health Activity The purpose of the Inpatient Mental Health Activity is to provide medically necessary mental health services to patients with mental illness housed in the psychiatric units so they can return to lower levels of treatment. Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of patients discharged within 25 calendar days Number of mental health bed days received Number of patients referred to an inpatient mental health setting Cost per mental health bed days received FY 2013 ACTUAL 91.0% $ 255 - DETENTION OPERATIONS TOTAL USES $ 6,745,315 $ 6,745,315 FY 2014 FY 2014 REVISED FORECAST 92.1% 92.3% 41,910 3,345 160.95 43,495 3,302 $ 159.80 $ 6,950,516 $ 6,950,516 FY 2015 ADOPTED 93.0% 42,075 4,077 $ 166.70 $ 7,014,030 $ 7,014,030 REV VS ADOPTED VAR % 0.9% 1.0% 42,204 4,008 $ (1,291) 706 -3.0% 21.4% 166.09 $ (6.29) -3.9% $ 7,009,860 $ 7,009,860 $ $ (59,344) (59,344) -0.9% -0.9% Activity Narrative: The demand for the number of patients referred to an inpatient mental health setting has continued to increase in the past few years due to service reductions by the State mental health provider (Magellan) and State budget cuts eliminating AHCCCS coverage for childless adults. This has a significant impact on the Department as these patients are not able to receive proper mental health evaluation and treatment in the community and are subsequently more likely to commit an offense due to lack of treatment. In FY 2015, there is still uncertainty in regards to the State’s new contract with Mercy Maricopa Integrated Care as the Regional Behavioral Health Authority. As the community continues to solve its issues with the effective management of the Severely Mentally Ill (SMI) population, it is anticipated the Department will slowly begin to see a decrease in their demand in FY 2016. 374 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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: 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. One Arizona class action also mandates provision of specific health and mental health services to inmates: Hart v. Hill (U.S. District Court of Arizona, CIV1977-00479 PHX EHC). Program Results Measure Description Percent of patients triaged within 24 hours FY 2013 ACTUAL 99.3% 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 2014 FY 2014 REVISED FORECAST 99.4% 97.6% FY 2015 ADOPTED 97.3% REV VS ADOPTED VAR % (2.1%) -2.1% 82.7% 96.5% 81.8% 97.2% 83.8% 97.0% 82.7% 96.9% 0.8% (0.3%) 1.0% -0.3% 93.8% 93.2% 99.8% 100.0% 6.8% 7.3% 100.0% 99.4% 100.0% 99.2% (0.2%) -0.2% 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 Demand Demand Demand Expenditure Ratio 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 Number of scheduled appointments Number of outpatient prescription orders written Cost per appointment kept FY 2013 ACTUAL 99.3% 82.7% 96.5% $ 255 - DETENTION OPERATIONS TOTAL USES $ 30,413,402 $ 30,413,402 FY 2014 FY 2014 REVISED FORECAST 99.4% 97.6% 81.8% 83.8% 97.2% 97.0% 101,428 101,428 450,945 332,428 81.57 106,001 106,001 468,067 355,680 $ 82.65 $ 31,664,226 $ 31,664,226 149.56 $ 31,528,339 $ 31,528,339 (5,813) (5,813) (17,131) (59,664) 100,188 100,188 450,936 296,016 101,169 101,169 251,601 298,716 $ REV VS ADOPTED VAR % (2.1%) -2.1% 0.8% 1.0% (0.3%) -0.3% FY 2015 ADOPTED 97.3% 82.7% 96.9% $ 79.13 $ 29,503,739 $ 29,503,739 $ -5.5% -5.5% -3.7% -16.8% 3.53 4.3% $ 2,160,487 $ 2,160,487 6.8% 6.8% Activity Narrative: The demand for the number of outpatient prescription orders written is expected to decrease in FY 2015 as result of the change in the copay policy for inmates. This has eliminated some unnecessary requests for services and prescription orders. Expenditures are expected to decrease due to the transfer of clinical staff to Pre-Booking Health Screening Activity and Initial Health Assessment Activity as now 100% of bookings will have health assessments completed at intake. With the new EHR system in place, the Department expects to be able to track data more accurately 375 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget regarding their demands, outputs and results in this activity. In FY 2014, data was not available from September through January for some of the measures due to system issues. 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 Expenditure Ratio Expenditure Measure REV VS ADOPTED FY 2013 FY 2014 FY 2014 FY 2015 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of screened inmates booked 100.0% 99.4% 100.0% 99.2% (0.2%) -0.2% Number screenings completed and inmate 103,677 104,609 107,605 107,270 2,661 2.5% subsequently booked Number of inmates screened 103,677 105,216 107,605 108,131 2,915 2.8% Number of inmates presented at booking sites 104,499 105,221 107,828 108,131 2,910 2.8% Expenditure of screenings completed and 9.45 $ $ 22.40 $ 21.01 $ 32.26 $ (9.85) -44.0% inmate subsequently booked 255 - DETENTION OPERATIONS TOTAL USES $ $ 979,744 979,744 $ 2,343,732 $ 2,343,732 $ 2,260,846 $ 2,260,846 $ 3,460,329 $ 3,460,329 $ (1,116,597) $ (1,116,597) -47.6% -47.6% Activity Narrative: The Department anticipates expenditures to increase as a result of a clinical decision made to perform health assessments by RN’s on all inmates booked into the jails. This decision was driven by the implementation of the new EMR system and directives from Graves v. Arpaio. Expenditures are expected to increase in FY 2015 due to additional clinical staff needed to perform the health assessments on all inmates booked into the jails. Initial Health Assessment Activity The purpose of the Initial Health Assessment Activity is to provide medical, dental, and mental health needs assessments to patients booked into county jails so they can receive necessary care. Measure Type Result Output Demand Measure Description Percent of initial health assessments completed within 14 calendar days Number of initial health assessments completed Number of initial health assessments required Expenditure Cost per initial health assessment completed Ratio Expenditure 255 - DETENTION OPERATIONS TOTAL USES FY 2013 ACTUAL 93.8% FY 2014 FY 2014 REVISED FORECAST 93.2% 99.8% 24,261 25,944 24,918 $ 117.14 $ 2,841,916 $ 2,841,916 89,961 26,724 $ 101.98 $ 2,645,784 $ 2,645,784 102,981 90,143 $ 26.67 $ 2,398,872 $ 2,398,872 REV VS ADOPTED VAR % 6.8% 7.3% FY 2015 ADOPTED 100.0% 102,981 $ 32.77 $ $ 3,374,992 $ 3,374,992 $ $ 77,037 296.9% 76,257 285.4% 69.21 67.9% (729,208) (729,208) -27.6% -27.6% Activity Narrative: The demand and outputs for this Activity are expected to increase drastically as a result of a clinical decision made to perform health assessments by RN’s on 100% of inmates booked into the jails. This decision was driven by the implementation of the new EHR system and directives from Graves v. Arpaio. 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. 376 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2015 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 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 79.7% 100.0% 98.6% 98.8% FY 2015 ADOPTED 100.0% 98.4% REV VS ADOPTED VAR % 20.3% 25.5% 100.0% 1.2% 1.2% Activities that comprise this program include: • Clinical Support Clinical Support Activity The purpose of the Clinical Support Activity is to provide support and useful data to providers and patients so they can provide/receive quality and continuous patient care. Mandates: 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. One Arizona class action also mandates provision of specific health and mental health services to inmates: Hart v. Hill (U.S. District Court of Arizona, CIV1977-00479 PHX EHC). Measure Type Result Result Output Output Demand Demand Expenditure Ratio Revenue FY 2015 Measure FY 2013 FY 2014 FY 2014 REV VS ADOPTED VAR % REVISED FORECAST ADOPTED Description ACTUAL 25.5% Percent of complete medical records provided 100.0% 79.7% 100.0% 100.0% 20.3% to external requestors within 7 days 100.0% 1.2% 1.2% Percent of filed grievances resolved within 98.6% 98.8% 98.4% CHS/MCSO 2.7% 84 3,204 3,120 2,705 Number of complete medical records 2,231 provided to external requestors 3.8% 2,448 89 2,391 2,318 2,359 Number of grievances resolved internally -4.4% (149) 3,204 Number of external medical records requested 3,156 3,353 3,116 60 2.5% 2,448 2,461 2,351 2,388 Number of grievances filed -12.7% (151.85) Expenditure per external medical record $ 1,579.28 $ 1,191.45 $ 1,313.32 $ 1,343.29 $ provided 292 - CORRECTIONAL HEALTH GRANT 255 - DETENTION OPERATIONS TOTAL SOURCES $ 292 - CORRECTIONAL HEALTH GRANT 255 - DETENTION OPERATIONS TOTAL USES $ 50,000 6,500 56,500 $ 50,000 3,667,310 $ 3,717,310 $ 41,666 9,099 50,765 $ 50,000 3,473,373 $ 3,523,373 $ $ $ $ 37,500 8,491 45,991 6,500 6,500 $ 4,303,909 $ 4,303,909 $ $ $ $ (50,000) (50,000) -100.0% 0.0% -88.5% 50,000 (636,599) (586,599) 100.0% -17.4% -15.8% Expenditure 25,000 3,527,523 $ 3,552,523 $ $ Activity Narrative: The Department expects a faster turnaround time in providing medical records to external requestors with the implementation of the EHR system. In FY 2015, the expenditures per external medical record provided is increasing by 11.3% due to an increase in employee pay, which is the result of the County merit pay increase in FY 2014 and additional staff needed to meet administration needs. 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. 377 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 inpatient defendants found not restorable within 15 months of the determination of incompetency Percent of internal Rule 11 evaluations performed within 30 days Percent of rule 11 juvenile evaluation performed within 21 days FY 2013 ACTUAL 26.9% FY 2014 FY 2014 REVISED FORECAST 37.5% 31.3% FY 2015 ADOPTED 33.3% REV VS ADOPTED VAR % (4.2%) -11.1% 23.7% 44.7% 20.2% 53.6% 8.9% 19.9% N/A N/A N/A 71.4% N/A N/A Activities that comprise this program include: • Custody Restoration and Evaluation • Adult Competency Evaluations • Juvenile Competency Evaluation Custody Restoration and Evaluation Activity The purpose of the Rule 11 Custody Restoration Activity is to provide timely treatment to incompetent criminal defendants so they become able to understand the nature and object of the criminal proceedings against them or to assist in their legal defense or are found not restorable. Mandates: A.R.S § 13-4512 F and G state that if the court finds the defendant is unable to pay all or a portion on the costs of inpatient, in custody treatment, the state shall pay the costs of inpatient, in custody competency restoration treatment at the Arizona State Hospital that are incurred until seven days after the hospital submits a report to the court stating that the defendant has regained competency or there is no substantial probability that the defendant will regain competency within twenty-one months after the date of the original finding of incompetency, the treatment order expires, or seven days after the charges are dismissed. The County shall pay the hospital costs that are incurred after the period and time designated above and shall also pay for the costs of inpatient, in custody restoration treatment in court approved programs that are not programs at the Arizona State Hospital. Measure Type Result Output Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of inpatient defendants found not restorable within 15 months of the determination of incompetency Average length of stay for all restoration cases FY 2013 ACTUAL 26.9% FY 2014 FY 2014 REVISED FORECAST 37.5% 31.3% REV VS ADOPTED VAR % (4.2%) -11.1% FY 2015 ADOPTED 33.3% N/A N/A N/A 53 N/A N/A 386 300 434 369 69 23.0% N/A N/A N/A 132 N/A N/A 375 312 327 396 84 26.9% Number of defendants determined to be Competent (including CIMD, or "Competency is Medication Dependant") Number of defendants determined to be Incompetent Not Restorable ("IC/NR") Total number of restoration cases ordered by the Court into the RTC program Cost per inmate evaluated $ 100 - GENERAL TOTAL USES $ 1,474,919 $ 1,474,919 4,007.93 $ 4,876.44 $ 1,531,201 $ 1,531,201 378 $ 3,541.24 $ 1,565,226 $ 1,565,226 2,399.80 $ 2,476.63 50.8% $ 1,526,275 $ 1,526,275 $ $ 4,926 4,926 0.3% 0.3% $ Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activity Narrative: Based on the historical trends, the demand for the total number of restoration cases ordered by the court into the Return to Competency program is expected to increase in FY 2015 compared to FY 2013 Actuals. The cost for pharmaceuticals continues to increase due to the rise in prescription costs for psychotropic medications. Increased complexity of inmates’ mental health issues has increased the number of inmates found not restorable within 15 months by 23% in FY 2015 when compared to FY 2014 Revised. The output for the average length of stay for all restoration cases and the number of defendants determined to be Incompetent not Restorable are new measures for FY 2015 and historical data is not available for comparison. Adult Competency Evaluations Activity The purpose of the Rule 11 Evaluation Activity is to provide testing for criminal defendants so they can be evaluated for mental competency. Measure Type Result Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of internal Rule 11 evaluations performed within 30 days Number of defendants determined to be Incompetent but Restorable ("IC/R") Number of defendants determined to be Competent (including CIMD, or "Competency is Medication dependent" Number of Rule 11 competency evaluations ordered Cost per inmate competency evaluation FY 2013 ACTUAL 23.7% $ 100 - GENERAL TOTAL USES $ 1,350,017 $ 1,350,017 FY 2014 FY 2014 FORECAST REVISED 44.7% 20.2% FY 2015 ADOPTED 53.6% REV VS ADOPTED VAR % 8.9% 19.9% 8 17 7 15 (2) -11.8% 729 714 672 669 (45) -6.3% 780 744 720 720 (24) -3.2% 1,713.22 $ 2,088.33 $ 1,491,069 $ 1,491,069 $ 2,114.48 $ 1,420,931 $ 1,420,931 2,139.58 $ (51.25) -2.5% $ 1,437,797 $ 1,437,797 $ $ 53,272 53,272 3.6% 3.6% $ Activity Narrative: Based on the FY 2014 Forecast, the Department is expecting the number of competency evaluations ordered and completed to decrease in FY 2015. Due to this decrease in demand, the Department will reach the result of 53.6%, as they will be able to complete evaluations in a more expedited manner. 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 Demand Expenditure Ratio Expenditure Measure Description Percent of rule 11 juvenile evaluation performed within 21 days Number of juveniles found competent or incompetent Number of juvenile evaluations completed Number of Rule 11 juvenile competency evaluations ordered Cost per juvenile competency evaluation FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED 71.4% $ 988.58 $ 498.04 $ 587.14 $ 624.14 $ (126.11) -25.3% 100 - GENERAL TOTAL USES $ $ 231,328 231,328 $ $ 155,387 155,387 $ $ 183,188 183,188 $ $ 209,712 209,712 $ $ (54,325) (54,325) -35.0% -35.0% REV VS ADOPTED VAR % N/A N/A 234 312 312 336 24 7.7% 234 290 312 336 312 336 336 384 24 48 7.7% 14.3% Activity Narrative: The Department expects the demand for Rule 11 Juvenile Competency Evaluations to continue to increase in FY 2015. With the increase in demand, expenditures are expected to increase, as it is anticipated that additional outside evaluators will be needed. 379 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 3rd and 4th Quarter Retention Pay and Mark et Adj - $ 57,953 $ 43,153 14,104 696 - $ 3,181,813 $ - $ 993 $ 51 (696) 1,638 - $ 3,182,806 $ - $ 513 $ 513 (2,988) $ (2,988) - 3,180,331 $ -0.1% - C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-043-2-00 Agenda Item: C-49-14-020-0-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management 3,123,860 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 3rd and 4th Quarter Retention Pay and Mark et Adj 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount (2,998) $ 380 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Detention Operations Fund (255) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj 3rd and 4th Quarter Retention Pay and Mark et Adj 6,500 $ 2,239,486 $ 1,270,622 67,224 888,757 12,883 - $ 57,041,199 $ 6,500 $ 736,560 $ 3,570 (888,757) (12,883) 1,531,057 103,573 - $ 57,777,759 $ 6,500 $ 14,953 $ 14,953 436,469 $ (351,526) - C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-043-2-00 Agenda Item: C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Software Maintenance Costs Electronic Health Records System Annual Licensing 54,801,713 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj 3rd and 4th Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - Health Care 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ (351,526) $ 787,995 787,995 FY 2015 Adopted Budget Percent Change from Threshold Amount $ 381 58,229,181 $ 0.8% - 6,500 0.0% Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2015 Adopted Budget County Attorney Analysis by Ron Forster, Senior Management and Budget Analyst Summary Mission The mission of the Maricopa County Attorney's Office is to provide quality prosecution, victim services, crime prevention and legal counsel for county government on behalf of the people of Maricopa County so that they can live in a safe and well-governed community. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % LAAC - CIVIL SERVICES 19CL - CIVIL LEGAL SERVICES $ $ - $ $ - $ $ - $ $ 24,031 24,031 $ $ 31,020 31,020 $ $ 31,020 31,020 N/A N/A COUT - COMMUNITY AND VICTIM OUTREACH 19CO - COMMUNITY AND VICTIM OUTREACH $ $ 2,672,582 2,672,582 $ $ 2,877,432 2,877,432 $ $ 2,877,432 2,877,432 $ $ 2,657,780 2,657,780 $ $ 3,737,077 3,737,077 $ $ 859,645 859,645 29.9% 29.9% CHAC - CHARGING ACTIVITY GANG - DRUG AND GANG PROSECUTION IVAC - COUNTY ATTORNEY INITIATED INV PROP - PROPERTY CRIME PROSECUTION PROS - COMMUNITY BASED PROSECUTION SPCP - SPECIALIZED CRIME PROSECUTION 19PP - PROSECUTION $ $ $ 1,555,630 1,401,425 119,404 263,349 4,242,439 735,461 8,317,708 $ $ 1,555,599 15,710 7,749,789 9,321,098 $ $ 1,728,613 10,057,032 11,785,645 $ $ 1,728,613 9,987,032 11,715,645 $ $ 1,578,551 27,650 9,613,965 11,220,166 $ BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ 41,037 1,644,319 1,685,356 $ 39,966 1,683,250 1,723,216 $ 39,966 1,683,250 1,723,216 $ 37,948 1,551,052 1,589,000 $ 28,980 28,980 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ (1,074,743) $ (1,074,743) $ - $ $ - $ $ 1,680,103 1,680,103 $ $ - $ $ - N/A N/A BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ - $ $ - $ $ - $ $ 47,644 47,644 $ $ - $ $ - N/A N/A TOTAL PROGRAMS $ 14,503,361 $ 16,316,293 $ 16,386,293 $ 15,319,656 $ 12,114,785 $ $ $ 382 $ $ $ $ (172,983) 1,401,425 119,404 263,349 (5,814,593) 735,461 (3,467,937) -10.0% N/A N/A N/A -57.8% N/A -29.4% (10,986) (1,683,250) (1,694,236) -27.5% -100.0% -98.3% (4,271,508) -26.1% Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2013 ACTUAL PROGRAM / ACTIVITY USES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % LAAC - CIVIL SERVICES DIVISION 19CL - CIVIL SERVICES DIVISION $ $ 8,377,676 8,377,676 $ $ 8,545,859 8,545,859 $ $ 8,979,352 8,979,352 $ $ 8,847,181 8,847,181 $ $ 8,814,881 8,814,881 $ $ 164,471 164,471 1.8% 1.8% COUT - COMMUNITY AND VICTIM OUTREACH 19CO - COMMUNITY AND VICTIM OUTREACH $ $ 2,565,494 2,565,494 $ $ 2,967,338 2,967,338 $ $ 3,727,871 3,727,871 $ $ 2,897,740 2,897,740 $ $ 3,744,111 3,744,111 $ $ (16,240) (16,240) -0.4% -0.4% JUVI - JUVENILE 19JU - JUVENILE $ $ - $ $ - $ $ - $ $ - $ $ 4,186,183 4,186,183 $ $ (4,186,183) (4,186,183) N/A N/A CHAC - CHARGING ACTIVITY CPTL - CAPITAL PROSECUTION GANG - DRUG AND GANG PROSECUTION IVAC - COUNTY ATTORNEY INITIATED INV PROP - PROPERTY CRIME PROSECUTION PROS - COMMUNITY BASED PROSECUTION SPCP - SPECIALIZED CRIME PROSECUTION 19PP - PROSECUTION $ 12,381,625 5,120,980 46,757,240 64,259,845 $ 13,339,435 6,288,025 53,217,673 72,845,133 $ $ 13,102,826 6,199,257 54,681,058 73,983,141 $ 14,018,554 3,301,557 4,864,935 6,193,184 4,400,634 33,908,517 1,715,678 68,403,059 $ $ 14,110,052 6,475,107 58,493,443 79,078,602 91,498 (3,301,557) (4,864,935) 281,923 (4,400,634) 24,584,926 (1,715,678) 10,675,543 0.6% N/A N/A 4.4% N/A 42.0% N/A 13.5% 753,840 $ 386,892 3,934,232 (643,880) 55,139 4,486,223 $ 779,518 428,509 3,914,311 61,330 5,183,668 6,388 (148,415) 20,844 2,630,153 (235,992) 1,400 (465,302) (3,605,188) (1,796,112) 0.8% N/A 4.9% 67.2% N/A 2.3% N/A N/A -34.6% $ BDFS - BUDGET AND FINANCIAL SERVICES FACI - FACILITIES MANAGEMENT HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT RECO - RECORDS MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED AND STATUTRY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD 747,148 336,839 3,374,315 59,603 4,517,905 $ - $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER TSPT - TECHNOLOGY SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS 99IT - INFORMATION TECHNOLOGY $ $ 757,570 1,799,875 1,485,789 4,043,234 TOTAL PROGRAMS $ 83,764,154 $ $ $ $ 151,843 151,843 $ $ $ 1,054,471 1,562,976 1,614,024 4,231,471 $ 93,227,867 $ 151,843 151,843 $ $ $ 1,089,422 1,576,264 1,684,075 4,349,761 $ 101,471,097 $ $ $ $ $ $ 738,791 403,164 3,768,001 62,152 4,972,108 152,697 152,697 $ 1,089,773 1,257,751 1,672,621 4,020,145 $ 94,873,012 $ $ $ $ $ $ 773,130 148,415 407,665 1,284,158 235,992 59,930 465,302 3,605,188 6,979,780 570,804 162,028 2,128,978 2,861,810 $ $ $ $ $ $ (570,804) N/A 151,843 100.0% N/A (162,028) N/A (2,128,978) (2,709,967) -1784.7% $ 998,967 1,879,336 562,287 921,558 4,362,148 $ 90,455 (303,072) 1,121,788 (921,558) (12,387) $ 99,351,972 $ 2,119,125 8.3% -19.2% 66.6% N/A -0.3% 2.1% Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED 5,777,460 1,495,726 7,273,186 $ 621,285 955,444 1,576,729 $ $ $ FY 2014 REVISED 6,933,464 1,400,000 8,333,464 $ $ $ 622,468 1,102,545 1,725,013 5,282,061 $ $ SUBTOTAL $ 71,818 299,567 371,385 ALL REVENUES $ TOTAL SOURCES $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE FY 2014 FORECAST 6,933,464 1,470,000 8,403,464 $ $ $ 622,468 1,102,545 1,725,013 6,156,750 $ $ $ 61,100 39,966 101,066 14,503,361 $ 14,503,361 $ $ FY 2015 ADOPTED 6,892,563 1,669,801 8,562,364 $ $ $ 621,268 956,393 1,577,661 6,156,750 $ $ $ 61,100 39,966 101,066 16,316,293 $ 16,316,293 $ $ 383 REVISED VS ADOPTED VAR % 5,131,945 1,524,404 6,656,349 $ $ $ 621,268 963,382 1,584,650 5,089,109 $ $ $ 52,574 37,948 90,522 16,386,293 $ 16,386,293 $ $ (1,801,519) 54,404 (1,747,115) -26.0% 3.7% -20.8% $ (1,200) (139,163) (140,363) -0.2% -12.6% -8.1% 3,752,781 $ (2,403,969) -39.0% $ $ 85,317 35,688 121,005 $ 24,217 (4,278) 19,939 39.6% -10.7% 19.7% 15,319,656 $ 12,114,785 $ (4,271,508) -26.1% 15,319,656 $ 12,114,785 $ (4,271,508) -26.1% $ $ Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED 47,260,343 $ 14,902 426,862 16,776,932 951,072 (360,071) 262,190 65,332,230 $ 2,179,298 5,423 101,661 180,793 2,467,175 $ $ 991,248 3,216,580 2,578,177 1,779,934 1,226,256 325,550 3,041,907 228,125 319,342 218,197 419,364 189,055 14,533,735 $ $ $ 1,392,268 38,746 1,431,014 ALL EXPENDITURES $ TOTAL USES $ $ $ FY 2014 REVISED 50,613,243 $ 100,317 344,721 18,865,354 959,964 (992,980) 924,980 70,815,599 $ 2,657,451 102,065 1,500,000 4,259,516 FY 2014 FORECAST 56,102,504 $ 79,170 511,423 19,649,946 699,466 (950,102) 1,424,186 77,516,593 $ $ 3,721,170 102,065 2,137,000 5,960,235 $ 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 $ 83,764,154 $ 93,227,867 $ 101,471,097 83,764,154 $ 93,227,867 $ 101,471,097 $ 600,587 3,497,784 4,490,765 1,867,807 2,016,759 450,000 3,150,952 337,850 479,400 213,078 1,293,316 131,890 18,530,188 $ $ $ $ FY 2015 ADOPTED 55,294,896 $ 40,481 527,009 19,167,286 804,761 (1,015,710) 1,199,391 76,018,114 $ 2,744,325 625 110,318 858,639 3,713,907 $ $ $ $ 556,962 3,023,393 2,818,263 1,834,407 1,077,211 460,250 3,157,588 334,562 204,888 216,367 976,322 148,627 240 14,809,080 (535,919) $ (535,919) $ 331,911 331,911 $ $ $ REVISED VS ADOPTED VAR % 58,580,799 $ 129,287 557,227 19,921,695 873,969 (1,969,298) 1,969,298 80,062,977 $ 2,269,967 1,000 87,748 629,901 2,988,616 $ $ (2,478,295) (50,117) (45,804) (271,749) (174,503) 1,019,196 (545,112) (2,546,384) -4.4% -63.3% -9.0% -1.4% -24.9% 107.3% -38.3% -3.3% 1,451,203 (1,000) 14,317 1,507,099 2,971,619 39.0% N/A 14.0% 70.5% 49.9% (203,652) 166,497 2,281,578 132,517 155,859 99,750 33,421 (107,030) 79,496 (12,132) 190,311 (57,326) (480) 2,758,809 -33.9% 4.8% 50.8% 7.1% 7.7% 22.2% 1.1% -31.7% 16.6% -5.7% 14.7% -43.5% N/A 14.9% -198.7% N/A -198.7% 804,239 3,331,287 2,209,187 1,735,290 1,860,900 350,250 3,117,531 444,880 399,904 225,210 1,103,005 189,216 480 15,771,379 $ $ $ 529,000 529,000 $ (1,064,919) (1,064,919) 94,873,012 $ 99,351,972 $ 2,119,125 2.1% 94,873,012 $ 99,351,972 $ 2,119,125 2.1% $ $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 42,703 42,703 $ $ 39,966 39,966 $ $ 39,966 39,966 $ $ 63,158 63,158 $ $ 60,000 60,000 $ $ $ FUND TOTAL SOURCES $ 5,804,984 5,804,984 $ $ 6,938,464 6,938,464 $ $ 6,938,464 6,938,464 $ $ 6,911,562 6,911,562 $ $ 5,185,349 5,185,349 $ $ (1,753,115) (1,753,115) -25.3% -25.3% $ FUND TOTAL SOURCES $ 3,419,172 3,419,172 $ $ 4,000,000 4,000,000 $ $ 4,000,000 4,000,000 $ $ 3,140,331 3,140,331 $ $ 2,012,040 2,012,040 $ $ (1,987,960) (1,987,960) -49.7% -49.7% $ $ 1,644,319 1,644,319 $ $ 1,683,250 1,683,250 $ $ 1,683,250 1,683,250 $ $ 1,551,052 1,551,052 $ $ 1,429,500 1,429,500 $ $ (253,750) (253,750) -15.1% -15.1% $ $ 1,578,551 1,578,551 $ $ 1,728,613 1,728,613 $ $ 1,728,613 1,728,613 $ $ 1,555,599 1,555,599 $ $ 1,555,630 1,555,630 $ $ (172,983) (172,983) -10.0% -10.0% $ $ $ 180,058 180,058 $ $ 243,012 243,012 $ $ 346,000 346,000 $ $ 346,000 346,000 $ $ 334,220 121 334,341 $ (165,942) (165,942) -48.0% N/A -48.0% $ $ 1,475,212 1,475,212 $ $ 1,405,000 1,405,000 $ $ 1,475,000 1,475,000 $ $ 1,657,979 1,657,979 $ $ 1,477,500 1,477,500 $ $ 2,500 2,500 0.2% 0.2% $ $ 188,150 188,150 $ $ 135,000 135,000 $ $ 135,000 135,000 $ $ 172,645 172,645 $ $ 200,000 200,000 $ $ 65,000 65,000 48.1% 48.1% $ $ 15,929 15,929 $ $ 40,000 40,000 $ $ 40,000 40,000 $ $ 24,318 24,318 $ $ 14,708 14,708 $ $ (25,292) (25,292) -63.2% -63.2% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 14,503,240 121 14,503,361 $ $ $ 16,316,293 16,316,293 $ $ $ 16,386,293 16,386,293 $ $ $ 15,319,656 15,319,656 $ $ $ 12,114,785 12,114,785 $ $ $ (4,271,508) (4,271,508) -26.1% N/A -26.1% 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 NON PROJECT 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 384 20,034 20,034 50.1% 50.1% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Attorney Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT MCAO CASE MANAGEMENT SYSTEM FUND TOTAL USES 219 COUNTY ATTORNEY GRANTS OPERATING 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 NON RECURRING NON PROJECT FUND TOTAL USES 269 VICTIM COMP RESTITUTION INT OPERATING NON RECURRING NON PROJECT FUND TOTAL USES FY 2013 ACTUAL $ FY 2014 ADOPTED $ 68,196,188 687,780 68,883,968 $ $ $ $ $ $ $ 70,940,676 70,940,676 5,818,899 5,818,899 $ $ 3,453,144 60,842 107,684 3,621,670 $ $ 1,377,383 448,280 1,825,663 $ 1,556,693 157,594 1,714,287 $ 275,570 10,567 286,137 $ 1,332,952 277,134 1,610,086 $ - $ $ $ 3,444 3,444 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 82,014,273 1,749,881 83,764,154 $ $ $ $ $ $ $ $ $ $ FY 2014 REVISED $ $ 77,362,618 643,880 225,000 78,231,498 6,938,464 6,938,464 $ $ 4,000,000 3,147,784 426,550 7,574,334 $ $ 1,683,250 1,936,850 3,620,100 $ 1,728,613 266,728 1,995,341 $ 346,000 13,900 359,900 $ 1,405,000 219,052 1,624,052 $ 135,000 135,000 $ $ $ 40,000 40,000 $ $ $ 87,217,003 6,010,864 93,227,867 $ $ $ $ $ 385 FY 2014 FORECAST $ $ 77,266,218 77,266,218 7,075,944 7,075,944 $ $ 4,000,000 147,784 3,426,550 7,574,334 $ $ 1,683,250 1,936,850 3,620,100 $ 1,903,681 266,728 2,170,409 $ 365,860 13,900 379,760 $ 1,475,000 219,052 1,694,052 $ 135,000 480,000 615,000 $ $ $ 40,000 70,000 110,000 $ $ $ 94,041,353 7,429,744 101,471,097 $ $ $ $ $ FY 2015 ADOPTED $ $ 82,979,918 529,000 83,508,918 $ 6,449,975 6,449,975 $ $ 5,185,349 5,185,349 $ $ 1,890,595 1,890,595 26.7% 26.7% 2,683,523 71,791 1,716,550 4,471,864 $ 2,012,040 1,710,000 3,722,040 $ 1,987,960 147,784 1,716,550 3,852,294 49.7% 100.0% 50.1% 50.9% 253,750 668,527 922,277 15.1% 34.5% 25.5% 348,051 266,728 614,779 18.3% 100.0% 28.3% 185,802 13,900 199,702 50.8% 100.0% 52.6% $ 1,505,900 1,072,551 2,578,451 $ 1,758,214 264,399 2,022,613 $ 351,321 7,000 358,321 $ 1,463,288 172,171 1,635,459 $ 71,000 71,000 $ $ $ 19,111 19,111 $ $ $ 91,568,550 3,304,462 94,873,012 $ $ $ $ $ REVISED VS ADOPTED VAR % $ $ 1,429,500 1,268,323 2,697,823 $ 1,555,630 1,555,630 $ 180,058 180,058 $ 1,477,500 144,186 1,621,686 $ 200,000 501,308 701,308 $ $ $ 14,708 164,452 179,160 $ $ $ 95,034,703 4,317,269 99,351,972 $ $ $ $ $ $ $ $ $ $ $ $ $ $ (5,617,300) -7.3% 643,880 100.0% (304,000) -135.1% (5,277,420) -6.7% (2,500) 74,866 72,366 -0.2% 34.2% 4.3% (65,000) (21,308) (86,308) -48.1% -4.4% -14.0% 25,292 63.2% (94,452) -134.9% (69,160) -62.9% (993,350) 3,112,475 2,119,125 -1.1% 41.9% 2.1% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Attorney Staffing by Program and Activity PROGRAM ACTIVITY CIVIL LEGAL SERVICES CIVIL SERVICES PROGRAM TOTAL COMMUNITY AND VICTIM OUTREACH COMMUNITY AND VICTIM OUTREACH PROGRAM TOTAL GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT FACILITIES MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT PROCUREMENT RECORDS MANAGEMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER INFRASTRUCTURE NETWORK SVCS TECHNOLOGY SUPPORT PROGRAM TOTAL JUVENILE JUVENILE PROGRAM TOTAL PROSECUTION CAPITAL PROSECUTION CHARGING ACTIVITY COMMUNITY BASED PROSECUTION COUNTY ATTORNEY INITIATED INV DRUG AND GANG PROSECUTION PROPERTY CRIME PROSECUTION SPECIALIZED CRIME PROSECUTION PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 ADOPTED FY 2014 ADOPTED FY 2014 REVISED FY 2014 FY 2015 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 96.00 96.00 86.00 86.00 86.50 86.50 86.50 86.50 86.50 86.50 - 0.0% 0.0% 16.00 16.00 15.00 15.00 15.00 15.00 15.00 15.00 19.00 19.00 4.00 4.00 26.7% 26.7% - - .00 - - 1.00 1.00 1.00 1.00 N/A N/A 7.00 34.00 5.00 1.00 47.00 7.00 35.00 6.00 1.00 49.00 7.00 33.00 .00 6.00 .00 1.00 .00 47.00 7.00 34.00 6.00 1.00 48.00 8.00 7.00 2.00 6.00 39.00 1.00 8.00 71.00 1.00 (26.00) 2.00 39.00 8.00 24.00 14.3% (78.8%) N/A 0.0% N/A 0.0% N/A 51.1% 10.00 1.00 19.00 30.00 10.00 1.00 20.00 31.00 10.00 1.00 .00 20.00 31.00 10.00 1.00 20.00 31.00 9.00 2.00 8.00 8.00 27.00 (1.00) 1.00 8.00 (12.00) (4.00) (10.0%) 100.0% N/A (60.0%) (12.9%) - - .00 - - 44.50 44.50 44.50 44.50 N/A N/A 160.00 524.00 59.00 743.00 932.00 167.50 525.00 62.00 754.50 935.50 .00 159.00 537.50 63.00 .00 .00 .00 759.50 939.00 164.50 529.00 63.00 756.50 937.00 30.00 165.50 302.00 63.00 61.00 54.50 21.00 697.00 946.00 30.00 6.50 (235.50) 61.00 54.50 21.00 (62.50) 7.00 N/A 4.1% (43.8%) 0.0% N/A N/A N/A (8.2%) 0.7% Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrative Staff Supv Administrator Applications Development Mgr Attorney Attorney - Civil Practice Mgr Attorney - Senior Counsel Business Systems Analyst Chief Deputy - County Attorney Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Communicatns Mgr-Crim Justice County Attorney Special Assistant Data Architect Database Administrator Database Administrator - Senior/Lead Department Facilities Planner Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 1.00 N/A 3.00 3.00 4.00 4.00 4.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 N/A 1.00 N/A 342.50 343.00 342.50 342.50 345.50 3.00 0.9% 5.00 5.00 5.00 5.00 5.00 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% 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% 3.00 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 1.00 N/A 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% 932.00 935.50 939.00 937.00 946.00 7.00 0.7% 386 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Attorney Staffing by Market Range Title (continued) MARKET RANGE TITLE Elected Executive Assistant Executive Assistant - Elected Official Finance Manager - Large Finance Support Supervisor Finance/Business Analyst General Laborer Grant-Contract Administrator Help Desk Coordinator Human Resources Analyst Human Resources Associate Human Resources Manager Human Resources Specialist Intern Investigations Supervisor - MCAO Investigations Task Force Commander - MCAO Investigator - MCAO Investigator Chief - MCAO IT Program Manager IT Security Analyst - Senior/Lead 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 Network Engineer Network Engineer Senior/Lead Nurse Legal Consultant Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor PC/LAN Technician Procurement Specialist Program Coordinator Programmer/Analyst Programmer/Analyst - Senior/Lead Social Worker Social Worker Supervisor Software Architect Software Sys Engineer - Sr/Ld Special Projects Manager Systems Admin & Analysis Mgr Systems Administrator Systems Administrator - Senior/Lead Technical Support Mgr Trainer Web Designer/Developer Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 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% 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 3.00 4.00 3.00 3.00 (1.00) (25.0%) 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 4.00 4.00 4.00 3.00 (1.00) (25.0%) 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 2.00 1.00 1.00 (1.00) (50.0%) 1.00 1.00 1.00 1.00 1.00 0.0% .50 .50 .50 .50 .50 0.0% 5.00 6.00 5.00 6.00 6.00 1.00 20.0% 1.00 1.00 1.00 1.00 1.00 0.0% 41.00 48.00 47.00 47.00 47.00 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% 97.00 104.00 97.00 97.00 97.00 0.0% 13.00 13.00 13.00 13.00 13.00 0.0% 4.00 5.00 6.00 6.00 6.00 0.0% 2.00 2.00 2.00 2.00 0.0% 3.00 0.0% 3.00 3.00 3.00 3.00 104.00 104.00 104.00 104.00 104.00 0.0% 0.0% 36.00 36.00 35.00 35.00 35.00 4.00 3.00 3.00 3.00 0.0% 3.00 2.00 2.00 2.00 3.00 2.00 (1.00) (33.3%) 1.00 1.00 (1.00) (100.0%) 3.00 3.00 (3.00) (100.0%) 1.00 1.00 1.00 1.00 1.00 0.0% 112.00 112.00 112.00 110.00 116.00 4.00 3.6% 18.00 16.00 17.00 19.00 18.00 1.00 5.9% 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 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 3.00 1.00 1.00 1.00 1.00 0.0% 2.00 3.00 3.00 3.00 3.00 0.0% 47.00 47.00 47.00 47.00 48.00 1.00 2.1% 8.00 8.00 8.00 8.00 8.00 0.0% 1.00 1.00 (1.00) (100.0%) 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 4.00 3.00 2.00 2.00 3.00 1.00 50.0% 4.00 4.00 1.00 1.00 4.00 3.00 300.0% 0.0% 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 932.00 935.50 939.00 937.00 946.00 7.00 0.7% 387 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Attorney 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 2013 FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED 769.00 742.00 755.50 754.50 804.00 1.00 1.00 1.00 1.00 68.00 86.00 75.00 75.00 58.00 28.00 37.00 38.00 37.00 35.00 33.00 36.50 36.50 36.50 26.00 9.00 9.00 9.00 9.00 3.00 24.00 24.00 24.00 24.00 20.00 932.00 935.50 939.00 937.00 946.00 REVISED TO ADOPTED VARIANCE VAR % 48.50 6.4% (1.00) (100.0%) (17.00) (22.7%) (3.00) (7.9%) (10.50) (28.8%) (6.00) (66.7%) (4.00) (16.7%) 7.00 0.7% Staffing Variance Analysis The Maricopa County Attorney's Office reallocated 37.5 positions from Special Revenue funds to the General Fund, due to reduction in special revenues. The General Fund inactivated two positions in order to transfer funding to the Sheriff’s Office for dedicated dispatch services. Additional Non Recurring positions were eliminated in the Criminal Justice Enhancement Fund due to reduced revenues. General Adjustments Personnel: FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: General Fund (100) Operating • Increase Other Services by $392,770 to meet demand. • Increase Supplies and Services by $123,194 to meet increased demand. • Increase Temporary Pay by $113,625. • Increase Other Benefits by $ 22,988 • Increase Regular Benefits by $22,757 for the impact of changes in retirement contribution rates. • Decrease Internal Service Charges by $118,526 for the impact of changes in risk management charges. • Increase Personnel costs by $768,219 for 13 additional positions requested after the Zero Based budget was submitted. • Increase expenditures by $75,993 for the reallocation of one position from MCAO RICO Fund (213) due to reduced revenues. • Increase expenditures by $1,135,050 for the reallocation of 17 positions from Grant Fund (219) due to reduced grant revenues. • Increase expenditures by $95,314 for the reallocation of three positions from Diversion Fund (220) due to reduced revenues. • Increase expenditures by $795,005 for the reallocation of 10.5 positions from Fill the Gap Fund (221) due to reduced revenues. • Increase expenditures by $282,986 for the reallocation of six positions from Check Enforcement Fund (266) due to reduced revenues. • Increase expenditures in order to reduce personnel salary and savings by $1,772,302 to better match forecasted vacancy rates. • Increase revenue by $20,034 due to trend analysis. • Increase expenditures by $235,992 due to Justice System support market increases. • Decrease budget by $139,216 and inactivate two positions for transfer of funding to MCSO for County Attorney Dispatch Services. 388 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Attorney General Fund (100) MCAO Case Management System • Budget $529,000 for case management system hardware. County Attorney RICO Fund (213) Operating • Reduce revenue and expenditures by $1,987,960 due to anticipated reduction in revenues. • Reallocate one position to General Fund due to RICO guidelines. County Attorney RICO Fund (213) Case Management Project • Carry forward $1,710,000 in project dollars for the development of the County Attorney case management system. County Attorney Grants Fund (219) Operating • Increase Regular Benefits by $1,794 for the impact of changes in retirement contribution rates. • Reduce expenditures by $1,135,050 for the reallocation of 17 positions to the General Fund. • Reduce other supplies and services by $764,235 to maintain structural balance. • Reduce grant revenues by $1,753,115 due to anticipated reduction in revenues from grant sources. Diversion Fund (220) Operating • Increase Regular Benefits by $468 for the impact of changes in retirement contribution rates. • Reduce expenditures by $95,314 for the reallocation of 3 positions to the General Fund. • Reduce other supplies and services by $158,904 to maintain structural balance. • Reduce Diversion revenues by $253,750 due to anticipated reduction in revenues. Diversion Fund (220) Non Recurring Non Project • Increase Regular Benefits by $468 for the impact of changes in retirement contribution rates. • Increase expenditure budget by $1,267,855 for use of fund balance to decrease backlog in sex crime and family violence cases and cold homicide casework. County Attorney Fill the Gap Fund (221) Operating • Increase Regular Benefits by $527 for the impact of changes in retirement contribution rates. • Reduce expenditures by $369,756 for the reallocation of 6 positions to the General Fund. • Increase expenditures by $175,068 for the impact of merit increases awarded in FY 2014. • Increase expenditures in order to reduce personnel salary and savings by $21,178 to better match forecasted vacancy rates. • Reduce Fill the Gap revenues by $172,983 due to anticipated reduction in revenues. County Attorney Fill the Gap Fund (221) Non Recurring Non Project • Reduce expenditures by $427,990 for the reallocations of 4.5 positions to the general fund. • Reduce salary savings by $162,417 associated with the 4.5 positions reallocated to the general fund. • Reduce expenditures by $1,155 for the impact of changes in retirement contribution rates. Check Enforcement Program Fund (266) Operating • Increase Regular Benefits by $55 for the impact of changes in retirement contribution rates. • Reduce expenditures by $282,986 for the reallocation of 6 positions to the General Fund. • Reduce other supplies and services by $116,989 to maintain structural balance. • Reduce Check Enforcement revenues by $165,942 due to anticipated reduction in revenues. 389 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Attorney Criminal Justice Enhancement Fund (267) Operating • Increase Regular Benefits by $556 for the impact of changes in retirement contribution rates. • Increase revenues by $72,500 due to an increase in funding based on current trends. • Increase expenditures by $71,944 to right-size services based on expanded revenue. Criminal Justice Enhancement Fund (267) Non Recurring Non Project • Increase Regular Benefits by $54 for the impact of changes in retirement contribution rates. • Increase expenditure budget by $144,132 for use of fund balance to decrease backlog in sex crime casework. Victim Compensation and Assistance Fund (268) Operating • Increase revenues and expenditures by $65,000 to right-size services based on expanded revenue. Victim Compensation and Assistance Fund (268) Non Recurring Non Project • Increase expenditure budget by $501,308 for use of fund balance to pay victim compensation claims. Victim Compensation Restitution Interest Fund (269) Operating • Reduce revenues and expenditures by $25,292 to right-size services based on reduced revenue. Victim Compensation and Assistance Fund (268) Non Recurring Non Project • Increase expenditure budget by $164,452 for use of fund balance to pay victim compensation claims. Programs and Activities The Maricopa County Attorney’s Office has a new strategic plan beginning in FY 2015. Therefore, no performance measure data is available to report. Civil Services Program The purpose of the Civil Services Program is to provide legal advice and representation to the Maricopa County Board of Supervisors, elected and appointed officials, departments, employees, and certain agents of the County so they can manage the business of the County with the benefit of timely and responsive legal advice and representation. Program Results Measure Description Percent of all civil claims resolved in favor of Maricopa County Percent of civil clients who were satisfied or very satisfied FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A N/A N/A Activities that comprise this program include: • Civil Services Activity 390 N/A FY 2015 ADOPTED N/A N/A REV VS ADOPTED VAR % N/A N/A N/A N/A Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2015 Adopted Budget Civil Services Activity The purpose of the Civil Services Activity is to provide legal advice and representation to the Maricopa County Board of Supervisors, elected and appointed officials, departments, employees and certain agents of the County so they can manage the business of the County with the benefit of timely and responsive legal advice and representation. 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 Result Output Output Output Demand Expenditure Ratio Revenue Measure Description Percent of all civil claims resolved in favor of Maricopa County Percent of civil clients who were satisfied or very satisfied Total number of civil claims represented Total number of civil claims against Maricopa County defended Number of civil claims by Maricopa County represented Number of civil claims filed against Maricopa County Total expenditure per civil claim represented FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 100 - GENERAL TOTAL SOURCES $ $ - 100 - GENERAL TOTAL USES $ 8,377,676 $ 8,377,676 $ $ - $ $ 24,031 24,031 $ $ 31,020 31,020 $ $ 31,020 31,020 N/A N/A $ 8,814,881 $ 8,814,881 $ $ 164,471 164,471 1.8% 1.8% Expenditure $ 8,979,352 $ 8,979,352 $ 8,847,181 $ 8,847,181 Community/Victim Outreach Program The purpose of the Community/Victim Outreach Program is to provide legal support and information to victims and their families, law enforcement agencies, civic organizations, schools, and residents of Maricopa County so they can work in partnership with MCAO to provide a safe community. Program Results Measure Description Percent of victims satisfied as determined by a satisfaction survey FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A Activities that comprise this program include: • Community/Victim Outreach Community/Victim Outreach Activity The purpose of the Community / Victim Outreach Activity is to provide legal support and information to victims and their families, law enforcement agencies, civic organizations, schools and residents of Maricopa County so they can work in partnership with the MCAO to provide a safe community. 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. 391 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Output Output Output Demand Expenditure Ratio Expenditure Ratio Revenue Measure Description Percent of victims satisfied as determined by a satisfaction survey Number of victims receiving services Dollars of victim financial reimbursements (dollars) Number of K-9 child victim sessions Number of participants in classes and presentations Number of requests for classes and presentations Total expenditure per class or presentation participant Expenditure per victim who received services FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A (436,913) 1,429,500 (165,942) 65,000 (32,000) $ 859,645 -18.5% N/A -48.0% 48.1% -80.0% 29.9% 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 266 - CHECK ENFORCEMENT PROGRAM 268 - VICTIM COMP AND ASSISTANCE 269 - VICTIM COMP RESTITUTION INT TOTAL SOURCES $ 2,134,162 334,341 188,150 15,929 $ 2,672,582 $ 2,356,432 346,000 135,000 40,000 $ 2,877,432 $ 2,217,805 243,012 172,645 24,318 $ 2,657,780 $ 1,919,519 1,429,500 180,058 200,000 8,000 $ 3,737,077 $ 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 266 - CHECK ENFORCEMENT PROGRAM 268 - VICTIM COMP AND ASSISTANCE 269 - VICTIM COMP RESTITUTION INT TOTAL USES $ $ $ $ $ Expenditure 127,598 2,148,315 286,137 3,444 $ 2,565,494 155,246 2,482,539 365,086 615,000 110,000 $ 3,727,871 222,835 2,234,247 350,547 71,000 19,111 $ 2,897,740 499,936 1,860,551 328,258 180,058 701,308 174,000 $ 3,744,111 $ (344,690) 621,988 (328,258) 185,028 (86,308) (64,000) (16,240) -222.0% 25.1% N/A 50.7% -14.0% -58.2% -0.4% Juvenile Program The purpose of the Juvenile Program is to provide juvenile adjudication and other legal support to the residents of Maricopa County and to youthful offenders so they can be rehabilitated in a manner that ensures public safety. Mandates: A.R.S. §11-532 establishes that the County Attorney’s Office shall conduct all prosecutions in the Superior Court for public offenses committed within the County on behalf of the state. Program Results Measure Description Percent of juvenile adjudications that result in a disposition FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A Activities that comprise this program include: • Juvenile Activity 392 FY 2015 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2015 Adopted Budget Juvenile Activity The purpose of the Juvenile Activity is to provide juvenile adjudication and other legal support to residents of Maricopa County and youthful offenders so they can be rehabilitated in a manner that ensures public safety and reduces recidivism. Mandates: A.R.S. §11-532 establishes that the County Attorney’s Office shall conduct all prosecutions in the Superior Court for public offenses committed within the County on behalf of the state. Measure Type Result Output Output Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of juvenile adjudications that result in a disposition Number of juvenile adjudications completed Number of juvenile diversion referrals Number of adoptions Number of juveniles adjudicated with prior adjudications Number of juvenile referrals Total expenditure per juvenile adjudication completed 100 - GENERAL TOTAL USES FY 2013 ACTUAL N/A $ $ FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $ (4,186,183) $ (4,186,183) N/A N/A - $ $ - $ $ - $ 4,186,183 $ 4,186,183 Prosecution Program The purpose of the Prosecution Program is to provide comprehensive felony, misdemeanor, delinquency and incorrigibility prosecution in the adult and juvenile courts to the people of Maricopa County so 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. 393 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Attorney Program Results Measure Description Percent of vehicle theft prosecutions completed within 180 days of arraignment Percent of vehicle theft case resolutions Percent of Fraud and Identity Theft (FITE) victims receiving restitution Percent of initial felony screenings resulting in charges being filed (filing rate Percent of initial felony screenings resulting in diversion from criminal prosecution Percent of new felony convictions within 3 years of prior Maricopa County conviction and/or release from the Arizona Department of Corrections commitment from a Maricopa County conviction Percent of criminal investigations resulting in a submittal Percent of capital cases resulting in a death sentence Percent of capital cases resulting in a life sentence Percent of capital cases resulting in a sentence of at least 15 years Percent of the total number of felonies resulting in a disposition of probation, jail and probation, Department of Corrections commitment, or Department of Correction commitment with probation Percent of the total number of gang-related prosecutions reaching a conviction disposition Percent of the total number of drug-related prosecutions reaching a conviction disposition Percent of dangerous crimes filings resulting in convictions (arsons, home invasions, weapons misconduct) Percent of specialized crime victims receiving restitution Percent of strangulation filings that result in a conviction FY 2013 ACTUAL 0.0% FY 2014 REVISED 0.0% FY 2014 FORECAST 0.0% FY 2015 ADOPTED N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 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: • Capital Prosecution Activity • Drug and Gang Prosecutions Activity • Investigations Activity • Pretrial/Charging Activity • • • REV VS ADOPTED VAR % N/A N/A Property Crime Activity Prosecution Activity Specialized Crime Prosecution Activity Capital Prosecution Activity The purpose of the Capital Prosecution Activity is to provide criminal prosecution of capital defendants to victims, their families and residents of Maricopa County so they can achieve a sense of justice, live in a safe community and hold offenders accountable. 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. 394 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Output Output Output Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of capital cases resulting in a death sentence Percent of capital cases resulting in a life sentence Percent of capital cases resulting in a sentence of at least 15 years Number of capital cases reaching disposition Number of post-conviction relief representations Number of capital cases Number of capital reviewed within 60 days Number of capital cases tried within 5 years Number of capital cases filed Total expenditure per capital case reaching disposition 100 - GENERAL 220 - DIVERSION 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES FY 2013 ACTUAL N/A $ FY 2015 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $ (2,926,897) (214,248) (160,412) $ (3,301,557) N/A N/A N/A N/A - $ FY 2014 FY 2014 REVISED FORECAST N/A N/A $ $ - $ $ - $ 2,926,897 214,248 160,412 $ 3,301,557 Drug and Gang Prosecutions Activity The purpose of the Drug and Gang Prosecutions Activity is to provide criminal prosecution of drug traffickers, gang members and gang related crimes to victims, their families and residents of Maricopa County so they can live in a safe community and hold offenders accountable. Mandates: A.R.S. §11-532 establishes that the County Attorney’s Office shall conduct all prosecutions in the Superior Court for public offenses committed within the County on behalf of the state. Measure Type Result Result Output Output Output Demand Demand Expenditure Ratio Revenue Measure Description Percent of the total number of gang-related prosecutions reaching a conviction disposition Percent of the total number of drug-related prosecutions reaching a conviction disposition Total number of drug-related filings reaching disposition Total number of gang-related filings reaching disposition Total number of drug and gang-related prosecutions reaching disposition Total number of drug-related prosecutions required Total number of gang-related prosecutions required Total expenditure per drug-related and gangrelated prosecutions reaching disposition FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 219 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ $ - $ $ - $ $ - $ 1,401,425 $ 1,401,425 $ 1,401,425 $ 1,401,425 N/A N/A 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ - $ - $ - $ 3,505,258 1,263,569 60,500 35,608 $ 4,864,935 $ (3,505,258) (1,263,569) (60,500) (35,608) $ (4,864,935) N/A N/A N/A N/A N/A Expenditure $ $ 395 $ Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2015 Adopted Budget Investigations Activity The purpose of the Investigations Activity is to provide investigations to prosecutors representing victims and law enforcement agencies and residents of Maricopa County so they can live in a safe community and hold offenders accountable. Mandates: A.R.S. §11-532 establishes that the County Attorney’s Office shall conduct all prosecutions in the Superior Court for public offenses committed within the County on behalf of the state. Measure Type Result Output Output Output Output Output Output Output Demand Expenditure Ratio Revenue Measure Description Percent of criminal investigations resulting in a submittal Number of completed criminal investigations initiated by the MCAO Number of subpoenas served Number of search warrants served Total number of completed criminal investigations Number of completed criminal investigations initiated by other law enforcement agencies with MCAO investigations support Number of Special Detail Requests (SDRs) completed by Deputy County Attorneys to assist during trials Number of misdemeanor cases submitted to Justice Courts Number of criminal investigations requested by other law enforcement agencies Total expenditure per completed criminal investigation FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A 3,422 15,376 FY 2015 ADOPTED N/A 11,794 REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 12,500 N/A N/A N/A N/A N/A N/A 2,440 14,780 $ 1,496.49 $ 421.12 $ 525.63 $ 1,666 25,984 27,650 $ - $ 1,179 14,531 15,710 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 213 - COUNTY ATTORNEY RICO 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP TOTAL USES $ 4,432,085 226,129 60,842 301,725 100,199 $ 5,120,980 $ $ $ 119,404 119,404 $ $ 5,398,178 181,878 613,128 $ 6,193,184 $ $ $ 119,404 119,404 N/A N/A N/A Expenditure $ 5,157,335 262,299 47,784 864,125 143,564 $ 6,475,107 396 $ 5,138,590 189,199 65,271 638,621 167,576 $ 6,199,257 $ (240,843) 80,421 47,784 250,997 143,564 281,923 -4.7% 30.7% 100.0% 29.0% 100.0% 4.4% Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2015 Adopted Budget Pretrial/Charging Activity The purpose of the Pretrial / Charging Activity is to provide felony case reviews and charging decisions to prosecutors representing victims and law enforcement agencies so they can successfully prosecute criminals, hold offenders accountable and provide a safe community. Mandates: A.R.S. §11-532 establishes that the County Attorney’s Office shall conduct all prosecutions in the Superior Court for public offenses committed within the County on behalf of the state. Measure Type Result Result Result Output Output Output Output Output Output Demand Expenditure Ratio Revenue Measure Description Percent of initial felony screenings resulting in charges being filed (filing rate Percent of initial felony screenings resulting in diversion from criminal prosecution Percent of new felony convictions within 3 years of prior Maricopa County conviction and/or release from the Arizona Department of Corrections commitment from a Maricopa County conviction Number of felony screenings submitted Number of offenders released within last 3 years from Maricopa County conviction and/or release from the Arizona Department of Corrections commitment from a Maricopa County conviction Number of criminal cases filed Number of felony submittals charged within 30 days Number of in-jail submittals charged within 48 hours Dollars of check enforcement restitutions Number of criminal cases submitted by law enforcement agencies Total activity expenditure per felony screening FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 24,719 N/A 40,168 N/A 43,478 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 221 - COUNTY ATTORNEY FILL THE GAP TOTAL SOURCES $ 1,578,551 $ 1,578,551 $ 1,728,613 $ 1,728,613 $ 1,555,599 $ 1,555,599 $ 1,555,630 $ 1,555,630 $ $ (172,983) (172,983) -10.0% -10.0% 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP 266 - CHECK ENFORCEMENT PROGRAM 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 9,774,596 204,951 793,184 1,327,749 281,145 $ 12,381,625 $ 11,092,917 215,638 928,204 1,510,550 13,900 348,843 $ 14,110,052 $ 10,423,499 125,427 815,463 1,398,092 7,000 333,345 $ 13,102,826 $ 11,571,311 88,129 864,030 1,147,828 347,256 $ 14,018,554 $ (478,394) 127,509 64,174 362,722 13,900 1,587 91,498 -4.3% 59.1% 6.9% 24.0% 100.0% 0.5% 0.6% Expenditure 397 $ Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2015 Adopted Budget Property Crime Activity The purpose of the Property Crime Activity is to provide criminal prosecution of property crimes and identity theft crimes to victims and residents of Maricopa County so they can have their personal property and identities protected and hold offenders accountable. Mandates: A.R.S. §11-532 establishes that the County Attorney’s Office shall conduct all prosecutions in the Superior Court for public offenses committed within the County on behalf of the state. Measure Type Result Result Result Output Output Output Demand Expenditure Ratio Revenue Measure Description Percent of vehicle theft prosecutions completed within 180 days of arraignment Percent of vehicle theft case resolutions Percent of Fraud and Identity Theft (FITE) victims receiving restitution Number of vehicle thefts prosecuted Number of identity thefts prosecuted Dollars of recovered assets Number of vehicle thefts submitted by law enforcement Total expenditure per vehicle theft prosecuted REV VS ADOPTED VAR % N/A N/A FY 2013 ACTUAL 0.0% FY 2014 REVISED 0.0% FY 2014 FORECAST 0.0% FY 2015 ADOPTED N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 569 N/A N/A 884 920 N/A N/A 1,372 920 N/A N/A 1,372 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 219 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ $ - $ $ - $ $ - $ $ 263,349 263,349 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS TOTAL USES $ - $ - $ - $ 4,138,157 262,477 $ 4,400,634 $ $ 263,349 263,349 N/A N/A Expenditure $ $ 398 $ $ (4,138,157) (262,477) $ (4,400,634) N/A N/A N/A Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2015 Adopted Budget Prosecution Activity The purpose of the Prosecution Activity is to provide effective trial presentations and post-conviction follow-up to victims, their families and residents of Maricopa County so they can live in a safe community and hold offenders accountable. Mandates: A.R.S. §11-532 establishes that the County Attorney’s Office shall conduct all prosecutions in the Superior Court for public offenses committed within the County on behalf of the state. Measure Type Result Output Output Output Output Output Demand Expenditure Ratio Revenue Measure Description Percent of the total number of felonies resulting in a disposition of probation, jail and probation, Department of Corrections commitment, or Department of Correction commitment with probation Total number of felony prosecutions reaching disposition Number of warrants issued Number of probation revocations Number of Department of Correction eligible offenders sent to prison Number of misdemeanor convictions Number of felony prosecutions required Total expenditure per felony prosecution reaching disposition FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 219 - COUNTY ATTORNEY GRANTS 213 - COUNTY ATTORNEY RICO 267 - CRIM JUSTICE ENHANCEMENT 269 - VICTIM COMP RESTITUTION INT TOTAL SOURCES $ 4,719,581 3,419,172 1,475,212 $ 9,613,965 $ 4,582,032 4,000,000 1,475,000 $ 10,057,032 $ 2,951,479 3,140,331 1,657,979 $ 7,749,789 $ 746,191 2,012,040 1,477,500 6,708 $ 4,242,439 $ (3,835,841) (1,987,960) 2,500 6,708 $ (5,814,593) -83.7% -49.7% 0.2% N/A -57.8% 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 213 - COUNTY ATTORNEY RICO 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT 269 - VICTIM COMP RESTITUTION INT TOTAL USES $ 38,262,499 3,105,730 3,560,828 321,198 286,339 1,220,646 $ 46,757,240 $ 43,920,387 3,984,387 7,526,550 1,311,174 516,295 1,234,650 $ 58,493,443 $ 44,186,461 3,762,605 4,406,593 682,469 456,945 1,185,985 $ 54,681,058 $ 27,211,329 1,083,379 3,722,040 617,659 407,802 861,148 5,160 $ 33,908,517 $ 16,709,058 2,901,008 3,804,510 693,515 108,493 373,502 (5,160) $ 24,584,926 38.0% 72.8% 50.5% 52.9% 21.0% 30.3% N/A 42.0% Expenditure 399 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2015 Adopted Budget Specialized Crime Prosecution Activity The purpose of the Specialized Crime Prosecution Activity is to provide criminal prosecution of dangerous offenders to victims, their families and residents of Maricopa County so they can live in a safe community and hold offenders accountable. Mandates: A.R.S. §11-532 establishes that the County Attorney’s Office shall conduct all prosecutions in the Superior Court for public offenses committed within the County on behalf of the state. Measure Type Result Result Result Output Output Output Output Demand Expenditure Ratio Measure Description Percent of dangerous crimes filings resulting in convictions (arsons, home invasions, weapons misconduct) Percent of specialized crime victims receiving restitution Percent of strangulation filings that result in a conviction Number of dangerous crime prosecutions (arsons, home invasions, weapons misconduct) resulting in dispositions Total number of dangerous driver prosecutions Total number of physical child abuse filings Total number of strangulation prosecutions Number of dangerous crime (arsons, home invasions, weapons misconduct) charges filed Total expenditure per number of dangerous crimes (arsons, home invasions, weapons misconduct) filings resulting in dispositions FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Revenue 219 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ $ - $ $ - $ $ - $ $ 735,461 735,461 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS TOTAL USES $ - $ - $ - $ 1,457,668 258,010 $ 1,715,678 $ $ 735,461 735,461 N/A N/A Expenditure $ $ 400 $ $ (1,457,668) (258,010) $ (1,715,678) N/A N/A N/A Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Market Adj 2nd Quarter Retention Pay and Market Adj FY 14 IT Market Study Adjustments 3rd and 4th Quarter Retention Pay and Market Adj 39,966 $ 6,421,942 5,852,315 473,877 7,033 56,913 31,804 $ - $ 77,362,618 $ 39,966 38,847 $ 274 (7,033) (56,913) (31,804) 113,826 20,497 - Agenda Item: $ C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 $ 77,401,465 $ 39,966 22,757 $ 22,757 5,458,920 $ 652,577 (118,526) 768,219 2,384,348 1,772,302 - $ - 20,034 20,034 $ 82,883,142 $ 7.1% 60,000 50.1% $ 235,992 $ 235,992 (139,216) $ (139,216) - 82,979,918 $ 7.2% 60,000 50.1% Agenda Item: $ $ $ FY 2015 Tentative Budget Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Justice System Support Market Adjustment Reallocations Reallocation Between Depts $ C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Personnel Additions and Related Costs Personnel Fund or Function Shifts Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec 70,940,676 Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Market Adj 2nd Quarter Retention Pay and Market Adj FY 14 IT Market Study Adjustments 3rd and 4th Quarter Retention Pay and Market Adj Annual Market Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ 401 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney General Fund (100) (continued) Expenditures Revenue MCAO CASE MANAGEMENT SYSTEM FY 2014 Adopted Budget Adjustments: Information and Communications Technology Technology Projects FY 2104 County Attorney Case Management System - $ 225,000 225,000 $ - $ 225,000 $ - (225,000) $ (225,000) - Agenda Item: $ C-19-14-046-2-00 $ - $ - $ 652,000 652,000 $ - $ 652,000 $ - (123,000) $ (123,000) - Agenda Item: $ FY 2015 Tentative Budget Adjustments: Information and Communications Technology Technology Projects Other Technology Projects $ C-19-14-046-2-00 FY 2015 Baseline Budget Threshold Adjustments: Information and Communications Technology Technology Projects Other Technology Projects Hardware for Case Management System - Agenda Item: FY 2014 Revised Budget Adjustments: Information and Communications Technology Technology Projects FY 2104 County Attorney Case Management System $ 652,000 Agenda Item: $ FY 2015 Adopted Budget $ 529,000 $ - County Attorney RICO Fund (213) Revenue Expenditures OPERATING FY 2014 Adopted Budget $ 4,000,000 $ 4,000,000 FY 2014 Revised Budget $ 4,000,000 $ 4,000,000 FY 2015 Baseline Budget Threshold $ 4,000,000 $ 4,000,000 Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ 402 - $ (1,987,960) $ (1,987,960) (1,987,960) (1,987,960) - 2,012,040 $ -49.7% 2,012,040 -49.7% Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2015 Adopted Budget County Attorney RICO Fund (213) (continued) Revenue Expenditures NON RECURRING NON PROJECT Adjustments: Information and Communications Technology Technology Projects County Attorney Case Management System - $ (3,000,000) $ (3,000,000) - $ 147,784 $ - $ 3,000,000 $ 3,000,000 (3,147,784) $ (47,784) (3,100,000) - 3,147,784 Agenda Item: C-19-14-035-2-00 FY 2014 Revised Budget Adjustments: Information and Communications Technology Technology Projects County Attorney Case Management System Non Recurring Non Recurring Carry Forward Other Non Recurring $ $ FY 2014 Adopted Budget Agenda Item: C-19-14-035-2-00 $ FY 2015 Baseline Budget Threshold $ - $ FY 2015 Adopted Budget $ Expenditures $ $ 426,550 $ - $ 3,000,000 3,000,000 $ - $ 3,426,550 $ - (3,000,000) $ (3,000,000) (426,550) $ (426,550) - - Revenue MCAO CASE MANAGEMENT SYSTEM FY 2014 Adopted Budget Adjustments: Technology Projects County Attorney Case Management System Agenda Item: C-19-14-035-2-00 FY 2014 Revised Budget Adjustments: Technology Projects County Attorney Case Management System Non Recurring Non Recurring Carry Forward Agenda Item: $ C-19-14-035-2-00 $ FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Non Recurring Carry Forward $ - $ - $ 1,710,000 1,710,000 $ - $ 1,710,000 $ - Agenda Item: FY 2015 Adopted Budget 403 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney RICO Fund (213) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 4,173,225 $ 4,028,012 $ 4,028,012 $ 3,970,730 $ 2,639,197 Sources: Operating Total Sources: $ $ 3,419,172 3,419,172 $ $ 4,000,000 4,000,000 $ $ 4,000,000 4,000,000 $ $ 3,140,331 3,140,331 $ $ 2,012,040 2,012,040 $ 3,453,144 168,526 3,621,670 $ $ $ 2,683,523 1,788,341 4,471,864 $ $ 4,000,000 3,574,334 7,574,334 $ $ 4,000,000 3,574,334 7,574,334 $ 2,012,040 1,710,000 3,722,040 (33,972) $ - $ - $ 456,808 $ - Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 3 $ - $ - $ - $ - $ $ 3,970,730 3,970,730 $ $ 453,678 453,678 $ $ 453,678 453,678 $ $ 2,639,197 2,639,197 $ $ 929,197 929,197 Expenditures Revenue Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance County Attorney Grants Fund (219) OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Market Adj $ $ C-49-13-092-2-00 C-49-14-020-0-00 6,938,464 137,480 $ 610,044 (472,564) - $ 7,075,944 $ 6,938,464 $ 6,896 6,896 $ - $ 7,082,840 $ 6,938,464 $ 1,794 1,794 (1,135,050) (1,135,050) (764,235) (764,235) $ (1,753,115) (1,753,115) - Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments Annual Market Adjustment - IT 6,938,464 Agenda Item: $ $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ 404 $ $ $ 5,185,349 $ -26.8% 5,185,349 -25.3% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney Grants Fund (219) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 5,804,984 5,804,984 Uses: Operating Total Uses: $ $ 5,818,899 5,818,899 Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ (87,268) $ FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED 506,633 $ 506,633 $ $ $ 6,938,464 6,938,464 $ $ 6,938,464 6,938,464 $ $ 6,911,562 6,911,562 $ $ 5,185,349 5,185,349 $ $ 6,938,464 6,938,464 $ $ 7,075,944 7,075,944 $ $ 6,449,975 6,449,975 $ $ 5,185,349 5,185,349 (13,915) $ - $ (137,480) $ 461,587 $ - $ - $ - $ - $ - - $ (101,176) (101,176) $ 506,633 506,633 $ 369,153 369,153 $ 360,411 360,411 $ $ 360,411 360,411 Expenditures Revenue 7 $ (101,176) $ $ 360,411 Diversion Fund (220) OPERATING FY 2014 Adopted Budget $ 1,683,250 $ 1,683,250 FY 2014 Revised Budget $ 1,683,250 $ 1,683,250 FY 2015 Baseline Budget Threshold $ 1,683,250 $ 1,683,250 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ $ $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ 405 468 468 (95,314) (95,314) (158,904) (158,904) $ $ $ $ 1,429,500 $ -15.1% (253,750) (253,750) 1,429,500 -15.1% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney Diversion Fund (220) (continued) Revenue Expenditures NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 1,936,850 $ - FY 2014 Revised Budget $ 1,936,850 $ - (1,936,850) $ (1,932,868) (3,982) - Adjustments: Non Recurring Non Recurring Carry Forward Other Non Recurring Agenda Item: $ FY 2015 Baseline Budget Threshold Agenda Item: Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Sex Crimes Backlog, Family Violence, Cold Homicide Casework $ - $ - $ 468 468 1,267,855 1,267,855 $ - $ $ $ 1,267,855 FY 2015 Adopted Budget $ 1,268,323 $ - Diversion Fund (220) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 2,826,540 $ 2,730,110 $ 2,730,110 $ 2,645,198 $ 1,617,799 Sources: Operating Total Sources: $ $ 1,644,319 1,644,319 $ $ 1,683,250 1,683,250 $ $ 1,683,250 1,683,250 $ $ 1,551,052 1,551,052 $ $ 1,429,500 1,429,500 $ $ $ $ 1,505,900 1,072,551 2,578,451 $ $ 1,683,250 1,936,850 3,620,100 $ $ 1,683,250 1,936,850 3,620,100 $ 1,429,500 1,268,323 2,697,823 Uses: Operating Non-Recurring Total Uses: $ 1,377,383 448,280 1,825,663 Structural Balance $ 266,936 $ - $ - $ 45,152 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - $ $ 2,645,198 2,645,198 $ $ 793,260 793,260 $ $ 793,260 793,260 $ $ 1,617,799 1,617,799 $ $ 349,476 349,476 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance 406 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2015 Adopted Budget County Attorney Fill the Gap Fund (221) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP $ 1,728,613 $ 175,068 175,068 $ - $ 1,903,681 $ 1,728,613 (175,068) $ (175,068) - C-49-13-092-2-00 Agenda Item: $ FY 2015 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Reallocate six positions to the General Fund Merit Increases Text Explanation 2 Fees and Other Revenues ProgRevenue Volume Inc/Dec 1,728,613 Agenda Item: FY 2014 Revised Budget Adjustments: Base Adjustments Other Base Adjustments $ $ 1,728,613 $ 1,728,613 527 $ 527 (173,510) $ (173,510) - Agenda Item: $ $ $ (369,756) 175,068 21,178 $ FY 2015 Adopted Budget Percent Change from Target Amount - $ (172,983) (172,983) $ 1,555,630 $ 1,555,630 -10.0% -10.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 266,728 $ - FY 2014 Revised Budget $ 266,728 $ - (266,728) $ (265,573) - (1,155) - Adjustments: Non Recurring Non Recurring Carry Forward Reallocate 4.5 positions to the General Fund Reduce Salary Savings associated with the 4.5 positions Other Non Recurring Agenda Item: $ $ (427,990) 162,417 FY 2015 Budget Target $ - $ - FY 2015 Adopted Budget $ - $ - 407 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney Fill the Gap Fund (221) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 690,444 $ 566,848 $ 566,848 $ 554,717 $ 87,703 Sources: Operating Total Sources: $ $ 1,578,551 1,578,551 $ $ 1,728,613 1,728,613 $ $ 1,728,613 1,728,613 $ $ 1,555,599 1,555,599 $ $ 1,555,630 1,555,630 $ $ $ 1,758,214 264,399 2,022,613 $ $ 1,903,681 266,728 2,170,409 $ $ 1,728,613 266,728 1,995,341 $ 1,555,630 1,555,630 (202,615) $ - Uses: Operating Non-Recurring Total Uses: $ 1,556,693 157,594 1,714,287 Structural Balance $ 21,858 $ - $ Accounting Adjustments $ 9 $ - $ - $ - $ - $ $ 554,717 554,717 $ $ 300,120 300,120 $ $ 125,052 125,052 $ $ 87,703 87,703 $ $ 87,703 87,703 Expenditures Revenue Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ (175,068) $ Check Enforcement Fund (266) OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP $ 346,000 $ 19,860 19,860 $ - $ 365,860 $ 346,000 $ (19,860) $ (19,860) - $ 346,000 C-49-13-092-2-00 Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec 346,000 Agenda Item: FY 2014 Revised Budget Adjustments: Base Adjustments Other Base Adjustments $ $ 346,000 Agenda Item: $ $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ 408 55 $ 55 (165,997) $ (282,986) 116,989 - $ - (165,942) (165,942) 180,058 $ -48.0% 180,058 -48.0% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Attorney Check Enforcement Program Fund (266) Fund Balance Summary FY 2013 ACTUAL Beginning Spendable Fund Balance FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED $ 257,587 $ 275,630 $ 275,630 $ 305,794 $ 190,485 $ 334,220 121 334,341 $ 346,000 346,000 $ 346,000 346,000 $ 243,012 243,012 $ 180,058 180,058 $ 351,321 7,000 358,321 $ $ 365,860 13,900 379,760 $ $ 346,000 13,900 359,900 $ $ 275,570 10,567 286,137 Structural Balance $ 58,650 $ - $ (19,860) $ Accounting Adjustments $ 3 $ - $ - $ - $ - $ $ 305,794 305,794 $ $ 261,730 261,730 $ $ 241,870 241,870 $ $ 190,485 190,485 $ $ 190,485 190,485 Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ 409 $ $ $ $ $ 180,058 180,058 (108,309) $ - Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Attorney Criminal Justice Enhancement Fund (267) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Non Recurring Budget Adjustment for Criminal Justice Enhancement Fund $ 1,405,000 $ 70,000 70,000 $ 70,000 70,000 $ 1,475,000 $ 1,475,000 C-19-14-037-2-00 Agenda Item: $ $ $ C-19-14-037-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec 1,405,000 Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments Annual Market Adjustment - IT Base Adjustments Other Base Adjustments Non Recurring Budget Adjustment for Criminal Justice Enhancement Fund $ 15,230 $ 15,230 (15,230) $ (15,230) (70,000) $ (70,000) (70,000) (70,000) $ 1,405,000 $ 1,405,000 $ 556 556 71,944 71,944 $ 72,500 72,500 Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ $ 1,477,500 $ 5.2% 1,477,500 5.2% NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 219,052 $ - FY 2014 Revised Budget $ 219,052 $ - (219,052) $ (218,185) (867) - Adjustments: Non Recurring Non Recurring Carry Forward Other Non Recurring Agenda Item: $ FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Sex Crimes Backlog $ - $ - $ 54 54 144,132 144,132 $ - 144,186 $ Agenda Item: $ $ FY 2015 Adopted Budget 144,132 $ 410 $ - Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Attorney Criminal Justice Enhancement Fund (267) Fund Balance Summary FY 2013 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2014 ADOPTED FY 2014 FORECAST FY 2015 ADOPTED $ 547,615 $ 508,341 $ 508,341 $ 412,744 $ 435,264 $ 1,475,212 1,475,212 $ 1,405,000 1,405,000 $ 1,475,000 1,475,000 $ 1,657,979 1,657,979 $ 1,477,500 1,477,500 $ $ $ $ $ 1,332,952 277,134 1,610,086 Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance FY 2014 REVISED $ $ $ 1,405,000 219,052 1,624,052 142,260 $ $ 3 $ $ 412,744 412,744 $ $ $ 1,475,000 219,052 1,694,052 - $ $ - $ $ 289,289 289,289 $ $ $ 1,463,288 172,171 1,635,459 $ 1,477,500 144,186 1,621,686 - $ 194,691 $ - $ - $ - $ - $ $ 289,289 289,289 $ $ 435,264 435,264 $ $ 291,078 291,078 Expenditures Revenue Victim Compensation and Assistance Fund (268) OPERATING FY 2014 Adopted Budget $ 135,000 $ 135,000 FY 2014 Revised Budget $ 135,000 $ 135,000 FY 2015 Baseline Budget Threshold $ 135,000 $ 135,000 $ 65,000 65,000 $ 65,000 65,000 200,000 $ 48.1% 200,000 48.1% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount $ 411 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Attorney Victim Compensation and Assistance Fund (268) (continued) Revenue Expenditures NON RECURRING NON PROJECT FY 2014 Adopted Budget $ - $ - $ 480,000 480,000 $ - $ 480,000 $ - (480,000) $ (480,000) - Agenda Item: Adjustments: Non Recurring Budget Adjustment for Victim Compensation Claims C-19-14-036-2-00 FY 2014 Revised Budget Adjustments: Non Recurring Budget Adjustment for Victim Compensation Claims Agenda Item: $ C-19-14-036-2-00 FY 2015 Baseline Budget Threshold $ - $ - $ 501,308 501,308 $ - $ 501,308 $ - Agenda Item: Adjustments: Base Adjustments Other Base Adjustments Sex Crimes Backlog $ 144,132 FY 2015 Adopted Budget Victim Compensation and Assistance Fund (268) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 1,257,708 $ 1,424,564 $ 1,424,564 $ 1,445,859 $ 1,547,504 Sources: Operating Total Sources: $ $ 188,150 188,150 $ $ 135,000 135,000 $ $ 135,000 135,000 $ $ 172,645 172,645 $ $ 200,000 200,000 $ $ $ $ 71,000 71,000 $ $ 135,000 480,000 615,000 $ $ 135,000 135,000 $ 200,000 501,308 701,308 Uses: Operating Non-Recurring Total Uses: $ - Structural Balance $ 188,150 $ - $ - $ 101,645 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - $ $ 1,445,859 1,445,859 $ $ 1,424,564 1,424,564 $ $ 944,564 944,564 $ $ 1,547,504 1,547,504 $ $ 1,046,196 1,046,196 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance 412 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Attorney Victim Compensation Restitution Interest Fund (269) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 40,000 $ 40,000 FY 2014 Revised Budget $ 40,000 $ 40,000 FY 2015 Baseline Budget Threshold $ 40,000 $ 40,000 Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ - $ (25,292) $ (25,292) (25,292) (25,292) - 14,708 $ -63.2% 14,708 -63.2% NON RECURRING NON PROJECT FY 2014 Adopted Budget Adjustments: Non Recurring Budget Adjustment for Victim Compensation Claims $ - $ 70,000 70,000 $ - $ 70,000 $ - (70,000) $ (70,000) - C-19-14-036-2-00 Agenda Item: $ C-19-14-036-2-00 FY 2015 Baseline Budget Threshold Adjustments: Base Adjustments Other Base Adjustments Victim Compensation Claims - Agenda Item: FY 2014 Revised Budget Adjustments: Non Recurring Budget Adjustment for Victim Compensation Claims $ $ - $ - $ 164,452 164,452 $ - $ 164,452 $ - Agenda Item: $ FY 2015 Adopted Budget 413 164,452 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Attorney Victim Compensation Restitution Interest Fund (269) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 778,225 $ 789,701 $ 789,701 $ 790,712 $ 795,919 Sources: Operating Total Sources: $ $ 15,929 15,929 $ $ 40,000 40,000 $ $ 40,000 40,000 $ $ 24,318 24,318 $ $ 14,708 14,708 $ $ $ $ 19,111 19,111 $ $ 40,000 70,000 110,000 $ $ 40,000 40,000 $ 14,708 164,452 179,160 Uses: Operating Non-Recurring Total Uses: $ 3,444 3,444 Structural Balance $ 12,485 $ - $ - $ 5,207 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - $ $ 790,712 790,712 $ $ 789,701 789,701 $ $ 719,701 719,701 $ $ 795,919 795,919 $ $ 631,467 631,467 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance 414 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2015 Adopted Budget County Manager Analysis by Dreamlyn Johnson, Management and Budget Analyst Summary Mission The mission of the County Manager's Office is to provide leadership and direction to County departments and agencies so that they can deliver quality services countywide. Vision To manage, lead, and direct Countywide services. This includes managing the continued financial stabilization plan, responding to citizenry and meeting public needs, providing leadership for County initiatives, initiating program development, and implementation in response to policy direction set by the Board of Supervisors, coordinating County issues which have regional impact, providing leadership related to county legislative initiatives and intergovernmental issues, and providing information to employees and the public concerning County activities. To assist the Board of Supervisors in every way possible in meeting the challenges facing the County in the years ahead. These include the efficient responsive provision of services, sound financial planning, growth management, and insightful policy recommendations. Strategic Goals TBD: Strategic goals will be reviewed during the FY 2016 Strategic Business Plan process. Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % COMM - COMMUTE OPTIONS 71CT - COMMUTE OPTIONS $ $ 1,310 $ 1,310 $ 600 $ 600 $ 600 $ 600 $ 1,090 $ 1,090 $ 600 $ 600 $ - 0.0% 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 2,359,352 $ 2,359,352 $ 2,000 $ 2,000 $ 1,405,308 $ 1,405,308 $ 1,244,810 $ 1,244,810 $ 7,000 $ 7,000 $ (1,398,308) (1,398,308) -99.5% -99.5% TOTAL PROGRAMS $ 2,360,662 $ 2,600 $ 1,405,908 $ 1,245,900 $ 7,600 $ (1,398,308) -99.5% 606,088 $ 977,640 1,583,728 $ 603,376 $ 996,385 1,599,761 $ 590,971 $ 990,302 1,581,273 $ 614,028 $ 992,659 1,606,687 $ (10,652) 3,726 (6,926) -1.8% 0.4% -0.4% 1,559 1,559 3.1% 3.1% USES CMSV - COMMUNICATION SERVICES GOVR - GOVERNMENT RELATIONS 20GC - GOVT RELATIONS AND COMM $ $ 542,511 $ 950,516 1,493,027 $ COMM - COMMUTE OPTIONS 71CT - COMMUTE OPTIONS $ $ 37,094 $ 37,094 $ 47,975 $ 47,975 $ 49,644 $ 49,644 $ 49,644 $ 49,644 $ 48,085 $ 48,085 $ ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 788,264 $ 788,264 $ 813,669 $ (18,849) 794,820 $ 854,458 $ 854,458 $ 810,247 $ 810,247 $ 473,578 $ 376,218 849,796 $ 380,880 (376,218) 4,662 44.6% N/A N/A 0.5% $ 2,359,352 $ 72,300 2,431,652 $ 2,000 $ 12,877 14,877 $ 1,405,308 $ 12,877 1,418,185 $ 1,237,065 $ 13,031 1,250,096 $ 7,000 $ 16,128 23,128 $ 1,398,308 12,877 (16,128) 1,395,057 99.5% 100.0% N/A 98.4% TOTAL PROGRAMS $ 4,750,037 $ 2,441,400 $ 3,922,048 $ 3,691,260 $ 2,527,696 $ $ GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 415 1,394,352 35.6% Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category FY 2013 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 2,359,352 2,359,352 $ $ 2,000 2,000 $ $ 1,405,308 1,405,308 $ $ 1,244,810 1,244,810 $ $ 7,000 7,000 $ $ $ SUBTOTAL $ 1,310 1,310 $ $ 600 600 $ $ 600 600 $ $ 1,090 1,090 $ $ 600 600 $ $ ALL REVENUES $ 2,360,662 $ 2,600 $ 1,405,908 $ 1,245,900 $ 7,600 $ 2,360,662 $ 2,600 $ 1,405,908 $ 1,245,900 $ 7,600 $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED (1,398,308) (1,398,308) -99.5% -99.5% - 0.0% 0.0% (1,398,308) -99.5% (1,398,308) -99.5% REVISED VS ADOPTED VAR % 1,273,992 $ 3,162 423 386,385 50 1,755 1,665,767 $ 1,296,033 $ 15,138 411,504 1,722,675 $ 1,360,031 $ 15,138 424,856 1,800,025 $ 1,333,356 $ 6,614 179 397,987 50 (2,259) 1,735,927 $ 1,387,018 $ 16,286 430,620 1,833,924 $ 15,967 $ 382 683 17,032 $ 27,018 $ 1,500 6,200 34,718 $ 27,008 $ 1,500 6,200 34,708 $ 22,189 $ 480 5,000 27,669 $ 22,986 $ 480 5,000 28,466 $ $ 2,951,617 $ 1,179 9,838 91,013 12,422 819 350 3,067,238 $ 610,986 $ 5,800 12,000 22,722 30,225 675 1,599 684,007 $ 2,014,294 $ 5,800 12,000 22,722 30,225 675 1,599 2,087,315 $ 1,840,150 $ 4,800 5,000 30,109 20,899 825 821 60 1,902,664 $ 599,044 $ 4,800 6,000 33,668 20,000 675 1,119 665,306 $ $ $ - $ - $ - $ - $ - $ - $ 25,000 $ 25,000 $ - $ - $ - N/A N/A ALL EXPENDITURES $ 4,750,037 $ 2,441,400 $ 3,922,048 $ 3,691,260 $ 2,527,696 $ 1,394,352 35.6% TOTAL USES $ 4,750,037 $ 2,441,400 $ 3,922,048 $ 3,691,260 $ 2,527,696 $ 1,394,352 35.6% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ (26,987) (1,148) (5,764) (33,899) -2.0% -7.6% N/A -1.4% N/A N/A -1.9% 4,022 1,020 1,200 6,242 14.9% 68.0% 19.4% 18.0% 1,415,250 1,000 6,000 (10,946) 10,225 480 1,422,009 70.3% 17.2% 50.0% -48.2% 33.8% 0.0% 30.0% N/A 68.1% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 1,310 $ 1,310 $ 600 $ 600 $ 600 $ 600 $ 1,090 $ 1,090 $ 600 $ 600 $ 249 NON DEPARTMENTAL GRANT OPERATING $ NON RECURRING NON PROJECT FUND TOTAL SOURCES $ 235,499 $ 2,123,853 2,359,352 $ - $ 2,000 2,000 $ - $ 1,405,308 1,405,308 $ - $ 1,244,810 1,244,810 $ - $ 7,000 7,000 $ 236,809 $ 2,123,853 $ 2,360,662 $ FY 2013 ACTUAL 600 $ 2,000 $ 2,600 $ FY 2014 ADOPTED 600 $ 1,405,308 $ 1,405,908 $ FY 2014 REVISED 1,090 $ 1,244,810 $ 1,245,900 $ FY 2014 FORECAST $ FUND TOTAL USES $ 2,390,685 $ 2,390,685 $ 2,439,400 $ 2,439,400 $ 2,516,740 $ 2,516,740 $ 2,454,195 $ 2,454,195 $ 2,520,696 $ 2,520,696 $ $ FUND TOTAL USES $ 2,359,352 $ 2,359,352 $ 2,000 $ 2,000 $ 1,405,308 $ 1,405,308 $ 1,237,065 $ 1,237,065 $ 7,000 $ 7,000 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,390,685 $ 2,359,352 $ 4,750,037 $ 2,439,400 $ 2,000 $ 2,441,400 $ 2,516,740 $ 1,405,308 $ 3,922,048 $ 2,454,195 $ 1,237,065 $ 3,691,260 $ 2,520,696 $ 7,000 $ 2,527,696 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING 249 NON DEPARTMENTAL GRANT NON RECURRING NON PROJECT 416 (1,398,308) (1,398,308) 0.0% 0.0% N/A -99.5% -99.5% 0.0% 600 $ 7,000 $ (1,398,308) -99.5% 7,600 $ (1,398,308) -99.5% FY 2015 REVISED VS ADOPTED ADOPTED VAR % (3,956) (3,956) -0.2% -0.2% 1,398,308 1,398,308 99.5% 99.5% (3,956) 1,398,308 1,394,352 -0.2% 99.5% 35.6% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Manager Staffing by Program and Activity PROGRAM ACTIVITY COMMUTE OPTIONS COMMUTE OPTIONS PROGRAM TOTAL GOVT RELATIONS AND COMM COMMUNICATION SERVICES GOVERNMENT RELATIONS PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT OPERATIONS SUPPORT PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .40 .40 .50 .50 .50 .50 .50 .50 .50 .50 - 0.0% 0.0% 6.20 4.00 10.20 6.00 4.00 10.00 6.00 4.00 10.00 6.00 4.00 10.00 6.00 4.00 10.00 - 0.0% 0.0% 0.0% 7.40 7.40 18.00 7.50 7.50 18.00 7.50 .00 7.50 18.00 7.50 7.50 18.00 2.00 5.50 7.50 18.00 (5.50) 5.50 - (73.3%) N/A 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist 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 Legislative Analyst Legislative Analyst – County Management Assistant Media Specialist Office Assistant Specialized Program Coordinator Department Total FY 2013 REVISED TO ADOPTED FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 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 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 2.00 3.00 3.00 3.00 0.0% 1.00 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 18.00 18.00 18.00 18.00 18.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 18.00 18.00 18.00 18.00 18.00 0.0% 18.00 18.00 18.00 18.00 18.00 0.0% General Adjustments Base Adjustments: General Fund (100) • Increase Regular Benefits by $705 for the impact of changes in retirement contribution rates. • Increase Internal Service Charges by $3,251 for the impact of the changes in risk management charges. Non Departmental Grant Fund (249) • Increase revenue and expenditures by $7,000 for expected Tribal Gaming Grants. All grant revenues received in this fund are passed through to other county departments and local municipalities. In FY 2014, the department received $1.2 million in funds to pass through. It is unknown at this time how much the department will receive year to year. Therefore, the department budgets at $7,000 and will go to the Board of Supervisors for an appropriation adjustment once the amount is determined for FY 2015. 417 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 Percent of state bills tracked whose outcome is favorable to the County FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 71.5% 77.6% 34.7% 97.3% FY 2015 ADOPTED 80.0% 100.0% REV VS ADOPTED VAR % 8.5% 11.9% 100.0% 2.7% 2.8% Activities that comprise this program include: • Communications Services • Government Relations Communications Services Activity 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 Expenditure Ratio 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 2013 ACTUAL N/A $ 264 2,736 264 2,736 198.29 $ $ 542,511 542,511 FY 2014 FY 2014 REVISED FORECAST 71.5% 77.6% $ 60 800 60 800 754.22 $ $ 603,376 603,376 $ 1,195 3,493 422 3,493 169.19 $ $ 590,971 590,971 FY 2015 ADOPTED 80.0% REV VS ADOPTED VAR % 8.5% 11.9% $ 450 3,000 450 3,000 204.68 $ 390 2,200 390 2,200 549.54 $ $ 614,028 614,028 $ $ (10,652) (10,652) 650.0% 275.0% 650.0% 275.0% 72.9% -1.8% -1.8% Activity Narrative: In FY 2015 when compared to FY 2014 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 Video Production Specialist position, which will result in an increase in production of video broadcasts and social media. These measures will be reviewed during the FY 2016 Strategic Business Plan update. 418 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 Expenditure Ratio 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 2013 ACTUAL 34.7% FY 2014 FY 2014 REVISED FORECAST 97.3% 100.0% FY 2015 ADOPTED 100.0% $ 3,300.40 $ 631.42 $ 624.80 $ 620.41 100 - GENERAL TOTAL USES $ $ 950,516 950,516 $ $ 996,385 996,385 $ $ 990,302 990,302 $ $ 992,659 992,659 REV VS ADOPTED VAR % 2.7% 2.8% 288 483 490 500 17 3.5% 288 288 1,578 483 1,585 490 1,600 500 22 17 1.4% 3.5% $ 11.01 1.7% $ $ 3,726 3,726 0.4% 0.4% Activity Narrative: The Government Relations team will be working on all legislative bills. The number of bills to review varies from year to year. These measures will be reviewed during the FY 2016 Strategic Business Plan update. 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 vehicle trips to and from work. Program Results Measure Description Percent of County employees who use an alternative mode of transportation. FY 2013 ACTUAL 66.7% FY 2014 FY 2014 REVISED FORECAST 49.0% 33.2% FY 2015 ADOPTED 56.8% REV VS ADOPTED VAR % 7.8% 16.0% Activities that comprise this program include: • Commute Options Commute Options Activity The purpose of the Commute Options Activity is to provide alternative travel incentives and strategies to Maricopa County employees so they can reduce their single-occupancy vehicle trips to and from work. Mandates: A.R.S. §11-251 (53) which 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. 419 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Output Demand Demand Expenditure Ratio Revenue FY 2014 FY 2014 REVISED FORECAST 49.0% 33.2% FY 2013 ACTUAL 66.7% FY 2015 ADOPTED 56.8% 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 $ 4.90 $ 23.51 $ 25.12 $ 5.86 100 - GENERAL TOTAL SOURCES $ $ 1,310 1,310 $ $ 600 600 $ $ 1,090 1,090 $ $ 100 - GENERAL TOTAL USES $ $ 37,094 37,094 $ $ 49,644 49,644 $ $ 49,644 49,644 $ $ REV VS ADOPTED % VAR 7.8% 16.0% 7,576 2,780 2,112 2,720 1,976 3,008 8,200 2,900 6,088 180 288.3% 6.6% 7,576 2,780 2,112 2,720 1,976 3,008 8,200 2,900 6,088 180 288.3% 6.6% $ 17.64 75.1% 600 600 $ $ - 0.0% 0.0% 48,085 48,085 $ $ 1,559 1,559 3.1% 3.1% Expenditure Activity Narrative: Commute Options will be responsible for the replacement of all existing Platinum Pass cards for existing cardholders in FY 2015. These measures will be reviewed during the FY 2016 Strategic Business Plan update. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 2,439,400 $ 600 $ 77,340 $ 77,340 - FY 2014 Revised Budget $ 2,516,740 $ 600 FY 2015 Baseline Budget Threshold $ 2,516,740 $ 600 $ 705 $ 705 3,251 $ 3,251 - 2,520,696 $ 0.2% 600 0.0% Adjustments: Employee Salary Adjustments County RPP Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Agenda Item: C-49-13-092-2-00 Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount 3,251 $ 420 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets County Manager Non Departmental Grant Fund (249) Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants County Manager Grant Reconciliation FY 14 County Manager Grant Reconciliation 2,000 $ 1,403,308 $ 1,242,810 160,498 1,403,308 1,242,810 160,498 $ 1,405,308 $ 1,405,308 $ (1,403,308) $ (1,242,810) (160,498) (2,000) $ (2,000) (1,403,308) (1,242,810) (160,498) (2,000) (2,000) C-20-14-021-2-00 C-20-14-044-2-00 Agenda Item: C-20-14-021-2-00 C-20-14-044-2-00 $ FY 2015 Baseline Budget Threshold Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation 2,000 $ Agenda Item: FY 2014 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants County Manager Grant Reconciliation FY 14 County Manager Grant Reconciliation Non Recurring Non Recurring Carry Forward $ $ - $ - $ 7,000 $ 7,000 7,000 7,000 $ 7,000 $ 7,000 Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 421 Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Deputy County Manager - 920 Analysis by Jack L. Patton, Principal 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 2013 ACTUAL PROGRAM / ACTIVITY FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % USES PFMG - PERFORMANCE MANAGEMENT 39PM - PERFORMANCE MANAGEMENT $ $ 64,838 $ 64,838 $ 261,055 $ 261,055 $ 245,238 $ 245,238 $ 219,621 $ 219,621 $ 212,569 $ 212,569 $ 32,669 32,669 13.3% 13.3% BDMF - BUDGET DEV MON FORECASTING 49PB - PLANNING AND BUDGETING $ $ 70,097 $ 70,097 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A POCO - POLICY AND COMPLIANCE 49PC - POLICY AND COMPLIANCE $ $ 252,224 $ 252,224 $ 363,444 $ 363,444 $ 453,406 $ 453,406 $ 435,942 $ 435,942 $ 499,761 $ 499,761 $ (46,355) (46,355) -10.2% -10.2% OPAD - OFFICE OF PROGRAM ADVOCACY 92OP - PROGRAM ADVOCACY $ $ - $ - $ 196,949 $ 196,949 $ 183,002 $ 183,002 $ 167,586 $ 167,586 $ 135,557 $ 135,557 $ 47,445 47,445 25.9% 25.9% BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ - $ 436,561 436,561 $ 70,647 $ 477,682 (13,988) 534,341 $ 73,565 $ 451,056 524,621 $ 72,797 $ 426,350 499,147 $ 74,479 $ 437,654 50,975 563,108 $ (914) 13,402 (50,975) (38,487) -1.2% 3.0% N/A N/A -7.3% $ - $ 2,568 2,568 $ - $ 3,051 3,051 $ - $ 3,051 3,051 $ - $ 3,791 3,791 $ 4,080 $ 4,746 8,826 $ (4,080) 3,051 (4,746) (5,775) N/A 100.0% N/A -189.3% TOTAL PROGRAMS $ 826,288 $ 1,358,840 $ 1,409,318 $ 1,326,087 $ 1,419,821 $ (10,503) -0.7% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 422 Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2015 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 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST REVISED VS ADOPTED VAR % FY 2015 ADOPTED 651,985 $ 494 182,365 14,748 (42,470) 17,990 825,112 $ 976,269 $ 301,445 11,712 1,289,426 $ 974,075 $ 280,691 11,820 1,266,586 $ 961,975 $ 325 276,070 1,238,370 $ 1,034,662 $ 303,065 11,820 1,349,547 $ (60,587) (22,374) (82,961) -6.2% N/A -8.0% 0.0% N/A N/A -6.5% SUBTOTAL $ 300 $ 300 $ 9,061 $ 1,500 10,561 $ 9,061 $ 1,500 10,561 $ 5,940 $ 625 6,565 $ 10,000 $ 10,000 $ (939) 1,500 561 -10.4% 100.0% 5.3% 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 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ ALL EXPENDITURES $ 130 $ 263 461 22 876 $ 826,288 $ 30,575 $ 6,828 1,050 17,080 1,000 1,820 500 58,853 $ 1,358,840 $ 103,893 $ 6,828 1,050 17,080 1,000 1,820 500 132,171 $ 1,409,318 $ 57,761 $ 4,914 440 12,124 4,723 969 211 10 81,152 $ 1,326,087 $ 34,277 $ 6,828 1,050 7,819 5,000 4,800 500 60,274 $ 1,419,821 $ 69,616 9,261 (4,000) (2,980) 71,897 (10,503) 67.0% 0.0% 0.0% 54.2% -400.0% -163.7% 0.0% N/A 54.4% -0.7% TOTAL USES $ 826,288 $ 1,358,840 $ 1,409,318 $ 1,326,087 $ 1,419,821 $ (10,503) -0.7% SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 826,288 $ 826,288 $ 1,358,840 $ 1,358,840 $ 1,409,318 $ 1,409,318 $ 1,326,087 $ 1,326,087 $ 1,419,821 $ 1,419,821 $ (10,503) (10,503) -0.7% -0.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 826,288 $ 826,288 $ 1,358,840 $ 1,358,840 $ 1,409,318 $ 1,409,318 $ 1,326,087 $ 1,326,087 $ 1,419,821 $ 1,419,821 $ (10,503) (10,503) -0.7% -0.7% Staffing by Program and Activity PROGRAM ACTIVITY INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES 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 2014 FY 2013 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.70 3.70 .30 3.70 4.00 .30 3.70 4.00 .30 3.70 4.00 .30 3.70 4.00 - 0.0% 0.0% 0.0% 2.00 2.00 3.00 3.00 2.00 2.00 2.00 2.00 2.00 2.00 - 0.0% 0.0% .30 .30 - .00 - - - - N/A N/A 4.00 4.00 4.00 4.00 5.00 5.00 5.00 5.00 5.00 5.00 - 0.0% 0.0% 10.00 2.00 2.00 13.00 1.00 1.00 12.00 1.00 1.00 12.00 1.00 1.00 12.00 - 0.0% 0.0% 0.0% 423 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Deputy County Manager - 920 Staffing by Market Range Title MARKET RANGE TITLE Administrator Co Pol/Compliance/PrgAdvoc Dir Communicatn Ofcr/Govt Liaison Deputy County Manager Director Exec Asst to Executive Officer IT Program Manager Management Analyst Managing for Results Faciltatr Policy and Compliance Consultant Program Manager - County Special Projects Manager Department Total FY 2013 REVISED TO ADOPTED FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 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% N/A 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 3.00 5.00 3.00 3.00 3.00 0.0% 2.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 N/A 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 10.00 13.00 12.00 12.00 12.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2013 REVISED TO ADOPTED FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 10.00 13.00 12.00 12.00 12.00 0.0% 10.00 13.00 12.00 12.00 12.00 0.0% General Adjustments Personnel: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: General Fund (100) • Increase Regular Benefits by $518 for the impact of changes in retirement contribution rates. • Increase expenditures by $54 for the impact of changes in risk management charges and net amount of reallocation from the Office of Management and Budget. 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. Program Results 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. FY 2013 ACTUAL 68.4% N/A FY 2014 FY 2014 REVISED FORECAST 68.4% 68.4% 84.6% Activities that comprise this program include: • Business Performance Management 424 84.6% FY 2015 ADOPTED 70.0% 84.6% REV VS ADOPTED VAR % 1.6% 2.4% 0.0% 0.0% Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 Expenditure Ratio Expenditure 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. 100 - GENERAL TOTAL USES FY 2013 ACTUAL 68.4% FY 2014 FY 2014 REVISED FORECAST 68.4% 68.4% N/A 84.6% 84.6% REV VS ADOPTED VAR % 1.6% 2.4% 84.6% 0.0% 0.0% 34 35 30 30 (5) -14.3% 34 34 35 35 30 30 30 30 (5) (5) -14.3% -14.3% 34 35 30 30 (5) -14.3% N/A $ $ $ FY 2015 ADOPTED 70.0% 64,838 64,838 $ $ 7,006.80 $ 7,320.70 $ 7,085.63 $ (78.83) -1.1% 245,238 245,238 $ $ 219,621 219,621 $ $ 212,569 212,569 $ $ 32,669 32,669 13.3% 13.3% Activity Narrative: In FY 2013, 68% 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 (2,093) demonstrates the familiarity with the MFR process across diverse functional areas within the County. For FY 2014, these values are expected to remain stable and slightly increase in FY 2015. The “Percent of departments rating MFR consultation services as very helpful” results measure is a departmental question (one response per department) and the respondents are usually administrative staff. In FY 2012, 84.6% of staff responded positively to this survey question. This value was used for the FY 2014 Revised Budget and Forecast. The Adopted value is estimated to approximate the FY 2014 Revised and Forecast value of 84.6%. Business Performance Management staff are expecting continued success in FY 2015 in providing relevant and useful services to departments; as evidenced by the 30 departments, which are forecasted to request assistance in modifying their departmental plans, outcomes and measures in FY 2015. 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. 425 Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2015 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, and districts so they can benefit from standardized methodologies, sound policies, and financial economies of scale that minimize 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 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 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 minimize risk exposure and are understandable to all parts of the organization. Mandates: Administrative mandate. Measure Type Result Output Demand Expenditure Ratio 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 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% 29 30 29 30 N/A $ 15,113.53 $ $ 252,224 252,224 $ $ 453,406 453,406 FY 2015 ADOPTED 100.0% REV VS ADOPTED % VAR 0.0% 0.0% $ 57 57 7,648.11 37 37 $ 13,507.05 $ $ $ 435,942 435,942 $ $ $ $ 499,761 499,761 7 7 1,606.48 (46,355) (46,355) 23.3% 23.3% 10.6% -10.2% -10.2% Activity Narrative: Policy and Compliance began organizational policy reviews in FY 2013 and is forecasted to nearly double in the number of policies requested and reviewed in FY 2014. As departments became more familiar with the services available through this activity and the expertise of staff, the number of requests for policy review significantly increased. In FY 2015, the number of reviews requested is forecasted to continue at a rate similar to that in FY 2013. Policy and Compliance expects to continue placing 100% of approved policies online within one business week of approval in order to promote education of new policies and build awareness of their policy library that archives all Maricopa County Policies. 426 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Deputy County Manager - 920 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. Program Results 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. FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 100.0% 81.0% FY 2015 ADOPTED 82.0% REV VS ADOPTED VAR % (18.0%) -18.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 87.5% 87.5% 75.0% (12.5%) -14.3% N/A 87.5% 87.5% 75.0% (12.5%) -14.3% N/A N/A N/A 100.0% N/A N/A Activities that comprise this program include: • Program Advocacy 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. 427 Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Result Result Output Output Output Demand Demand Demand Expenditure Ratio Expenditure 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 100 - GENERAL TOTAL USES FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 100.0% 81.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 87.5% 87.5% 75.0% (12.5%) -14.3% N/A 87.5% 87.5% 75.0% (12.5%) -14.3% N/A N/A N/A 100.0% N/A N/A N/A 10 21 50 40 400.0% N/A N/A 8 12 8 15 4 13 (4) 1 -50.0% 8.3% N/A 10 10 20 10 100.0% N/A N/A 8 12 11 15 11 13 3 1 37.5% 8.3% N/A $ 18,300.20 $ $ REV VS ADOPTED VAR % (18.0%) -18.0% FY 2015 ADOPTED 82.0% - $ $ 183,002 183,002 $ 7,980.29 $ 2,711.14 $ 15,589.06 85.2% $ $ 167,586 167,586 $ $ 135,557 135,557 $ $ 25.9% 25.9% 47,445 47,445 Activity Narrative: FY 2014 is the first year of Program Advocacy activities. Initial data indicate that 16 staff have participated in project management classes and 12 of them (75%) report being familiar with project management best practices. It is forecasted that 10 of these participants will complete their identified project in FY 2014 will all report utilizing project management best practices. For FY 2015, the number of project management class participants is expected to more than triple in size to 50 individuals. Program Advocacy guided 8 projects in FY 2014 and 7 (87.5%) of these were completed on time and under budget. In FY 2015, the number of mentored projects is expected to decrease due to the scale of the projects undertaken, which include a new integrated Finance, Budget and Procurement system, an electronic records management system for Correction Health, organizational alignment with HIPPA (Health Insurance Portability and Accountability Act) regulations and continued system management of ADP, the County’s personnel management and payroll system. . 428 Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments - $ 50,478 $ 39,486 1,889 9,103 - $ 1,409,318 $ - $ 9,931 $ (1,889) (9,103) 18,206 2,717 - $ 1,419,249 $ - $ 518 $ 518 3,105 $ 3,105 (3,051) $ (3,051) - 1,419,821 $ 0.0% - C-49-13-092-2-00 C-49-14-032-2-00 C-49-14-041-2-00 Agenda Item: C-49-14-032-2-00 C-49-14-041-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Reallocations Reallocation Between Depts 1,358,840 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ 429 Department Strategic Plans and Budgets Deputy County Manager - 930 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Deputy County Manager - 930 Analysis by Christine Jasinski, Management and Budget Analyst Summary 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. Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % USES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 88,120 $ 111,609 199,729 $ - $ - $ 9,316 $ 3,811 13,127 $ - $ (276) (276) $ - $ (2,376) (2,376) $ 9,316 6,187 15,503 INFR - INFRASTRUCTURE 99GV - GENERAL OVERHEAD BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER GISA - GIS APPLICATION DEV AND SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ - $ - $ - $ - $ - $ - $ - $ - $ 2,376 $ 2,376 $ (2,376) (2,376) N/A N/A $ $ 335,779 $ 290,280 74,920 101,293 802,272 $ - $ - $ 3,351 $ 755 431 (17,664) (13,127) $ (1,260) $ (254) (146) 1,936 276 $ - $ - $ 3,351 755 431 (17,664) (13,127) 100.0% 100.0% 100.0% 100.0% 100.0% TOTAL PROGRAMS $ 1,002,001 $ - $ - $ - $ - $ 430 - 100.0% 162.3% 118.1% N/A Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Deputy County Manager - 930 Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST REVISED VS ADOPTED VAR % FY 2015 ADOPTED 2,259,872 $ 990 741,337 66,805 (2,302,666) 766,338 $ 2,503,207 $ 845,368 8,000 (3,356,575) - $ 2,079,023 $ 701,189 8,000 (2,788,212) - $ 2,034,137 $ 934 677,336 6,760 (2,744,107) (24,940) $ 800,499 $ 266,099 (1,066,598) - $ 1,278,524 435,090 8,000 (1,721,614) - 61.5% N/A 62.1% 100.0% -61.7% N/A 9,216 $ 389 593,441 (537,970) 55,619 120,695 $ 12,800 $ 400 306,250 (319,450) - $ 12,800 $ 400 306,250 (319,450) - $ 4,213 $ 86 221,926 (225,981) 75 319 $ 2,000 $ 3,000 (5,000) - $ 10,800 400 303,250 (314,450) - 84.4% 100.0% 99.0% -98.4% N/A N/A 1,345 $ 475,439 796 2,374 7,026 73 (407,000) 20,968 101,021 $ 1,000 $ 1,090,770 15,500 79,474 300 (1,242,314) 55,270 - $ 1,000 $ 1,090,770 15,500 79,474 300 (1,242,314) 55,270 - $ 3,063 $ 858,858 422 5,879 53,057 172 (944,026) 47,196 24,621 $ 1,000 $ 4,509 3,500 20,006 150 (63,275) 34,110 - $ 1,090,770 (4,509) 12,000 59,468 150 (1,179,039) 21,160 - 0.0% 100.0% N/A 77.4% 74.8% 50.0% -94.9% 38.3% N/A $ 213,665 $ (199,718) 13,947 $ 380,088 $ (380,088) - $ 380,088 $ (380,088) - $ 367,979 $ (367,979) - $ - $ - $ 380,088 (380,088) - 100.0% -100.0% N/A ALL EXPENDITURES $ 1,002,001 $ - $ - $ - $ - $ - N/A TOTAL USES $ 1,002,001 $ - $ - $ - $ - $ - N/A FY 2014 ADOPTED FY 2014 REVISED SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ 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 0955 - CAPITAL-ALLOCATION OUT SUBTOTAL $ $ $ Uses by Fund and Function FUND / FUNCTION CLASS 226 PLANNING AND DEVELOPMENT FEES $ OPERATING NON RECURRING NON PROJECT FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ FY 2013 ACTUAL FY 2015 ADOPTED FY 2014 FORECAST REVISED VS ADOPTED VAR % 869,873 $ 132,128 1,002,001 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A N/A 869,873 $ 132,128 $ 1,002,001 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A N/A Staffing by Program and Activity PROGRAM ACTIVITY INDIRECT SUPPORT EXECUTIVE MANAGEMENT HUMAN RESOURCES PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER GIS APPLICATION DEV AND SUPP TECHNOLOGY SUPPORT PROGRAM TOTAL NOT ALLOCATED NOT ALLOCATED PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 REVISED TO ADOPTED FY 2015 REVISED FORECAST ADOPTED VARIANCE VAR % 4.00 6.75 10.75 2.00 11.00 13.00 2.00 10.00 12.00 2.00 11.00 13.00 2.00 11.00 13.00 1.00 1.00 0.0% 10.0% 8.3% 9.00 4.00 2.50 7.00 22.50 14.00 4.00 2.50 7.00 27.50 .00 .00 .00 .00 - - - - N/A N/A N/A N/A N/A 33.25 40.50 1.00 1.00 13.00 13.00 13.00 (1.00) (1.00) - (100.0%) (100.0%) 0.0% 431 Maricopa County Annual Business Strategies FY 2015 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 IT Division Manager IT Program Manager IT Services Supv Management Analyst Office Assistant PC/LAN Technician - Senior/Lead Programmer/Analyst Programmer/Analyst - Senior/Lead Special Projects Manager Systems Admin & Analysis Supv Systems Administrator Systems Administrator - Senior/Lead Trainer Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 N/A 1.00 N/A 2.00 2.00 N/A 1.00 2.00 N/A 1.00 1.00 N/A 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 N/A .50 .50 N/A 1.00 1.00 N/A 1.00 1.00 N/A 2.00 3.00 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 3.00 0.0% 1.00 N/A 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 2.00 2.00 N/A 1.00 N/A 1.00 N/A 1.00 1.00 1.00 1.00 0.0% 4.00 4.00 N/A 1.00 1.00 N/A 5.00 5.00 N/A 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 1.00 1.00 N/A 1.00 2.00 N/A .75 N/A 33.25 40.50 13.00 13.00 13.00 0.0% Staffing by Fund DEPARTMENT/FUND 226 PLANNING AND DEVELOPMENT FEES Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 33.25 40.50 13.00 13.00 13.00 0.0% 33.25 40.50 13.00 13.00 13.00 0.0% General Adjustments Personnel: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: Fund (226) Operating • Increase Regular Benefits by $398 for the impact of changes in retirement contribution rates. • Increase Internal Service Charges by $8,184 for the impact of changes in risk management charges. • Increase Internal Service Charges by $4,509 for the impact of changes in telecom charges. 432 Department Strategic Plans and Budgets Deputy County Manager - 930 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations Planning and Development Fees Fund (226) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - FY 2015 Adopted Budget $ - $ - The organizational management function for the Deputy County Manager (DCM) is structurally located in the Planning and Development Fees Fund (226). 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 cost for this agency, which is allocated out, is $1,134,873. 433 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Education Services Education Services Analysis by Zachary Wolfe, Management and Budget Analyst Summary Mission The mission of the Education Services Agency is to provide support for innovation and excellence in educational services through alliances to school districts and charter schools throughout Maricopa County so they can ensure that all children and youth will succeed. Vision Setting the standards of excellence in educational innovation, economic management and executive leadership with unparalleled competence and levels of service. Strategic Goals Fiscal Strength and Responsibility 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 systems in order for districts to reduce their audit findings. MCESA has implemented 3 additional trainings for FY 2013-14 and is utilizing data from trends from Financial System data to build additional training components targeted to continuing the trend of less audit findings in FY 2014-15. Growth and Economic Development 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%. 434 Maricopa County Annual Business Strategies FY 2015 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 the Arizona Readiness Standards implementation. In addition, MCESA has secured $3.45 million dollars through the Investing In Innovation grant. This grant f focuses on STEM learning through the use of the IVL and Technology in the hands of the student. The grant support professional development for teachers to become highly effective in the use of classroom technology, thus increasing academic achievement. 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 was 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 agency is now into its second year of partnering with 7 additional school districts 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. Each of these aforementioned grants has increased resources available to students, teachers and education administrators in order to increase student achievement as indicated by the Measure of Academic Progress (MAP). Unfortunately, there is no current information on MAP score determine effectiveness of the grant expenditures. Data is expected to be available in FY 2015 for this measure from the Expect More Arizona Survey. Department Specific 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 Expect More Arizona survey baseline data was captured in FY 2009 and released in FY 2010. It is expected that a follow-up survey will occur in FY 2014, with data being released in FY 2015. 435 Department Strategic Plans and Budgets Education Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % ELDR - EXECUTIVE LEADERSHIP 37EL - EXECUTIVE LEADERSHIP $ $ 29,000 $ 29,000 $ 12,000 $ 12,000 $ 12,000 $ 12,000 $ 6,015 $ 6,015 $ 12,000 $ 12,000 $ - EMGT - ECONOMIC MANAGEMENT 37EM - ECONOMIC MANAGEMENT $ $ 526,677 $ 526,677 $ 943,136 $ 943,136 $ 943,136 $ 943,136 $ 602,891 $ 602,891 $ 918,936 $ 918,936 $ EINN - EDUCATIONAL INNOVATION 37SC - EDUCATIONAL INNOVATION $ $ 9,495,206 $ 9,495,206 $ 21,421,736 $ 21,421,736 $ 21,421,736 $ 21,421,736 $ 19,871,418 $ 19,871,418 $ 25,885,158 $ 25,885,158 $ 4,463,422 4,463,422 20.8% 20.8% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 1,019,150 $ 1,019,150 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 11,070,033 $ 22,376,872 $ 22,376,872 $ 20,480,324 $ 26,816,094 $ 4,439,222 19.8% (24,200) (24,200) 0.0% 0.0% -2.6% -2.6% USES ELDR - EXECUTIVE LEADERSHIP 37EL - EXECUTIVE LEADERSHIP $ $ 944,703 $ 944,703 $ 601,884 $ 601,884 $ 640,517 $ 640,517 $ 966,963 $ 966,963 $ 635,671 $ 635,671 $ 4,846 4,846 0.8% 0.8% EMGT - ECONOMIC MANAGEMENT 37EM - ECONOMIC MANAGEMENT $ $ 2,400,771 $ 2,400,771 $ 3,824,934 $ 3,824,934 $ 3,850,770 $ 3,850,770 $ 5,182,272 $ 5,182,272 $ 2,708,151 $ 2,708,151 $ 1,142,619 1,142,619 29.7% 29.7% EINN - EDUCATIONAL INNOVATION 37SC - EDUCATIONAL INNOVATION $ $ 10,514,016 $ 10,514,016 $ 23,261,795 $ 23,261,795 $ 23,250,663 $ 23,250,663 $ 18,714,204 $ 18,714,204 $ 27,386,571 $ 27,386,571 $ (4,135,908) (4,135,908) -17.8% -17.8% FACM - FACILITIES CONSTRUCTION MGMT 91FD - CAPITAL FACILITIES DEVELOPMENT $ $ 230 $ 230 $ - $ - $ - $ - $ - $ - $ - $ - $ HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ 62,854 $ 354,609 417,463 $ 61,971 $ 355,845 (17,275) 400,541 $ 66,542 $ 366,292 432,834 $ 70,335 $ 358,370 428,705 $ 68,963 $ 366,992 435,955 $ (2,421) (700) (3,121) -3.6% -0.2% N/A -0.7% $ - $ 25,236 25,236 $ - $ 45,557 45,557 $ - $ 45,557 45,557 $ - $ 34,979 34,979 $ 41,059 $ 54,285 95,344 $ (41,059) 45,557 (54,285) (49,787) N/A 100.0% N/A -109.3% TOTAL PROGRAMS $ 14,302,419 $ 28,134,711 $ 28,220,341 $ 25,327,123 $ 31,261,692 $ (3,041,351) -10.8% $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ - N/A N/A 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 2013 ACTUAL 9,610,843 933,906 10,544,749 FY 2014 ADOPTED $ $ 376,309 $ 132,504 508,813 $ 20,468,590 $ 1,187,830 21,656,420 $ 250,136 470,316 720,452 $ $ 20,468,590 1,187,830 21,656,420 $ $ 250,136 $ 470,316 720,452 $ 11,070,033 $ 22,376,872 $ 436 22.6% -1.8% 21.3% 225,936 $ 324,012 549,948 $ (24,200) (146,304) (170,504) -9.7% -31.1% -23.7% $ $ - N/A N/A N/A 26,816,094 $ 4,439,222 19.8% 26,816,094 $ 4,439,222 19.8% $ 20,480,324 $ 20,480,324 $ $ 22,376,872 $ $ 4,630,607 (20,881) 4,609,726 25,099,197 1,166,949 26,266,146 $ 22,376,872 $ REVISED VS ADOPTED VAR % - $ 11,070,033 TOTAL SOURCES $ 344,737 $ 105,500 450,237 $ 22,376,872 $ ALL REVENUES $ $ $ $ SUBTOTAL $ $ $ - $ 19,154,049 874,676 20,028,725 FY 2015 ADOPTED 1,362 1,362 - $ - $ 6,471 10,000 16,471 $ FY 2014 FORECAST FY 2014 REVISED Department Strategic Plans and Budgets Education Services Maricopa County Annual Business Strategies FY 2015 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 2013 ACTUAL FY 2014 ADOPTED FY 2014 FORECAST FY 2014 REVISED FY 2015 ADOPTED REVISED VS ADOPTED VAR % (303,947) 19,036 3 (19,088) 175,011 (163,501) (292,486) -3.2% 11.8% 0.0% -0.6% N/A 65.6% -37.6% -2.2% 86,725 133,256 219,981 14.9% 0.0% 100.0% 30.3% 5,858,911 $ 9,429 30,540 1,896,607 59,959 (414,580) 524,523 7,965,389 $ 8,018,763 $ 166,700 23,236 2,877,344 (284,373) 432,622 11,234,292 $ 9,523,274 $ 161,315 23,236 3,254,820 (266,739) 435,393 13,131,299 $ 8,367,544 $ 62,948 32,193 2,764,456 (300,322) 451,207 11,378,026 $ 9,827,221 $ 142,279 23,233 3,273,908 (441,750) 598,894 13,423,785 $ 390,826 $ 3,796 285,104 679,726 $ 588,658 $ 11,830 133,256 733,744 $ 580,812 $ 11,830 133,256 725,898 $ 545,350 $ 4,059 549,409 $ 494,087 $ 11,830 505,917 $ - $ 4,006,175 852,261 189,485 549,099 52,122 6,832 1,330 5,657,304 $ - $ 14,327,897 776,313 187,715 620,750 20,500 3,500 (427,855) 427,855 15,936,675 $ - $ 12,505,452 776,313 179,629 616,750 16,500 3,500 (427,855) 427,855 14,098,144 $ 170 $ 11,576,974 784,795 139,577 551,081 46,466 4,888 1,537 (559,211) 623,411 13,169,688 $ - $ 15,772,581 700,578 181,123 655,750 18,458 3,500 (427,855) 427,855 17,331,990 $ $ - $ - $ 230,000 $ 230,000 $ 230,000 $ 35,000 265,000 $ 230,000 $ 230,000 $ - $ - $ ALL EXPENDITURES $ 14,302,419 $ 28,134,711 $ 28,220,341 $ 25,327,123 $ 31,261,692 $ (3,041,351) -10.8% TOTAL USES $ 14,302,419 $ 28,134,711 $ 28,220,341 $ 25,327,123 $ 31,261,692 $ (3,041,351) -10.8% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ $ $ N/A -26.1% 9.8% -0.8% -6.3% -11.9% 0.0% N/A 0.0% 0.0% -22.9% (3,267,129) 75,735 (1,494) (39,000) (1,958) (3,233,846) 100.0% 100.0% 100.0% 230,000 35,000 265,000 Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 29,399 $ 29,399 $ 117,000 $ 117,000 $ 117,000 $ 117,000 $ 111,015 $ 111,015 $ 117,000 $ 117,000 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 9,612,297 $ 9,612,297 $ 20,593,590 $ 20,593,590 $ 20,593,590 $ 20,593,590 $ 19,117,477 $ 19,117,477 $ 25,224,197 $ 25,224,197 $ 4,630,607 4,630,607 22.5% 22.5% $ FUND TOTAL SOURCES $ 110,473 $ 110,473 $ 109,657 $ 109,657 $ 109,657 $ 109,657 $ 109,997 $ 109,997 $ 109,657 $ 109,657 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 379,812 $ 379,812 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 411,916 $ 411,916 $ 600,000 $ 600,000 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 795 EDUCATIONAL SUPPLEMENTAL PROG OPERATING $ FUND TOTAL SOURCES $ 489,414 $ 489,414 $ 603,452 $ 603,452 $ 603,452 $ 603,452 $ 375,159 $ 375,159 $ 432,948 $ 432,948 $ (170,504) (170,504) -28.3% -28.3% 448,638 $ 448,638 $ 353,173 $ 353,173 $ 353,173 $ 353,173 $ 354,760 $ 354,760 $ 332,292 $ 332,292 $ (20,881) (20,881) -5.9% -5.9% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 11,070,033 $ 11,070,033 $ 22,376,872 $ 22,376,872 $ 22,376,872 $ 22,376,872 $ 20,480,324 $ 20,480,324 $ 26,816,094 $ 26,816,094 $ 715 SCHOOL GRANT OPERATING 669 SMALL SCHOOL SERVICE OPERATING 780 SCHOOL TRANSPORTATION OPERATING 782 SCHOOL COMMUNICATION OPERATING 437 4,439,222 4,439,222 19.8% 19.8% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Education Services Sources and Uses by Fund and Function (continued) FY 2013 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 2,247,182 $ 2,247,182 $ 2,318,140 $ 1,193,762 3,511,902 $ 2,365,999 $ 1,193,762 3,559,761 $ 2,320,002 $ 1,193,762 3,513,764 $ 2,578,452 $ 78,956 2,657,408 $ (212,453) 1,114,806 902,353 -9.0% 93.4% 25.3% $ FUND TOTAL USES $ 9,486,561 $ 9,486,561 $ 20,593,590 $ 20,593,590 $ 20,593,590 $ 20,593,590 $ 19,117,477 $ 19,117,477 $ 25,224,197 $ 25,224,197 $ (4,630,607) (4,630,607) -22.5% -22.5% $ - $ 734,076 734,076 $ - $ 1,654,819 1,654,819 $ 2,771 $ 1,654,819 1,657,590 $ - $ 935,758 935,758 $ - $ 1,117,223 1,117,223 $ FUND TOTAL USES $ 79,879 $ 79,879 $ 109,657 $ 109,657 $ 109,657 $ 35,000 144,657 $ 99,259 $ 99,259 $ 109,657 $ 72,051 181,708 $ $ FUND TOTAL USES $ 450,600 $ 450,600 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 411,916 $ 411,916 $ 600,000 $ 600,000 $ $ FUND TOTAL USES $ 795 EDUCATIONAL SUPPLEMENTAL PROG OPERATING $ NON RECURRING NON PROJECT FUND TOTAL USES $ 303,938 $ 303,938 $ 603,452 $ 603,452 $ 603,452 $ 603,452 $ 275,159 $ 275,159 $ 432,948 $ 153,953 209,825 796,726 $ 170,504 (153,953) (209,825) (193,274) 28.3% N/A N/A -32.0% 511,256 $ 488,927 1,000,183 $ 332,292 $ 728,999 1,061,291 $ 332,292 $ 728,999 1,061,291 $ 354,760 $ 619,030 973,790 $ 332,292 $ 352,138 684,430 $ 376,861 376,861 0.0% 51.7% 35.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 13,079,416 $ 1,223,003 $ 14,302,419 $ 24,557,131 $ 3,577,580 $ 28,134,711 $ 24,607,761 $ 3,612,580 $ 28,220,341 $ 22,578,573 $ 2,748,550 $ 25,327,123 $ 29,277,546 $ 1,984,146 $ 31,261,692 $ (4,669,785) 1,628,434 (3,041,351) -19.0% 45.1% -10.8% 715 SCHOOL GRANT OPERATING $ FY 2014 ADOPTED 255 DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT FUND TOTAL USES $ 669 SMALL SCHOOL SERVICE OPERATING NON RECURRING NON PROJECT 780 SCHOOL TRANSPORTATION OPERATING $ 782 SCHOOL COMMUNICATION OPERATING ENCUMBERED IN FUND 782 NON RECURRING NON PROJECT 2,771 537,596 540,367 100.0% 32.5% 32.6% 0.0% (37,051) -105.9% (37,051) -25.6% - 0.0% 0.0% Staffing by Program and Activity PROGRAM ACTIVITY ECONOMIC MANAGEMENT ECONOMIC MANAGEMENT PROGRAM TOTAL EDUCATIONAL INNOVATION EDUCATIONAL INNOVATION PROGRAM TOTAL EXECUTIVE LEADERSHIP EXECUTIVE LEADERSHIP PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT HUMAN RESOURCES PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 21.35 21.35 22.50 22.50 22.50 22.50 22.50 22.50 21.50 21.50 (1.00) (1.00) (4.4%) (4.4%) 82.05 82.05 102.50 102.50 123.50 123.50 121.50 121.50 121.50 121.50 (2.00) (2.00) (1.6%) (1.6%) 3.60 3.60 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 - 0.0% 0.0% 3.00 1.00 4.00 111.00 3.00 1.00 4.00 134.00 3.00 1.00 4.00 155.00 3.00 1.00 4.00 153.00 3.00 1.00 4.00 152.00 (3.00) 0.0% 0.0% 0.0% (1.9%) 438 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Education Services Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist 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 Finance/Business Analyst Finance/Business Analyst - County Grant-Contract Administrator Help Desk Coordinator Human Resources Associate Human Resources Specialist Intern IT Operations Manager IT Project Manager Management Analyst Management Assistant Media Specialist Network Engineer Office Assistant Office Assistant Specialized Operations Support Analyst PC/LAN Technician PC/LAN Technician - Senior/Lead Program Coordinator Programmer/Analyst - Senior/Lead Schools Program Manager Systems Administrator Systems Administrator - Senior/Lead Telecommunications Tech Trainer Department Total FY 2014 FY 2015 FY 2014 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 0.0% 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 7.00 7.00 0.0% 6.00 6.00 6.00 6.00 6.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 1.00 2.00 0.0% 8.00 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% 44.00 44.00 34.00 44.00 34.00 (14.3%) 12.00 (2.00) 14.00 12.00 10.00 7.00 0.0% 1.00 1.00 1.00 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% 4.00 4.00 4.00 2.00 4.00 N/A 1.00 N/A 1.00 N/A 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 1.00 1.00 0.0% 1.00 1.00 1.00 2.00 2.00 N/A 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 2.00 0.0% 6.00 3.00 6.00 6.00 2.00 0.0% 3.00 3.00 3.00 1.00 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 5.00 5.00 5.00 2.00 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 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 (50.0%) 1.00 (1.00) 2.00 2.00 1.00 2.00 0.0% 32.00 32.00 32.00 17.00 27.00 N/A 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 9.00 1.00 1.00 153.00 152.00 (3.00) (1.9% ) 111.00 134.00 155.00 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 FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 21.00 22.00 21.00 21.00 27.00 6.00 28.6% 12.00 12.00 12.00 12.00 12.00 0.0% 1.00 1.00 1.00 1.00 2.00 1.00 100.0% 58.00 81.00 101.00 100.00 100.00 (1.00) (1.0%) 2.00 4.00 7.00 6.00 6.00 (1.00) (14.3%) 17.00 14.00 13.00 13.00 5.00 (8.00) (61.5%) 111.00 134.00 155.00 153.00 152.00 (3.00) (1.9% ) Significant Variance Analysis • The department transferred three financial services positions from the Educational Supplemental Programming Fund (795) to the General Fund (100) to realign positions related with mandated services. Additionally, an increase in General Fund (100) operating expenditure appropriation added an additional three financial services positions from the Educational Supplemental Programming Fund (795) and a non-recurring appropriation facilitated a 439 Maricopa County Annual Business Strategies FY 2015 Adopted Budget • Department Strategic Plans and Budgets Education Services Marketing & Communications Administrator position to transfer from the Educational Supplemental Programming Fund (795) to the General Fund (100). Lastly, an accounting specialist in the General Fund (100) was inactivated. The department transferred the Itinerant Business Manager position from the Educational Supplemental Programming Fund (795) to the Small Schools Fund (669) to realign this position with the Small School Service Grant services. General Adjustments Base Adjustments: General Fund (100) Operating • Increase Internal Services Charges by $8,728 for the impact of the changes in Risk Management charges. • Increase Personal Services by $189,915 for the addition of three FTE financial services positions. General Fund (100) Non Recurring Non Project • Increase Personal Services by $78,956 for the addition of one FTE Marketing and Communications Administrator position. Detention Fund (255) Non Recurring Non Project • Carry forward of unused expenditure authority of $1,117,223 for the Transforming Juvenile Transition pilot program for post-adjudicated youth. This is the last year of the pilot program and employs 12 FTE positions. Small Schools Fund (669) Non Recurring Non Project • Increase Personal Services by $72,051 for the addition of one FTE Itinerant Business Manager Position. School Grant Fund (715) • Increase revenues and expenditures by $4,630,607 to reflect anticipated grant awards for FY 2015. School Communication Fund (782) Operating • Decrease in revenues and expenditures by $170,504 as a result of less professional development services being purchased by school districts. School Communication Fund (782) Non Recurring Non Project • Increase expenditures by $209,825 to cover the shortfall in operating revenue. • Increase expenditures by $153,953 for a payment to the Arizona Department of Education. Educational Supplemental Programming Fund (795) Operating • Decrease revenues by $20,881 due to a decline in the indirect fees recovered by school districts for MCESA. Educational Supplemental Programming Fund (795) Non Recurring Non Project • Increase Personal Services by $234,691 to cover two FTE positions, Administrator for Research and Evaluation and a Standards and Assessment Administrator. • Increase expenditures by $117,447 to cover the shortfall in operating revenue. 440 Department Strategic Plans and Budgets Education Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 2013 ACTUAL NA FY 2014 FY 2014 REVISED FORECAST 1.0% 1.0% FY 2015 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. Measure Type Result Output Demand Expenditure Ratio Revenue 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 2013 ACTUAL NA FY 2014 FY 2014 REVISED FORECAST 1.0% 1.0% FY 2015 ADOPTED 1.0% REV VS ADOPTED VAR % 0.0% 0.0% 223 80 80 125 45 56.3% 223 160 160 140 (20) -12.5% $ 47,148.05 $ 290,633.29 $ 233,927.55 $ 219,092.57 $ 71,540.72 24.6% 715 - SCHOOL GRANT 669 - SMALL SCHOOL SERVICE 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL SOURCES $ 8,583,058 109,657 353,853 448,638 $ 20,593,590 109,657 365,316 353,173 $ 19,153,414 109,657 253,587 354,760 $ 25,224,197 109,657 219,012 332,292 $ 4,630,607 (146,304) (20,881) 22.5% 0.0% -40.0% -5.9% $ 9,495,206 $ 21,421,736 $ 19,871,418 $ 25,885,158 $ 4,463,422 20.8% 100 - GENERAL 715 - SCHOOL GRANT 255 - DETENTION OPERATIONS 669 - SMALL SCHOOL SERVICE 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL USES $ $ $ $ Expenditure (209,490) $ 166,922 9,319,511 20,567,474 734,076 1,657,590 24,673 66,402 142,437 359,164 502,809 433,111 $ 10,514,016 $ 23,250,663 441 170,219 16,862,489 935,758 24,683 180,912 540,143 $ 18,714,204 194,415 25,160,090 1,117,223 14,301 389,885 510,657 $ 27,386,571 (27,493) (4,592,616) 540,367 52,101 (30,721) (77,546) -16.5% -22.3% 32.6% 78.5% -8.6% -17.9% $ (4,135,908) -17.8% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Education Services Activity Narrative: The FY 2015 budget reflects continued 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. In addition, MCESA has received additional funding to support STEM initiatives, and the reduction of recidivism through a justice department grant. Educational professional development services are component of the Education Innovation Activity and associated with the Small School Service Fund (782). When the cost per educational development session provided is measured against the Small School Service Fund (782), the cost per session significantly decreases to $3,119; however, this is an increase of $858 per session delivered when compared to FY 2014. The department is increasing costs in this service area in order to redevelop service provisions for partnering school districts. The number of educational professional development services requested is expected to slightly decline in FY 2015 while the department’s capacity to provide the requested professional development sessions is expected to increase in order to meet the demand. These sessions are expected to continue to positively impact student’s academic growth as measured by the Expect More Arizona survey. Economic Management Program The purpose of the Economic Management Program is to provide consulting, grant and finance management, professional development, customer support, technology support and advocacy to school district employees so they can increase fiscal prudence in their operations to enhance student learning. Program Results Measure Description Percent of districts in compliance FY 2013 ACTUAL 100.0% Percent of districts that move out of noncompliance FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% N/A 6.9% 6.9% FY 2015 ADOPTED 100.0% 6.9% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% Activities that comprise this program include: • Economic Management Activity Economic Management Activity The purpose of the Economic Management Program is to provide consulting, grant and finance management, professional development, customer support, technology support and advocacy to school district employees so they can increase fiscal prudence in their operations to enhance student learning. Mandates: A.R.S. §11-511 establishes powers and duties of the Superintendent of Schools; A.R.S. §15-301-§15-310 establishes more specific powers and duties as well as other functions of the Superintendent of Schools. The Maricopa County Superintendent of Schools is responsible for providing mandated services through educational support to the school districts within Maricopa County. Services provided include training, grant support, coordination of special elections, computer system and financial support, and special education services. Services are also provided to private and home-based schools. 442 Department Strategic Plans and Budgets Education Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Revenue 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 2013 ACTUAL 100.0% N/A FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% 6.9% 6.9% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% FY 2015 ADOPTED 100.0% 6.9% 116 40 40 40 - 0.0% 115 47 47 47 - 0.0% $ 20,696.30 $ 96,269.25 $ 129,556.80 $ 67,703.78 $ 28,565.48 29.7% 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 $ 1,112,423 166,820 55,206 450,600 161,501 454,221 $ 2,412,111 26,116 78,255 600,000 242,848 491,440 $ 2,009,197 2,254,988 74,576 411,916 94,247 337,348 $ 2,400,771 $ 3,850,770 $ 5,182,272 $ 399 10,089 816 379,812 135,561 526,677 $ 105,000 600,000 238,136 943,136 $ 105,000 $ (35,937) 340 411,916 121,572 602,891 $ 105,000 600,000 213,936 918,936 (24,200) (24,200) 0.0% N/A N/A 0.0% -10.2% -2.6% $ 1,309,981 64,107 167,407 600,000 406,841 159,815 $ 1,102,130 (37,991) (89,152) (163,993) 331,625 45.7% -145.5% -113.9% 0.0% -67.5% 67.5% $ 2,708,151 $ 1,142,619 $ $ Expenditure 29.7% Activity Narrative: The Department provides professional development sessions to school district employees to enhance business management skills and assist in their achievement of fiscal compliance. Requests for these sessions naturally decreased in FY 2014 in comparison to FY 2013; as staff were trained, they did not request training in the subsequent year. In FY 2015, the number of requests for professional development is expected to remain stable as the economy slowly improves. However, if school districts and charter schools reencounter high turnover rates for financial management staff, this will likely increase demand for training for these services. 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 2013 ACTUAL 98.4% FY 2014 FY 2014 REVISED FORECAST 73.0% 73.0% FY 2015 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. 443 Department Strategic Plans and Budgets Education Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: A.R.S. §11-511 establishes powers and duties of the Superintendent of Schools; A.R.S. §15-301-§15-310 establishes more specific powers and duties as well as other functions of the Superintendent of Schools. The Maricopa County Superintendent of Schools is responsible for providing mandated services through educational support to the school districts within Maricopa County. Services provided include training, grant support, coordination of special elections, computer system and financial support, and special education services. Services are also provided to private and home-based schools. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of citizens rating satisfaction as good or better Number of board training sessions provided Number of board training sessions requested FY 2013 ACTUAL 98.4% FY 2014 FY 2014 REVISED FORECAST 73.0% 73.0% FY 2015 ADOPTED 73.0% 4 6 5 5 5 5 5 5 Expenditure per board training session provided $ 236,175.75 $ 128,103.40 $ 193,392.60 $ 127,134.20 100 - GENERAL TOTAL SOURCES $ $ 29,000 29,000 $ $ 12,000 12,000 $ $ 6,015 6,015 $ $ 100 - GENERAL 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL USES $ 901,550 43,153 $ 503,777 136,740 $ 870,664 96,299 $ 944,703 $ 640,517 $ 966,963 REV VS ADOPTED VAR % 0.0% 0.0% - 0.0% 0.0% $ 969.20 0.8% 12,000 12,000 $ $ - 0.0% 0.0% $ 621,713 13,958 $ $ 635,671 $ Expenditure (117,936) 122,782 4,846 -23.4% 89.8% 0.8% Activity Narrative: MCESA Educational Leadership provides support to County school districts in County-wide communications, executive coordination and management of special elections for vacant school board seats. Expenditures for this activity are expected to decrease due to rent charges being transferred to grant programs. 444 Department Strategic Plans and Budgets Education Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments County RPP 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj 2,318,140 $ 117,000 $ 47,859 $ 37,499 2,219 7,404 737 - $ 2,365,999 $ 117,000 $ 13,810 $ (2,219) (7,404) (737) 14,808 9,362 - $ 2,379,809 $ 117,000 $ 198,643 $ 8,728 - 189,915 - Agenda Item: C-49-13-092-2-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2014 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Agenda Item: Base Adjustments Internal Service Charges Risk Management Personnel Fund or Function Shifts Financial Positions from Educational Supplemental Program Fund (795) $ 8,728 $ 189,915 FY 2015 Adopted Budget Percent Change from Threshold Amount $ 2,578,452 $ 8.3% Expenditures 117,000 0.0% Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 1,193,762 $ - FY 2014 Revised Budget $ 1,193,762 $ - Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: (1,193,762) FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Mark eting and Communications Administrator Position from Educational Supplemental Program Fund (795) - $ - $ - $ 78,956 $ 78,956 - $ 78,956 $ - Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount 445 78,956 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Education Services Detention Fund (255) Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 1,654,819 $ - FY 2014 Revised Budget $ 1,654,819 $ - $ (1,654,819) $ (1,652,402) (2,417) - $ - $ - $ 1,117,223 $ 1,117,223 - $ 1,117,223 $ - Adjustments: Non Recurring Non Recurring Carry Forward Other Non Recurring Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 446 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Education Services Small Schools Fund (669) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 109,657 $ 109,657 FY 2014 Revised Budget $ 109,657 $ 109,657 FY 2015 Baseline Budget Threshold $ 109,657 $ 109,657 FY 2015 Adopted Budget Percent Change from Threshold Amount $ 109,657 $ 0.0% 109,657 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget Adjustments: Non Recurring MCESA Additional Vehicles Added to Fleet $ - $ - $ 35,000 $ 35,000 - $ 35,000 $ - $ (35,000) $ (35,000) - $ - $ - $ 72,051 $ 72,051 - $ 72,051 $ - Agenda Item: C-37-14-035-M-00 FY 2014 Revised Budget Adjustments: Non Recurring MCESA Additional Vehicles Added to Fleet Agenda Item: C-37-14-035-M-00 FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount Small Schools Fund (669) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 143,268 $ 147,566 $ 147,566 $ 173,863 $ 184,601 Sources: Operating Total Sources: $ $ 110,473 110,473 $ $ 109,657 109,657 $ $ 109,657 109,657 $ $ 109,997 109,997 $ $ 109,657 109,657 $ $ $ 99,259 99,259 $ $ 109,657 35,000 144,657 $ $ 109,657 109,657 $ $ 79,879 79,879 $ 109,657 72,051 181,708 Structural Balance $ 30,594 $ - $ - $ 10,738 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 173,863 173,863 $ $ 147,566 147,566 $ $ 112,566 112,566 $ $ 184,601 184,601 $ $ 112,550 112,550 Uses: Operating Non-Recurring Total Uses: 447 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Education Services School Grant Fund (715) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 20,593,590 $ 20,593,590 FY 2014 Revised Budget $ 20,593,590 $ 20,593,590 FY 2015 Baseline Budget Threshold $ 20,593,590 $ 20,593,590 $ 4,630,607 $ 4,630,607 4,630,607 4,630,607 $ 25,224,197 $ 22.5% 25,224,197 22.5% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount School Grant Fund (715) Fund Balance Summary FY 2014 REVISED FY 2014 ADOPTED FY 2013 ACTUAL FY 2015 ADOPTED FY 2014 FORECAST (132,628) $ (132,628) (258,360) $ 778,396 $ 778,396 $ 9,612,297 9,612,297 $ $ 20,593,590 20,593,590 $ $ 20,593,590 20,593,590 $ $ 19,117,477 19,117,477 $ $ 25,224,197 25,224,197 $ $ 9,486,561 9,486,561 $ $ 20,593,590 20,593,590 $ $ 20,593,590 20,593,590 $ $ 19,117,477 19,117,477 $ $ 25,224,197 25,224,197 Structural Balance $ 125,736 $ - $ - $ - $ - Accounting Adjustments $ (4) $ - $ - $ - $ - $ - $ (132,628) (132,628) $ 778,396 778,396 $ 778,396 778,396 $ Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ Uses: Operating Total Uses: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ - $ (132,628) (132,628) $ $ (132,628) (132,628) School Transportation Fund (780) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 600,000 $ 600,000 FY 2014 Revised Budget $ 600,000 $ 600,000 FY 2015 Baseline Budget Threshold $ 600,000 $ 600,000 FY 2015 Adopted Budget Percent Change from Threshold Amount $ 600,000 $ 0.0% 600,000 0.0% 448 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Education Services School Transportation Fund (780) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 226,373 $ 226,373 $ 226,373 $ 155,585 $ 155,585 Sources: Operating Total Sources: $ $ 379,812 379,812 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ 411,916 411,916 $ $ 600,000 600,000 Uses: Operating Total Uses: $ $ 450,600 450,600 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ 411,916 411,916 $ $ 600,000 600,000 Structural Balance $ (70,788) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 155,585 155,585 226,373 226,373 $ $ 226,373 226,373 $ $ 155,585 155,585 $ $ 155,585 155,585 $ $ 449 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Education Services School Communication Fund (782) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 603,452 $ 603,452 FY 2014 Revised Budget $ 603,452 $ 603,452 FY 2015 Baseline Budget Threshold $ 603,452 $ 603,452 $ (170,504) $ (170,504) (170,504) (170,504) $ 432,948 $ -28.3% 432,948 -28.3% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 209,825 $ 209,825 - $ 209,825 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount Expenditures Revenue ENCUMBERED IN FUND 782 FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 153,953 $ 153,953 - $ 153,953 $ - Adjustments: Non Recurring Other Non Recurring Payment to the Arizona Department of Education Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount 450 153,953 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Education Services School Communication Fund (782) Fund Balance Summary FY 2015 ADOPTED FY 2014 FORECAST FY 2014 REVISED FY 2014 ADOPTED FY 2013 ACTUAL Beginning Spendable Fund Balance $ 144,348 $ 145,897 $ 145,897 $ 329,825 $ 429,825 Sources: Operating Total Sources: $ $ 489,414 489,414 $ $ 603,452 603,452 $ $ 603,452 603,452 $ $ 375,159 375,159 $ $ 432,948 432,948 Uses: Operating Total Uses: $ $ 303,938 303,938 $ $ 603,452 603,452 $ $ 603,452 603,452 $ $ 275,159 275,159 $ $ 432,948 796,726 Structural Balance $ 185,476 $ - $ - $ 100,000 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - $ 329,825 329,825 $ 145,897 145,897 $ 145,897 145,897 $ 429,825 429,825 $ $ 66,047 66,047 Expenditures Revenue Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ $ $ Educational Supplemental Programming Fund (795) OPERATING FY 2014 Adopted Budget $ 332,292 $ 353,173 FY 2014 Revised Budget $ 332,292 $ 353,173 FY 2015 Baseline Budget Threshold $ 332,292 $ 353,173 $ - $ - (20,881) (20,881) $ 332,292 $ 0.0% 332,292 -5.9% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 728,999 $ - FY 2014 Revised Budget $ 728,999 $ - $ (728,999) $ (728,999) - $ - $ - $ 352,138 $ 352,138 - $ 352,138 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 451 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Education Services Educational Supplemental Programming Fund (795) Fund Balance Summary FY 2015 ADOPTED FY 2014 FORECAST FY 2014 REVISED FY 2014 ADOPTED FY 2013 ACTUAL Beginning Spendable Fund Balance $ 1,522,703 $ 994,104 $ 994,104 $ 971,168 $ 352,138 Sources: Operating Total Sources: $ $ 448,638 448,638 $ $ 353,173 353,173 $ $ 353,173 353,173 $ $ 354,760 354,760 $ $ 332,292 332,292 $ 511,256 488,927 1,000,183 $ $ $ 354,760 619,030 973,790 $ $ 332,292 728,999 1,061,291 $ $ 332,292 728,999 1,061,291 $ 332,292 352,138 684,430 (62,618) $ 20,881 $ 20,881 $ - $ - Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 10 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 971,168 971,168 $ $ 285,986 285,986 $ $ 285,986 285,986 $ $ 352,138 352,138 $ $ - 452 Maricopa County Annual Business Strategies FY 2015 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 Regional Services 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 upward trend is expected to continue, as casting a ballot via the early ballot process has become easier. 453 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % ELEC - ELECTION PROCESSING 21EL - ELECTIONS PROCESSING $ $ 4,793,094 $ 4,793,094 $ 4,015,152 $ 4,015,152 $ 4,015,152 $ 4,015,152 $ 5,822,967 $ 5,822,967 $ 4,619,157 $ 4,619,157 $ CAND - CANDIDATE FILING CAMPAIGN FIN VREG - VOTER REGISTRATION $ 18,943 $ 25,284 11,001 $ 304 11,001 $ 304 10,042 $ 2,378 12,001 $ 204 1,000 (100) $ 44,227 $ 11,305 $ 11,305 $ 12,420 $ 12,205 $ 900 8.0% ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ - $ - $ 2 $ 2 $ 2 $ 2 $ - $ - $ 2 $ 2 $ - 0.0% 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 128,267 $ 128,267 $ - $ - $ - $ - $ 2,066,080 $ 2,066,080 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 4,965,588 $ 4,026,459 $ 4,026,459 $ 7,901,467 $ 4,631,364 $ 604,905 15.0% $ 14,740,961 $ 554,209 7,317,337 $ 1,262,654 9,752,006 $ 1,271,753 10,847,069 $ 656,453 17,478,399 $ 1,287,847 (7,726,393) (16,094) -79.2% -1.3% $ 15,295,170 $ 8,579,991 $ 11,023,759 $ 11,503,522 $ 18,766,246 $ (7,742,487) -70.2% $ 141,199 $ 1,091,964 1,233,163 $ 146,726 $ 1,087,787 1,234,513 $ 141,392 $ 975,667 1,117,059 $ 147,866 $ 1,642,218 1,790,084 $ (1,140) (554,431) (555,571) -0.8% -51.0% -45.0% 21PE - PRE ELECTION PROCESSING 604,005 604,005 15.0% 15.0% 9.1% -32.9% USES ELEC - ELECTION PROCESSING PELP - POST ELECTION PROCESSING 21EL - ELECTIONS PROCESSING CAND - CANDIDATE FILING CAMPAIGN FIN VREG - VOTER REGISTRATION 21PE - PRE ELECTION PROCESSING $ 143,605 $ 2,058,967 2,202,572 $ BDFS - BUDGET AND FINANCIAL SERVICES $ 296,805 $ 294,214 $ 307,222 $ 305,067 $ 305,775 $ $ 66,050 821,082 1,183,937 $ 52,158 742,201 (34,596) 1,053,977 $ 54,730 796,068 1,158,020 $ 54,550 715,375 1,074,992 $ 57,288 438,421 9,872 380,841 1,192,197 $ (2,558) 357,647 (9,872) (380,841) (34,177) -4.7% 44.9% N/A N/A -3.0% $ - $ 60,156 60,156 $ - $ 60,835 60,835 $ - $ 60,835 60,835 $ - $ 60,827 60,827 $ 38,347 $ 49,745 88,092 $ (38,347) 60,835 (49,745) (27,257) N/A 100.0% N/A -44.8% TOTAL PROGRAMS $ 18,741,835 $ 10,927,966 $ 13,477,127 $ 13,756,400 $ 21,836,619 $ (8,359,492) -62.0% HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 1,447 0.5% Sources and Uses by Category CATEGORY INTERGOVERNMENTAL $ 0615 - GRANTS 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ FY 2013 ACTUAL FY 2014 REVISED FY 2014 ADOPTED -60.5% 104.9% 14.9% 203 203 $ $ (199) (199) -49.5% -49.5% $ 12,000 $ 1,000 9.1% $ $ $ 8,006 8,006 $ 4,500 4,500 N/A 128.4% 128.4% 7,901,467 $ 4,631,364 $ 604,905 15.0% 7,901,467 $ 4,631,364 $ 604,905 15.0% $ 402 402 $ $ 402 402 $ $ 1,084 1,084 $ $ 11,000 $ 11,000 $ 9,985 - $ 3,506 3,506 $ 3,506 3,506 $ $ 3,127 4,732 7,859 4,026,459 $ 4,026,459 $ 4,026,459 $ 4,026,459 $ 4,583 4,583 $ $ $ 18,655 $ $ $ SUBTOTAL $ 9,520 8,205 17,725 $ ALL REVENUES $ 4,965,588 $ TOTAL SOURCES $ 4,965,588 $ 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE (1,320,396) 1,920,000 599,604 $ $ 454 $ REVISED VS ADOPTED VAR % 861,153 $ 3,750,002 4,611,155 $ 3,545,116 $ 4,337,423 7,882,539 $ $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ $ 2,181,549 1,830,002 4,011,551 2,181,549 1,830,002 4,011,551 118,747 4,805,878 4,924,625 FY 2015 ADOPTED FY 2014 FORECAST Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2015 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 2014 ADOPTED FY 2013 ACTUAL FY 2014 FORECAST FY 2014 REVISED FY 2015 ADOPTED REVISED VS ADOPTED % VAR 2,197,844 $ 779,291 542,122 1,082,039 19,743 55,780 4,676,819 $ 2,193,299 $ 219,433 80,956 979,685 3,473,373 $ 2,311,664 $ 219,433 80,956 993,581 1,900 3,607,534 $ 2,297,081 $ 197,497 85,372 983,265 4,471 3,567,686 $ 2,339,939 $ 1,373,756 692,554 1,158,997 3,625 5,568,871 $ (28,275) (1,154,323) (611,598) (165,416) (1,725) (1,961,337) -1.2% -526.0% -755.5% -16.6% -90.8% N/A -54.4% 133,970 $ 19,943 3,501 157,414 $ 138,450 $ 9,000 2,092,049 2,239,499 $ 2,553,450 $ 9,000 2,092,049 4,654,499 $ 3,510,050 $ 9,232 1,019,865 4,539,147 $ 879,940 $ 21,050 900,990 $ 1,673,510 (12,050) 2,092,049 3,753,509 65.5% -133.9% 100.0% 80.6% $ 4,435 $ 11,527,512 140,067 276,120 106,112 66,208 23,890 1,679,845 60,920 13,885,109 $ 7,000 $ 4,243,826 53,625 1,000 86,552 18,175 43,050 705,666 56,200 5,215,094 $ 7,000 $ 4,243,826 53,625 1,000 86,552 18,175 43,050 705,666 56,200 5,215,094 $ 3,915 $ 4,574,022 28,024 267,273 88,354 20,751 10,684 611,750 44,774 20 5,649,567 $ 13,500 $ 12,847,264 208,022 101,988 82,294 75,100 31,400 1,974,890 32,300 15,366,758 $ (6,500) (8,603,438) (154,397) (100,988) 4,258 (56,925) 11,650 (1,269,224) 23,900 (10,151,664) -92.9% -202.7% -287.9% -10098.8% 4.9% -313.2% 27.1% -179.9% 42.5% N/A -194.7% $ $ 22,493 $ 22,493 $ - $ - $ - $ - $ - $ - $ - $ - $ ALL EXPENDITURES $ 18,741,835 $ 10,927,966 $ 13,477,127 $ 13,756,400 $ 21,836,619 $ (8,359,492) -62.0% TOTAL USES $ 18,741,835 $ 10,927,966 $ 13,477,127 $ 13,756,400 $ 21,836,619 $ (8,359,492) -62.0% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ - N/A N/A Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING $ PRI/GEN ELEC CYCLE SPENDING FUND TOTAL SOURCES $ 248 ELECTIONS GRANT OPERATING $ FUND TOTAL SOURCES $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 4,837,321 $ 4,837,321 $ 1,844,910 $ 1,844,910 $ 1,844,910 $ 1,844,910 $ 4,353,224 $ 4,353,224 $ 1,844,910 $ 1,925,301 3,770,211 $ 128,267 $ 128,267 $ 2,181,549 $ 2,181,549 $ 2,181,549 $ 2,181,549 $ 3,548,243 $ 3,548,243 $ 861,153 $ 861,153 $ 4,965,588 $ - $ 4,965,588 $ FY 2013 ACTUAL 4,026,459 $ - $ 4,026,459 $ FY 2014 ADOPTED 4,026,459 $ - $ 4,026,459 $ FY 2014 REVISED 7,901,467 $ - $ 7,901,467 $ FY 2014 FORECAST 2,706,063 $ 1,925,301 $ 4,631,364 $ FY 2015 ADOPTED FUND TOTAL USES $ 8,070,897 $ 10,542,673 18,613,570 $ 8,746,417 $ 8,746,417 $ 8,880,578 $ 2,415,000 11,295,578 $ 8,754,482 $ 2,415,000 11,169,482 $ 8,894,320 $ 12,081,146 20,975,466 $ $ FUND TOTAL USES $ 128,265 $ 128,265 $ 2,181,549 $ 2,181,549 $ 2,181,549 $ 2,181,549 $ 2,586,918 $ 2,586,918 $ 861,153 $ 861,153 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 8,199,162 $ 10,542,673 $ 18,741,835 $ 10,927,966 $ - $ 10,927,966 $ 11,062,127 $ 2,415,000 $ 13,477,127 $ 11,341,400 $ 2,415,000 $ 13,756,400 $ 9,755,473 $ 12,081,146 $ 21,836,619 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING PRI/GEN ELEC CYCLE SPENDING NON RECURRING NON PROJECT 248 ELECTIONS GRANT OPERATING $ 455 1,925,301 1,925,301 0.0% N/A 104.4% (1,320,396) (1,320,396) -60.5% -60.5% (1,320,396) -32.8% 1,925,301 N/A 604,905 15.0% REVISED VS ADOPTED VAR % (13,742) (12,081,146) 2,415,000 (9,679,888) -0.2% N/A 100.0% -85.7% 1,320,396 1,320,396 60.5% 60.5% 1,306,654 (9,666,146) (8,359,492) 11.8% -400.3% -62.0% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Elections Staffing by Program and Activity PROGRAM ACTIVITY ELECTIONS PROCESSING ELECTION PROCESSING POST ELECTION PROCESSING PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT PROGRAM TOTAL PRE ELECTION PROCESSING CANDIDATE FILING CAMPAIGN FIN VOTER REGISTRATION PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 21.00 3.00 24.00 20.00 3.00 23.00 20.00 3.00 23.00 20.00 3.00 23.00 20.00 3.00 23.00 - 0.0% 0.0% 0.0% 3.00 8.00 1.00 12.00 3.00 8.00 1.00 12.00 3.00 8.00 1.00 .00 12.00 3.00 8.00 1.00 12.00 3.00 4.00 1.00 4.00 12.00 (4.00) 4.00 - 0.0% (50.0%) 0.0% N/A 0.0% 2.00 14.00 16.00 52.00 2.00 15.00 17.00 52.00 2.00 15.00 17.00 52.00 2.00 15.00 17.00 52.00 2.00 15.00 17.00 52.00 - 0.0% 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Administrative Staff Supv Administrative Supervisor Administrator Business Systems Analyst Communicatn Ofcr/Govt Liaison Consultant Database Report Writer Analyst Deputy Director - Elections Director - Elections Executive Assistant Finance/Business Analyst GIS Programmer/Analyst GIS Programmer/Analyst - Senior/Lead GIS Technician Human Resources Specialist Office Assistant Office Assistant Specialized Operations/Program Manager Warehouse/Inventory Specialist Warehouse/Inventory Supervisor Department Total FY 2013 FY 2014 FY 2014 REVISED TO ADOPTED FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 5.00 2.00 2.00 (3.00) (60.0%) 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 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% 21.00 21.00 21.00 21.00 21.00 N/A 8.00 8.00 26.00 8.00 8.00 (18.00) (69.2%) 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 52.00 52.00 52.00 52.00 52.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 52.00 52.00 52.00 52.00 52.00 0.0% 52.00 52.00 52.00 52.00 52.00 0.0% General Adjustments Personnel: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: General Fund (100) Operating • Decrease Regular Benefits by $161 for the impact of changes in retirement contribution rates. 456 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2015 Adopted Budget • • Decrease Internal Service Charges by $5,545 for the impact of changes in risk management charges. Increase expenditures by $9,872 for Office Assistant Specialized Market Adjustment. General Fund (100) PRI/GEN Election Cycle Spending • Increase Expenditures $12,081,146 for general and primary elections. Programs and Activities Pre-Election Processing Program The purpose of the Pre-Election Processing Program is to provide voter registration and candidate filing services to eligible citizens, who maintain residency in the County, so they can readily participate in the electoral process. Program Results Measure Description Fines levied as a percentage of active political committees Percentage of all valid registrations processed in time to meet election deadlines FY 2013 ACTUAL 4.7% FY 2014 FY 2014 REVISED FORECAST 0.8% 1.3% 100.0% 100.0% FY 2015 ADOPTED 10.0% 100.0% REV VS ADOPTED VAR % 9.2% 1212.5% 100.0% 0.0% 0.0% 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 Statutes, 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 Expenditure Ratio Revenue Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Fines levied as a percentage of active political 4.7% 0.8% 1.3% 10.0% 9.2% 1212.5% committees Number of candidates trained, precinct 4,268 5,250 3,016 1,500 (3,750) -71.4% committeemen processed and filings processed Number of candidate filings and active 5,468 2,000 1,643 1,825 (175) -8.8% committees Number of candidates running for office, 4,528 5,250 3,016 450 (4,800) -91.4% precinct committeemen processed and filings Cost per candidate trained $ 33.65 $ 27.95 $ 46.88 $ 98.58 $ (70.63) -252.7% 100 - GENERAL TOTAL SOURCES $ $ 18,943 18,943 $ $ 11,001 11,001 $ $ 10,042 10,042 $ $ 12,001 12,001 $ $ 1,000 1,000 9.1% 9.1% 100 - GENERAL TOTAL USES $ $ 143,605 143,605 $ $ 146,726 146,726 $ $ 141,392 141,392 $ $ 147,866 147,866 $ $ (1,140) (1,140) -0.8% -0.8% Expenditure 457 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activity Narrative: The Campaign Finance reporting activity is tied to the Primary and General Elections held in the even numbered years. There is an increase in activity for FY 2015 compared to FY 2014. The Campaign Finance division continues to provide extensive training to its customers to minimize fines levied. 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 Statutes, 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 Expenditure Ratio 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 2013 ACTUAL 100.0% $ 528,522 528,522 3.90 100 - GENERAL TOTAL SOURCES $ $ 25,284 25,284 100 - GENERAL TOTAL USES $ 2,058,967 $ 2,058,967 FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% $ 267,227 267,227 3.65 304 304 $ $ 2,378 2,378 $ 1,087,787 $ 1,087,787 $ $ 975,667 975,667 $ 250,000 250,000 4.35 $ $ FY 2015 ADOPTED 100.0% REV VS ADOPTED % VAR 0.0% 0.0% 225,000 225,000 0.89 90.0% 90.0% 20.5% $ 475,000 475,000 3.46 $ $ $ 204 204 $ $ (100) (100) -32.9% -32.9% $ 1,642,218 $ 1,642,218 $ $ (554,431) (554,431) -51.0% -51.0% Expenditure Voter Registration Activity 600,000 Registrations 500,000 400,000 300,000 200,000 100,000 0 FY 13 Actual FY 14 Revised Demand FY 14 Forecast FY 15 Adopted Output Activity Narrative: In the last gubernatorial cycle, Voter Registration processed over 500,000 registrations. In the current fiscal year, Voter Registration is averaging over 80,000 registrations per quarter. The projection for the upcoming fiscal year reflects an increase in activity due to the gubernatorial Election being held in November 2014. 458 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2015 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 2013 ACTUAL 50.6% 57.3% 100.0% FY 2014 FY 2014 REVISED FORECAST 60.0% 60.0% 100.0% 25.5% 98.7% 75.0% FY 2015 ADOPTED 64.7% 93.9% 100.0% REV VS ADOPTED % VAR 4.7% 7.8% -6.1% (6.1%) 25.0% 33.3% 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 Statutes, 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 Expenditure Ratio 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 REV VS ADOPTED FY 2013 FY 2014 FY 2014 FY 2015 ACTUAL REVISED FORECAST ADOPTED VAR % 50.6% 60.0% 60.0% 64.7% 4.7% 7.8% 1,383,031 790,000 227,903 1,833,250 1,043,250 132.1% 1,903,595 790,000 913,825 3,095,000 2,305,000 291.8% $ 10.66 $ 12.34 $ 47.60 $ 9.53 $ 2.81 22.8% 100 - GENERAL 248 - ELECTIONS GRANT TOTAL SOURCES $ 4,793,094 $ 4,793,094 $ 1,833,603 2,181,549 $ 4,015,152 $ 4,340,804 1,482,163 $ 5,822,967 $ 3,758,004 861,153 $ 4,619,157 $ 1,924,401 (1,320,396) $ 604,005 105.0% -60.5% 15.0% 100 - GENERAL 248 - ELECTIONS GRANT TOTAL USES $ 14,612,696 128,265 $ 14,740,961 $ 7,570,457 2,181,549 $ 9,752,006 $ 8,260,151 2,586,918 $ 10,847,069 $ 16,617,246 861,153 $ 17,478,399 $ (9,046,789) 1,320,396 $ (7,726,393) -119.5% 60.5% -79.2% Expenditure Activity Narrative: FY 2015 includes a primary election in August, and the statewide gubernatorial election in November, as well as jurisdictional elections in March or May of 2015. Costs are driven by several factors: the number of registered voters (estimating 2,000,000); the number and type of elections to be held; and the effect of popular programs, such as the permanent early voting list (estimating 1,300,000). The statewide primary in 2010 had a voter turnout rate of 64.82%, and the general election had a turnout rate of 77.13%. 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. 459 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: Titles 16 and 19 of the Arizona Revised Statutes, along with the Arizona State Constitution, establishes the powers and duties, as well as the functions of the Elections Department. Measure Type Result Result Output Output Demand Demand 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 Expenditure Ratio Expenditure Cost per election tally transmitted Ratio Expenditure 100 - GENERAL TOTAL USES FY 2013 ACTUAL 57.3% 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 25.5% 75.0% 98.7% FY 2015 ADOPTED 93.9% 100.0% REV VS ADOPTED VAR % (6.1%) -6.1% 25.0% 33.3% 232,875 1,898,834 133,365 8,250 730,750 8,250 4,687 161,153 4,687 70,000 1,833,250 70,000 61,750 1,102,500 61,750 748.5% 150.9% 748.5% 133,365 730,750 12,187 1,833,250 1,102,500 150.9% $ 2.38 $ 154.15 $ 140.06 $ 18.40 $ 135.75 88.1% $ 0.29 $ 1.74 $ 4.07 $ 0.70 $ 1.04 59.6% $ $ 554,209 554,209 $ 1,271,753 $ 1,271,753 $ $ 656,453 656,453 $ 1,287,847 $ 1,287,847 $ $ (16,094) (16,094) -1.3% -1.3% Activity Narrative: The number of ballots processed that are provisional ballots includes a relatively small percentage of total ballots cast. The Elections Department is projecting a total of 3,095,000 ballots cast in FY 2015, therefore provisional ballots for the fiscal year should not be greater than 70,000. 460 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj 1,844,910 $ 134,161 $ 124,074 636 1,429 7,838 184 - $ 8,880,578 $ 1,844,910 $ 9,576 $ 133 (1,429) (7,838) (184) 15,676 3,218 - $ 8,890,154 $ 1,844,910 $ (161) $ (161) (5,545) $ (5,545) - $ 8,884,448 $ -0.1% 1,844,910 0.0% $ 9,872 $ 9,872 - $ 8,894,320 $ 0.0% 1,844,910 0.0% C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 Agenda Item: C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management 8,746,417 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ FY 2015 Tentative Budget (5,545) Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Office Assistant Specialized Mark et Adjustment Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount Expenditures Revenue PRI/GEN ELEC CYCLE SPENDING FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 12,081,146 $ 12,081,146 1,925,301 1,925,301 $ 12,081,146 $ 1,925,301 Adjustments: Other Mandates Primary and General Elections Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 461 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Elections Elections Grant Fund (248) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 2,181,549 $ 2,181,549 FY 2014 Revised Budget $ 2,181,549 $ 2,181,549 FY 2015 Baseline Budget Threshold $ 2,181,549 $ 2,181,549 $ (1,320,396) $ (1,320,396) (1,320,396) (1,320,396) $ 861,153 $ -60.5% 861,153 -60.5% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Help America Vote Grant Agenda Item: C-21-09-004-G-00 FY 2015 Adopted Budget Percent Change from Threshold Amount Elections Grant Fund (248) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ - $ 4,905 $ 4,905 $ - $ 961,325 Sources: Operating Total Sources: $ $ 128,267 128,267 $ $ 2,181,549 2,181,549 $ $ 2,181,549 2,181,549 $ $ 3,548,243 3,548,243 $ $ 861,153 861,153 Uses: Operating Total Uses: $ $ 128,265 128,265 $ $ 2,181,549 2,181,549 $ $ 2,181,549 2,181,549 $ $ 2,586,918 2,586,918 $ $ 861,153 861,153 Structural Balance $ 2 $ - $ - $ 961,325 $ - Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 4,905 4,905 $ $ 4,905 4,905 $ $ 961,325 961,325 $ $ 961,325 961,325 - $ $ The Elections Department plans to utilize any surplus fund balance from the Help America Vote Grant in out years until expiration in FY 2016. 462 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Analysis by Harold Sigüenza, Management and Budget Supervisor 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, 2015, Emergency Management will be able to communicate to 40% of the community within 15 minutes as evidenced by 70% success rate in activating available channels (mediums) through exercise or real event. Status: This goal is new for FY 2015. Maricopa County Department of Emergency Management (MCDEM) is currently utilizing several methods of communication to notify the public. Means of communication include: Emergency Alert System or Amber Alert, social media, Reverse 911 calls, text messages and MCDEM’s own in house software, NXT. By using these channels of communication, MCDEM will be able to fulfill the strategic goal. Safe Communities 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 2014, the Emergency Operation Center was utilized for Statewide, Flood Control District and various County department exercises. MCDEM staff continues to focus on reviewing municipal emergency plans and has conducted 13 reviews while holding emergency exercises for each review. For FY 2015, staff will continue to hold exercises for all emergency plans reviewed. A flood tabletop exercise was scheduled and completed for FY 2014, which involved three municipalities. 463 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget A total of 10 exercises were scheduled and completed for Palo Verde in FY 2014, including a siren exercise, a reception and care center exercise, a dress rehearsal plume exercise and a federally-graded plume exercise. In FY 2015, the Federal Emergency Management Agency (FEMA) will be rating the Palo Verde exercises. FEMA rates nuclear plant exercises every other year to determine if Federal protocol is followed. Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % PLAN - PLANNING 15PR - PREPAREDNESS $ $ 1,530,257 $ 1,530,257 $ 1,561,786 $ 1,561,786 $ 1,561,786 $ 1,561,786 $ 1,432,376 $ 1,432,376 $ 1,615,805 $ 1,615,805 $ 54,019 54,019 3.5% 3.5% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ (25,169) $ (25,169) $ - $ - $ - $ - $ 130,515 $ 130,515 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 1,505,088 $ 1,561,786 $ 1,561,786 $ 1,562,891 $ 1,615,805 $ 54,019 3.5% PLAN - PLANNING 15PR - PREPAREDNESS $ $ 1,517,461 $ 1,517,461 $ 1,695,878 $ 1,695,878 $ 1,701,777 $ 1,701,777 $ 1,602,615 $ 1,602,615 $ 1,572,991 $ 1,572,991 $ 128,786 128,786 7.6% 7.6% EMER - EMERGENCY OPERATIONS MGMT 15RR - RESPONSE AND RECOVERY $ $ 76,517 $ 76,517 $ 92,451 $ 92,451 $ 92,451 $ 92,451 $ 96,524 $ 96,524 $ 98,836 $ 98,836 $ (6,385) (6,385) -6.9% -6.9% ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ - $ - $ - $ (1,329) (1,329) $ - $ - $ - $ - $ 27,609 $ 27,609 $ (27,609) (27,609) N/A N/A N/A $ 73,927 $ 3,432 77,359 $ 97,990 $ 3,643 101,633 $ 97,990 $ 3,643 101,633 $ 97,990 $ 3,613 101,603 $ 103,988 $ 66,298 3,719 174,005 $ (5,998) (66,298) 3,643 (3,719) (72,372) -6.1% N/A 100.0% N/A -71.2% TOTAL PROGRAMS $ 1,671,337 $ 1,888,633 $ 1,895,861 $ 1,800,742 $ 1,873,441 $ USES $ CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 22,420 1.2% Sources and Uses by Category FY 2013 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ 1,345,116 1,345,116 FY 2014 ADOPTED FY 2014 REVISED $ $ 1,355,962 1,355,962 $ $ 156,027 $ 156,027 $ 205,824 205,824 $ $ $ SUBTOTAL $ 3,695 250 3,945 ALL REVENUES $ 1,505,088 $ 1,561,786 TOTAL SOURCES $ 1,505,088 $ 1,561,786 $ - $ - $ FY 2014 FORECAST 1,355,962 1,355,962 $ $ 205,824 $ 205,824 $ - $ $ $ 464 1,355,962 1,355,962 REVISED VS ADOPTED VAR % FY 2015 ADOPTED $ $ 1,414,708 1,414,708 $ $ 58,746 58,746 4.3% 4.3% 205,824 $ 205,824 $ 201,097 201,097 $ $ (4,727) (4,727) -2.3% -2.3% $ $ $ 1,105 1,105 $ - $ - N/A N/A N/A 1,561,786 $ 1,562,891 $ 1,615,805 $ 54,019 3.5% 1,561,786 $ 1,562,891 $ 1,615,805 $ 54,019 3.5% Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2015 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 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 667,816 $ 1,836 246,036 23,290 (51,946) 201,326 1,088,358 $ 742,185 $ 6,500 274,453 11,000 (74,045) 216,997 1,177,090 $ 783,463 $ 6,500 283,141 11,000 (74,045) 218,413 1,228,472 $ 745,674 $ 4,517 260,965 9,588 (61,245) 214,963 1,174,462 $ 798,173 $ 290,156 37,609 (37,517) 213,025 1,301,446 $ (14,710) 6,500 (7,015) (26,609) (36,528) 5,388 (72,974) -1.9% 100.0% -2.5% -241.9% -49.3% 2.5% -5.9% 88,559 $ 1,019 5,039 9,669 12,537 116,823 $ 123,064 $ 4,388 28,074 155,526 $ 88,051 $ 4,388 28,074 120,513 $ 78,525 $ 2,904 23,833 105,262 $ 101,708 $ 1,000 14,620 117,328 $ (13,657) 3,388 13,454 3,185 -15.5% N/A 77.2% N/A 47.9% 2.6% 170,567 $ 19,879 179,367 3,017 2,050 414 1,532 35,102 411,928 $ 192,545 $ 3,381 19,068 195,510 18,500 4,350 500 47,163 481,017 $ 183,404 $ 3,381 19,068 195,510 18,500 4,350 500 47,163 471,876 $ 153,927 $ 2,007 45,669 213,869 11,136 2,000 477 53 40,075 469,213 $ 165,521 $ 3,076 29,351 198,378 23,400 7,100 704 (8,240) 35,377 454,667 $ 17,883 305 (10,283) (2,868) (4,900) (2,750) (204) 8,240 11,786 17,209 9.8% 9.0% -53.9% -1.5% -26.5% -63.2% -40.8% N/A N/A 25.0% 3.6% $ 48,137 $ 6,091 54,228 $ - $ 75,000 75,000 $ - $ 75,000 75,000 $ - $ 51,805 51,805 $ - $ - $ 75,000 75,000 N/A 100.0% 100.0% ALL EXPENDITURES $ 1,671,337 $ 1,888,633 $ 1,895,861 $ 1,800,742 $ 1,873,441 $ 22,420 1.2% TOTAL USES $ 1,671,337 $ 1,888,633 $ 1,895,861 $ 1,800,742 $ 1,873,441 $ 22,420 1.2% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL 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 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0930 - VEHICLES & CONSTRUCTION EQUIP 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 207 PALO VERDE OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 504,025 $ 504,025 $ 665,916 $ 665,916 $ 665,916 $ 665,916 $ 666,960 $ 666,960 $ 756,264 $ 756,264 $ 90,348 90,348 13.6% 13.6% 215 EMERGENCY MANAGEMENT OPERATING $ NON RECURRING NON PROJECT FUND TOTAL SOURCES $ 720,533 $ 280,530 1,001,063 $ 844,468 $ 51,402 895,870 $ 844,468 $ 51,402 895,870 $ 844,529 $ 51,402 895,931 $ 839,541 $ 20,000 859,541 $ (4,927) (31,402) (36,329) -0.6% -61.1% -4.1% 1,224,558 $ 280,530 $ 1,505,088 $ FY 2013 ACTUAL 1,510,384 $ 51,402 $ 1,561,786 $ FY 2014 ADOPTED 1,510,384 $ 51,402 $ 1,561,786 $ FY 2014 REVISED 1,511,489 $ 51,402 $ 1,562,891 $ FY 2014 FORECAST $ FUND TOTAL USES $ 215,719 $ 215,719 $ 234,457 $ 234,457 $ 241,685 $ 241,685 $ 240,455 $ 240,455 $ 242,187 $ 242,187 $ (502) (502) -0.2% -0.2% $ 435,989 $ 48,137 484,126 $ 665,916 $ 57,000 722,916 $ 665,916 $ 57,000 722,916 $ 622,355 $ 33,773 656,128 $ 756,264 $ 756,264 $ (90,348) 57,000 (33,348) -13.6% 100.0% -4.6% FUND TOTAL USES $ 770,637 $ 200,855 971,492 $ 844,468 $ 86,792 931,260 $ 844,468 $ 86,792 931,260 $ 828,387 $ 75,772 904,159 $ 839,541 $ 35,449 874,990 $ 4,927 51,343 56,270 0.6% 59.2% 6.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,422,345 $ 248,992 $ 1,671,337 $ 1,744,841 $ 143,792 $ 1,888,633 $ 1,752,069 $ 143,792 $ 1,895,861 $ 1,691,197 $ 109,545 $ 1,800,742 $ 1,837,992 $ 35,449 $ 1,873,441 $ (85,923) 108,343 22,420 -4.9% 75.3% 1.2% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING 207 PALO VERDE OPERATING NON RECURRING NON PROJECT FUND TOTAL USES $ 215 EMERGENCY MANAGEMENT OPERATING NON RECURRING NON PROJECT $ 465 1,595,805 $ 85,421 5.7% 20,000 $ (31,402) -61.1% 1,615,805 $ 54,019 3.5% FY 2015 REVISED VS ADOPTED ADOPTED VAR % Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Emergency Management Staffing by Program and Activity PROGRAM ACTIVITY PREPAREDNESS PLANNING PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED 13.50 13.50 13.50 14.50 14.50 14.50 REVISED TO ADOPTED FY 2014 FY 2014 FY 2015 REVISED FORECAST ADOPTED VARIANCE VAR % 15.50 15.50 15.50 15.50 15.50 15.50 14.50 14.50 14.50 (1.00) (1.00) (1.00) (6.5%) (6.5%) (6.5%) Staffing by Market Range Title MARKET RANGE TITLE Administrative Services Mgr Director - Emergency Mgt Emergency Services Planner Emergency Services Planner Senior Emergency Services Planning Supervisor Finance Support Supervisor Management Assistant Office Assistant Office Assistant Specialized Department Total REVISED TO ADOPTED FY 2013 FY 2015 FY 2014 FY 2014 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 (1.00) (100.0%) 0.0% 1.00 1.00 1.00 1.00 1.00 6.50 6.50 6.50 6.50 6.50 0.0% (1.00) 1.00 (100.0%) 1.00 2.00 3.00 3.00 0.0% 3.00 3.00 1.00 1.00 1.00 1.00 N/A 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 1.00 1.00 1.00 0.0% 13.50 14.50 15.50 15.50 14.50 (1.00) (6.5% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL 207 PALO VERDE 215 EMERGENCY MANAGEMENT Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 2.00 2.00 2.00 0.0% 4.00 5.00 6.00 6.00 5.00 (1.00) (16.7%) 7.50 7.50 7.50 7.50 7.50 0.0% 13.50 14.50 15.50 15.50 14.50 (1.00) (6.5% ) General Adjustments Revenue: Funding is expected to increase in Palo Verde (207) due to House Bill 2034 of the 51st Legislature First Regular Session. Emergency Management (215) funds are expected to decrease for FY 2015 due to a reduction in the Emergency Management Planning Grant (EMPG). Personnel: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: General Fund (100) • Increase Regular Benefits by $48 for the impact of changes in retirement contribution rates. • Increase Internal Service Charges by $20 for the impact of changes in risk management charges. Palo Verde Fund (207) • Increase Regular Benefits by $138 for the impact of changes in retirement contribution rates. • Increase Internal Service Charges by $38 for the impact of changes in risk management charges. Emergency Management Fund (215) • Increase Regular Benefits by $225 for the impact of changes in retirement contribution rates. • Decrease Internal Service Charges by $62 for the impact of changes in risk management charges. 466 Maricopa County Annual Business Strategies FY 2015 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 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 68.1% 64.0% 64.0% 64.2% 0.2% 0.3% 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. 467 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Description Percent of items evaluated in Palo Verde Nuclear Generating Station (PVNGS) exercise that meet or exceed Federal Emergency Management Agency (FEMA) standards. Result 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. Result 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. Output Number of cities and towns. Output Number of County, public and private sector exercises and training sessions supported (excludes cities and towns). Output Total number of items to be evaluated for Palo Verde Nuclear Generating Station (PVNGS). Output Total number of Palo Verde Nuclear Generating Station Exercises conducted. Demand Number of city/town exercises requested to be conducted, supported or participated in. Demand Number of Palo Verde Nuclear Generating Station exercises required to be conducted during the year by Federal Emergency Management Agency (FEMA). Demand Total number of plan reviews requested. Demand Number of city/town training sessions requested to be conducted and/or supported. Expenditure Ratio Total Activity expenditure per exercise or training session . Revenue 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL SOURCES Expenditure 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES Department Strategic Plans and Budgets Emergency Management FY 2014 FY 2014 FORECAST REVISED 100.0% 100.0% FY 2013 ACTUAL 100.0% Measure Type Result FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 68.1% 64.0% 64.0% 64.2% 0.2% 0.3% (14) 0.0% -46.7% 24 17 24 30 24 15 24 16 16 16 16 16 - 0.0% 2 3 3 7 4 133.3% 3 24 18 24 - 0.0% 2 3 3 5 2 66.7% 69 N/A 102 24 114 23 100 20 (2) (4) -2.0% -16.7% N/A $ 56,725.90 $ 106,841.00 $ 98,311.94 $ (41,586.04) -73.3% $ $ $ 504,025 1,026,232 $ 1,530,257 665,916 895,870 $ 1,561,786 666,960 765,416 $ 1,432,376 756,264 859,541 $ 1,615,805 $ $ $ $ $ $ $ 203,350 437,232 876,879 $ 1,517,461 $ 212,979 648,313 840,485 $ 1,701,777 205,726 582,675 814,214 $ 1,602,615 214,789 599,359 758,843 $ 1,572,991 $ 90,348 (36,329) 54,019 13.6% -4.1% 3.5% (1,810) 48,954 81,642 128,786 -0.8% 7.6% 9.7% 7.6% Activity Narrative: In FY 2015, 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 two. The Department is adequately funded to meet the expectation of 100% of exercises conducted as required by the Federal Emergency Management Agency, while conducting an additional two exercises for the fiscal year. In addition, the reduction in the number of County, public and private sector exercises and training is due to less demand from the State. 468 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Emergency Management Response and Recovery Program The purpose of the Response and Recovery Program is to provide a coordinated disaster response capability to the people of Maricopa County so they can protect their lives and property and allow them to recover from a disaster. Program Results Measure Description Percent of emergency notifications made within 15 minutes of decision. Percent of EOC activations utilizing electronic EOC management tool. FY 2013 ACTUAL 100.0% N/A FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Emergency Operations Management Emergency Operations Activity The purpose of the Emergency Operations Management Activity is to provide notifications and resources to public and private entities, and residents of Maricopa County so they can obtain the knowledge needed to respond to an actual emergency. Mandates: A.R.S. §26-308 establishes that each county and incorporated city and town of the state shall establish and provide for emergency management within its jurisdiction in accordance with state emergency plans and programs. Measure Description Percent of emergency notifications made within 15 minutes of decision. Result Percent of EOC activations utilizing electronic EOC management tool. Output Number of total days in which 24-hour-a-day response and recovery function capable of responding within 15 minutes are maintained. Output Number of emergency notifications made within 15 minutes of decision. Output Number of emergency notifications made. Output Number of county/cities/towns EOC activations. Demand Number of emergency notifications required. Expenditure Ratio Total activity expenditure per notification. Expenditure 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES FY 2013 ACTUAL 100.0% Measure Type Result FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% N/A $ $ $ 100.0% FY 2015 ADOPTED 100.0% 100.0% REV VS ADOPTED % VAR 0.0% 0.0% 100.0% 0.0% 365 365 365 365 37 150 117 50 (100) -66.7% 37 N/A 150 9 117 9 50 3 (100) (6) -66.7% -66.7% (100) (1,360.38) -66.7% -220.7% 27,035 (56,336) 22,916 (6,385) 96.6% -181.7% 68.5% -6.9% 37 2,068.03 10,470 20,498 45,549 76,517 $ $ $ 150 616.34 27,979 31,006 33,466 92,451 $ $ $ 117 824.99 33,516 30,063 32,945 96,524 $ $ $ 50 1,976.72 944 87,342 10,550 98,836 - 0.0% $ $ $ 0.0% Activity Narrative: The FY 2015 budget supports the Department in meeting 100% of the demand. In FY 2014, the number of emergency notifications made increased significantly due to the National Weather Service’s increased number of weather related notifications, such as dust storms. For FY 2015, the Department has redefined the notifications that should be made related to weather causing a decrease in the number of emergency notifications made. The increase in expenditures is due additional emergency training exercises for Palo Verde. 469 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP FY 14 IT Mark et Study Adjustments - $ 7,228 $ 7,066 162 - $ 241,685 $ - $ 434 $ (162) 324 272 - $ 242,119 $ - $ 48 $ 48 20 $ 20 - 242,187 $ 0.0% - C-49-13-092-2-00 C-49-14-041-2-00 Agenda Item: C-49-14-041-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management 234,457 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments FY 14 IT Mark et Study Adjustments Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ 20 FY 2015 Adopted Budget Percent Change from Threshold Amount $ Palo Verde Fund (207) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 665,916 $ 665,916 FY 2014 Revised Budget $ 665,916 $ 665,916 $ 540 $ 540 (540) $ (540) - $ 665,916 $ 665,916 $ 138 $ 138 38 $ 38 - $ 90,172 $ 90,172 90,348 90,348 $ 756,264 $ 13.6% 756,264 13.6% Adjustments: Employee Salary Adjustments Annual Mark et Adjustment - IT Base Adjustments Other Base Adjustments Agenda Item: $ FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount 470 38 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Emergency Management Palo Verde Fund (207) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 477,392 $ 333,224 $ 333,224 $ 497,289 $ 508,121 Sources: Operating Total Sources: $ $ 504,025 504,025 $ $ 665,916 665,916 $ $ 665,916 665,916 $ $ 666,960 666,960 $ $ 756,264 756,264 $ $ $ $ 622,355 33,773 656,128 $ $ 665,916 57,000 722,916 $ $ 665,916 57,000 722,916 $ 756,264 756,264 $ - $ - $ 44,605 $ - (2) $ - $ - $ - $ - 276,224 276,224 $ $ 276,224 276,224 $ $ 508,121 508,121 $ $ 508,121 508,121 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ 435,989 48,137 484,126 Structural Balance $ 68,036 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 497,289 497,289 $ $ Emergency Management Fund (215) OPERATING FY 2014 Adopted Budget $ 844,468 $ 844,468 FY 2014 Revised Budget $ 844,468 $ 844,468 $ 2,737 $ 2,737 (2,737) $ (2,737) - $ 844,468 $ 844,468 $ 225 $ 225 62 $ 62 - Adjustments: Employee Salary Adjustments Annual Mark et Adjustment - IT Base Adjustments Other Base Adjustments Agenda Item: $ FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Structural Balance Structural Balance Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount 471 62 $ (5,214) $ (5,214) (4,927) (4,927) $ 839,541 $ -0.6% 839,541 -0.6% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Emergency Management Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 86,792 $ 51,402 FY 2014 Revised Budget $ 86,792 $ 51,402 $ (35,390) $ (35,390) - $ (51,402) $ (51,402) $ - $ - $ 15,449 $ 15,449 - $ 20,000 $ 20,000 20,000 20,000 $ 35,449 $ 20,000 Adjustments: Base Adjustments Other Base Adjustments Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Base Adjustments Other Base Adjustments Desk top and Laptop Replacements Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation BLM - Community Wildfire Protection Plan (51,402) (51,402) Agenda Item: $ 15,449 $ 20,000 FY 2015 Adopted Budget Emergency Management Fund (215) Fund Balance Summary FY 2013 ACTUAL FY 2014 REVISED FY 2014 ADOPTED FY 2015 ADOPTED FY 2014 FORECAST (72,857) $ 13,108 $ 13,108 $ (43,285) $ 720,533 280,530 1,001,063 $ 844,468 51,402 895,870 $ 844,468 51,402 895,870 $ 844,529 51,402 895,931 $ $ $ 828,387 75,772 904,159 $ $ 844,468 86,792 931,260 $ $ 844,468 86,792 931,260 $ $ 770,637 200,855 971,492 $ 839,541 35,449 874,990 Structural Balance $ (50,104) $ - $ - $ 16,142 $ - Accounting Adjustments $ $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ $ 1 $ $ (22,282) (22,282) $ (43,285) (43,285) $ $ (22,282) (22,282) $ $ (51,513) (51,513) $ (51,513) 839,541 20,000 859,541 (66,962) (66,962) 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. 472 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Employee Benefits and Health Analysis by Zachary Wolfe, Management and Budget Analyst Summary Mission The mission of Employee benefits and Health is to provide benefits, health and wellness services to employees and the public 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 Safe Communities 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: According to FY 2014 data, 59% of program participants have remained in medical care, as defined as visiting the doctor twice and having laboratory tests run. The Department’s success in this measure is attributed to providing additional technical assistance to program providers which has strengthened Ryan White core medical and support services while increasing participant engagement. The Department expects to maintain this level of medical care usage or exceed it in FY 2015 due to modifications in data processing and faster data analysis on the status of services received by clients. This will allow for earlier reengagement of participants who are under-utilizing medical services. Moreover, due to expansion of Medicaid eligibility and private-market options through the Patient Protection and Affordable Care Act, this is expected to increase medical eligibility of participants and decrease medical-related costs for Ryan White; allowing the program to shift resources to non-medical core and support services which are noted to have a reinforcing effect on participant utilization of medical services. Department Specific 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 in the average, 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 and in FY 2014, this benefit coverage expanded to cover part-time employees. At the end of FY 2013, biometric screening data indicated that 50% of employees met this goal measure. In order to achieve this goal by the target date, the Department is planning enhanced wellness incentive programs starting in FY 2016 focused on department-level activities. This shift in programming is expected to increase participation and results for the wellness program. 473 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Safe Communities Department Strategic Plans and Budgets Employee Benefits and Health By 2017, 45% of benefit-covered County employees and dependents will complete annual Well Adult and Well Child examinations. Status: In FY 2013, 34% of benefit-covered County employees completed annual Well Adult and Well Child examinations. The Department is exploring new incentive programs to encourage greater participation in preventive care. Safe Communities 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: In 2013, 19.3% of employees and dependents were immunized against influenza. Influenza immunizations are provided free of charge to employees and dependents enrolled in County health benefit plans, and provided extensively at worksites. The Department will continue these efforts, and seeks improved marketing and incentives to encourage greater participation. Fiscal Strength and Responsibility 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: Rates in FY 2014 increased by 5.0%, primarily as a result of the expanded benefits and new fees required by the Patient Protection and Affordable Care Act. In FY 2015, rates decreased slightly by .9% by increasing medical vendor options at the PPO tier level. Department Specific 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: The percentage of employees identified as overweight or obese increased to 77% in 2013. The Department is refocusing on this goal, and re-evaluating previous efforts in order to identify and implement more effective strategies. Safe Communities By the end of FY 2016, the percentage of eligible Ryan White Part A clients enrolled in government or private health insurance will be increase to 76% from 55% in 2013. Status: In 2014, 79% of eligible Ryan White Part A clients are enrolled in government or private health insurance. The implementation of the Patient Protection and Affordable Care Act (ACA) has significantly altered the eligibility of Ryan White program participants in state government and private health insurance plans. The Maricopa County Ryan White Part A Program partnered with other public and non-profit agencies on an outreach and communications effort, which resulted in 97% of RWPA clients participating in the enrollment process. Altogether, 1,456 participants have been able to enroll in AHCCCS due to Arizona’s expanded coverage, while another 315 participants have been able to enroll in subsidized private health insurance, for which the Ryan White Part A program is able to pay for premiums, deductibles and copays. 474 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % OTHR - EMP VOL INSURANCE BENEFITS 39EB - EMP BENEFITS AND WELLNESS $ $ 898,387 $ 898,387 $ 892,212 $ 892,212 $ 892,212 $ 892,212 $ 906,751 $ 906,751 $ 834,751 $ 834,751 $ (57,461) (57,461) -6.4% -6.4% SFBH - EMP BEHAVIORAL HEALTH BENEFITS SFMD - EMPLOYEE MEDICAL BENEFITS SFRX - EMPLOYEE PHARMACY BENEFITS SIDE - EMPLOYEE DENTAL BENEFITS VISN - EMPLOYEE VISION BENEFITS 39HB - EMPLOYEE HEALTH BENEFITS $ 1,851,169 $ 102,472,852 12,525,641 9,105,148 1,488,279 127,443,089 $ 1,749,785 $ 105,240,645 8,329,755 9,772,009 1,658,880 126,751,074 $ 1,749,785 $ 110,440,645 8,329,755 9,772,009 1,658,880 131,951,074 $ 1,554,650 $ 100,065,741 14,448,161 9,996,024 1,706,261 127,770,837 $ 1,657,641 $ 101,551,206 14,201,476 9,947,269 1,706,262 129,063,854 $ (92,144) (8,889,439) 5,871,721 175,260 47,382 (2,887,220) -5.3% -8.0% 70.5% 1.8% 2.9% -2.2% 216,146 $ 25 216,171 $ 369,603 $ 369,603 $ 369,603 $ 369,603 $ 389,111 $ 389,111 $ 400,320 $ 400,320 $ 5,514,084 $ 1,188,523 8,743 6,711,350 $ 6,208,293 $ 1,041,058 155,687 7,405,038 $ 6,208,293 $ 1,041,058 155,687 7,405,038 $ 5,951,838 $ 840,733 156,409 6,948,980 $ 6,262,523 $ 883,436 177,620 7,323,579 $ 54,230 (157,622) 21,933 (81,459) 0.9% -15.1% 14.1% -1.1% 3,887,345 $ 3,244,162 1,854,876 8,986,383 $ 3,887,345 $ 3,244,162 1,854,876 8,986,383 $ 4,215,197 $ 3,071,271 2,058,942 9,345,410 $ 4,215,197 $ 3,071,271 2,514,304 9,800,772 $ 327,852 (172,891) 659,428 814,389 8.4% -5.3% 35.6% 9.1% 199,184 199,184 4.7% 4.7% EMPA - EMP SHRT TRM COUNS AND REF FITN - EMPLOYEE FITNESS 39HW - EMPLOYEE HEALTH AND WELLNESS 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 $ $ $ $ $ $ 30,717 30,717 8.3% N/A 8.3% FIBP - EMP LIFE INSURANCE BENEFITS FSAA - EMP FLEXIBLE SPENDING ACCOUNTS STDS - EMP SHORT TERM DISABILITY INS 39VB - VOLUNTARY AND OTHER BENEFITS $ 3,977,814 $ 3,313,888 1,884,323 9,176,025 $ ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 4,211,914 $ 4,211,914 $ 4,277,962 $ 4,277,962 $ 4,277,962 $ 4,277,962 $ 7,878,787 $ 7,878,787 $ 4,477,146 $ 4,477,146 $ TOTAL PROGRAMS $ 148,656,936 $ 148,682,272 $ 153,882,272 $ 153,239,876 $ 151,900,422 $ (1,981,850) -1.3% -26.5% -26.5% USES BCAS - BENEFITS CUSTOMER ASSISTANCE 39BW - BENEFITS AND WELLNESS SUPPORT $ $ 632,894 $ 632,894 $ 609,067 $ 609,067 $ 621,919 $ 621,919 $ 493,400 $ 493,400 $ 786,701 $ 786,701 $ (164,782) (164,782) OTHR - EMP VOL INSURANCE BENEFITS 39EB - EMP BENEFITS AND WELLNESS $ $ 897,630 $ 897,630 $ 892,212 $ 892,212 $ 892,212 $ 892,212 $ 906,751 $ 906,751 $ 834,751 $ 834,751 $ 57,461 57,461 SFBH - EMP BEHAVIORAL HEALTH BENEFITS SFMD - EMPLOYEE MEDICAL BENEFITS SFRX - EMPLOYEE PHARMACY BENEFITS SIDE - EMPLOYEE DENTAL BENEFITS VISN - EMPLOYEE VISION BENEFITS 39HB - EMPLOYEE HEALTH BENEFITS $ 1,973,939 $ 96,814,867 10,774,152 9,064,182 1,602,625 120,229,765 $ 1,749,785 $ 105,240,645 16,154,800 9,772,009 1,658,880 134,576,119 $ 1,749,785 $ 110,440,645 16,154,800 9,772,009 1,658,880 139,776,119 $ 1,461,665 $ 108,216,598 15,294,479 9,587,179 1,620,443 136,180,364 $ 1,797,391 $ 110,872,497 15,043,817 9,947,269 1,706,262 139,367,236 $ (47,606) (431,852) 1,110,983 (175,260) (47,382) 408,883 -2.7% -0.4% 6.9% -1.8% -2.9% 0.3% 215,833 $ 263,163 97,620 1,843 759,555 1,843 1,339,857 $ 369,603 $ 268,268 578,348 65,298 765,276 228,100 2,274,893 $ 369,603 $ 229,735 594,134 112,347 736,495 230,911 2,273,225 $ 389,111 $ 174,421 585,398 60,174 618,328 31,341 1,858,773 $ 400,320 $ 249,459 596,722 62,209 754,207 59,316 2,122,233 $ (30,717) (19,724) (2,588) 50,138 (17,712) 171,595 150,992 -8.3% -8.6% -0.4% 44.6% -2.4% 74.3% 6.6% 5,159,288 $ 971,753 16,609 6,147,650 $ 6,208,293 $ 1,041,058 155,687 7,405,038 $ 6,245,742 $ 948,436 210,860 7,405,038 $ 5,951,838 $ 840,733 156,409 6,948,980 $ 6,262,820 $ 883,436 177,323 7,323,579 $ (17,078) 65,000 33,537 81,459 -0.3% 6.9% 15.9% 1.1% 3,974,562 $ 3,313,889 8,193,022 15,481,473 $ 3,887,345 $ 3,244,162 8,054,876 15,186,383 $ 3,887,345 $ 3,244,162 8,054,876 15,186,383 $ 4,215,197 $ 3,071,271 2,777,787 10,064,255 $ 4,215,197 $ 3,071,271 2,914,304 10,200,772 $ (327,852) 172,891 5,140,572 4,985,611 -8.4% 5.3% 63.8% 32.8% 818,970 $ 313,338 36,039 1,168,347 $ 1,867,716 $ 17,080 393,717 (4,192) 113,080 2,387,401 $ 1,877,419 $ 17,080 413,379 99,486 2,407,364 $ 1,764,077 $ 17,153 3,810,024 54,794 5,646,048 $ 1,809,198 $ 18,318 408,297 124,103 2,359,916 $ 68,221 (1,238) 5,082 (24,617) 47,448 3.6% -7.2% 1.2% N/A -24.7% 2.0% $ 145,357 $ 13,924 159,281 $ 236,567 $ 23,725 260,292 $ 236,567 $ 7,452 244,019 $ 236,363 $ 7,452 243,815 $ 243,708 $ 13,680 10,747 268,135 $ TOTAL PROGRAMS $ 146,056,897 $ 163,591,405 $ 168,806,279 $ 162,342,386 $ 163,263,323 $ $ EMPA - EMP SHRT TRM COUNS AND REF ERGO - EMPLOYEE ERGONOMICS FITN - EMPLOYEE FITNESS MSPM - EMP MET SYN PREV MITIGATION PRHT - EMPLOYEE PREVENTIVE HEALTH TOCE - EMPLOYEE TOBACCO CESSATION 39HW - EMPLOYEE HEALTH AND WELLNESS $ 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 $ FIBP - EMP LIFE INSURANCE BENEFITS FSAA - EMP FLEXIBLE SPENDING ACCOUNTS STDS - EMP SHORT TERM DISABILITY INS 39VB - VOLUNTARY AND OTHER BENEFITS $ BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT 99AS - INDIRECT SUPPORT CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ $ $ $ $ 475 6.4% 6.4% (7,141) -3.0% (13,680) N/A 7,452 100.0% (10,747) N/A (24,116) -9.9% 5,542,956 3.3% Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category FY 2013 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 6,711,350 6,711,350 $ $ 7,405,038 7,405,038 $ $ 7,405,038 7,405,038 $ $ 6,948,980 6,948,980 $ $ 7,323,579 7,323,579 $ $ (81,459) (81,459) -1.1% -1.1% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ 1,582,448 28,476,195 111,602,151 141,660,794 $ 1,714,739 26,805,055 112,677,440 141,197,234 $ 1,714,739 30,505,055 114,177,440 146,397,234 $ 1,575,433 28,781,511 112,422,501 142,779,445 $ 1,309,895 $ 29,496,730 113,657,654 144,464,279 $ (404,844) (1,008,325) (519,786) (1,932,955) -23.6% -3.3% -0.5% -1.3% $ SUBTOTAL $ 284,792 284,792 ALL REVENUES $ 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 $ $ $ $ 80,000 80,000 $ $ 148,656,936 $ 148,682,272 $ 148,656,936 $ 148,682,272 $ FY 2014 ADOPTED FY 2013 ACTUAL $ 80,000 $ 80,000 $ 153,882,272 $ 153,882,272 $ FY 2014 REVISED $ 109,810 $ 3,401,641 3,511,451 $ 153,239,876 $ 153,239,876 $ FY 2014 FORECAST 112,564 112,564 $ $ 151,900,422 $ 151,900,422 $ FY 2015 ADOPTED 32,564 32,564 40.7% N/A 40.7% (1,981,850) -1.3% (1,981,850) -1.3% REVISED VS ADOPTED VAR % 1,726,876 $ 33,655 9,756 600,617 51,366 (249,616) 257,072 2,429,726 $ 2,107,251 $ 34,700 2,004 724,464 (308,590) 340,784 2,900,613 $ 2,137,724 $ 37,700 5,000 739,270 (310,845) 343,039 2,951,888 $ 1,910,150 $ 36,100 5,911 660,047 (316,137) 337,089 2,633,160 $ 2,306,984 $ 26,000 6,000 799,516 (294,789) 327,737 3,171,448 $ (169,260) 11,700 (1,000) (60,246) (16,056) 15,302 (219,560) -7.9% 31.0% -20.0% -8.1% N/A -5.2% 4.5% -7.4% 59,968 $ 1,119 10,909 71,996 $ 38,303 $ 220,426 2,000 24,000 284,729 $ 58,903 $ 220,426 2,000 24,000 305,329 $ 47,129 $ 20,426 250 27,141 94,946 $ 37,703 $ 46,248 720 107,000 191,671 $ 21,200 174,178 1,280 (83,000) 113,658 36.0% 79.0% 64.0% -345.8% 37.2% 127,416,116 $ 15,782,930 12,765 63,089 254,655 7,490 9,574 8,556 143,555,175 $ 146,405,016 $ 13,540,361 17,400 22,928 367,280 19,000 14,300 6,153 160,392,438 $ 151,501,089 $ 13,501,194 17,400 87,428 388,873 19,000 14,300 6,153 165,535,437 $ 151,469,207 $ 7,604,671 16,102 80,075 383,472 19,655 9,368 17,995 110 159,600,655 $ 151,311,010 $ 7,800,811 17,320 328,240 385,989 20,220 13,454 8,660 159,885,704 $ 190,079 5,700,383 80 (240,812) 2,884 (1,220) 846 (2,507) 5,649,733 0.1% 42.2% 0.5% -275.4% 0.7% -6.4% 5.9% -40.7% N/A 3.4% $ - $ - $ 13,625 $ 13,625 $ 13,625 $ 13,625 $ - $ 13,625 13,625 $ 14,500 $ 14,500 $ (875) (875) -6.4% N/A -6.4% ALL EXPENDITURES $ 146,056,897 $ 163,591,405 $ 168,806,279 $ 162,342,386 $ 163,263,323 $ 5,542,956 3.3% TOTAL USES $ 146,056,897 $ 163,591,405 $ 168,806,279 $ 162,342,386 $ 163,263,323 $ 5,542,956 3.3% 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 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ $ $ 476 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources by Fund and Function FUND / FUNCTION CLASS 532 PUBLIC HEALTH GRANTS OPERATING FY 2013 ACTUAL $ FUND TOTAL SOURCES $ 601 MEDICAL HMO BENEFITS HOLIDAY OPERATING NON RECURRING NON PROJECT FUND TOTAL SOURCES 604 MEDICAL PPO BENEFITS HOLIDAY OPERATING NON RECURRING NON PROJECT FUND TOTAL SOURCES 606 MEDICAL HDHP W HSA BENEFITS HOLIDAY OPERATING NON RECURRING NON PROJECT FUND TOTAL SOURCES 607 FI DENTAL PPO OPERATING FUND TOTAL SOURCES 608 COINSURANCE PHARMACY BENEFITS HOLIDAY OPERATING NON RECURRING NON PROJECT FUND TOTAL SOURCES 611 60 PERCENT STD OPERATING FUND TOTAL SOURCES 612 50 PERCENT STD OPERATING FUND TOTAL SOURCES 613 40 PERCENT STD OPERATING FUND TOTAL SOURCES 614 BEHAVIORAL HEALTH BENEFITS HOLIDAY OPERATING NON RECURRING NON PROJECT FUND TOTAL SOURCES 615 WELLNESS OPERATING FUND TOTAL SOURCES 618 BENEFIT ADMINISTRATION OPERATING 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 625 FI PREPAID DENTAL OPERATING FUND TOTAL SOURCES 626 FI LIFE AND AD AND D OPERATING FUND TOTAL SOURCES 627 SUPPLEMENTAL LIFE OPERATING FUND TOTAL SOURCES 628 EMPLOYEE ASSISTANCE OPERATING FUND TOTAL SOURCES 629 SI DENTAL PPO OPERATING FUND TOTAL SOURCES 630 DEPENDENT LIFE OPERATING FUND TOTAL SOURCES 631 VOLUNTARY BENEFITS OPERATING FUND TOTAL SOURCES 632 CIGNA FOR SENIORS OPERATING FUND TOTAL SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 6,711,350 $ 6,711,350 $ 7,405,038 $ 7,405,038 $ 7,405,038 $ 7,405,038 $ 6,948,980 $ 6,948,980 $ 7,323,579 $ 7,323,579 $ (81,459) (81,459) -1.1% -1.1% - $ 51,638,687 51,638,687 $ - $ 53,061,629 53,061,629 $ - $ 49,561,629 49,561,629 $ - $ 49,085,640 (4,044,146) 45,041,494 $ (4,044,144) $ 50,236,155 46,192,011 $ (4,044,144) 674,526 (3,369,618) N/A 1.4% N/A -6.8% - $ 35,098,522 35,098,522 $ - $ 35,848,681 35,848,681 $ - $ 39,048,681 39,048,681 $ - $ 38,711,289 (3,162,390) 35,548,899 $ (3,162,390) $ 39,134,609 35,972,219 $ (3,162,390) 85,928 (3,076,462) N/A 0.2% N/A -7.9% $ - $ 15,020,221 15,020,221 $ - $ 15,520,423 15,520,423 $ - $ 21,020,423 21,020,423 $ - $ 20,560,302 (1,669,826) 18,890,476 $ (1,669,828) $ 21,017,804 19,347,976 $ (1,669,828) (2,619) (1,672,447) N/A 0.0% N/A -8.0% $ $ 4,919,115 $ 4,919,115 $ 5,192,538 $ 5,192,538 $ 5,192,538 $ 5,192,538 $ 5,212,272 $ 5,212,272 $ 5,481,882 $ 5,481,882 $ $ $ - $ 12,129,582 12,129,582 $ - $ 8,010,147 8,010,147 $ - $ 8,010,147 8,010,147 $ - $ 15,345,593 (1,268,252) 14,077,341 $ (1,268,250) $ 14,697,568 13,429,318 $ $ $ 1,421,008 $ 1,421,008 $ 1,408,140 $ 1,408,140 $ 1,408,140 $ 1,408,140 $ 1,550,696 $ 1,550,696 $ 1,944,571 $ 1,944,571 $ 536,431 536,431 38.1% 38.1% $ $ 317,870 $ 317,870 $ 304,556 $ 304,556 $ 304,556 $ 304,556 $ 352,740 $ 352,740 $ 408,473 $ 408,473 $ 103,917 103,917 34.1% 34.1% $ $ 145,445 $ 145,445 $ 142,180 $ 142,180 $ 142,180 $ 142,180 $ 155,506 $ 155,506 $ 161,260 $ 161,260 $ 19,080 19,080 13.4% 13.4% $ $ - $ 1,851,169 1,851,169 $ - $ 1,749,785 1,749,785 $ - $ 1,749,785 1,749,785 $ - $ 1,694,400 (139,750) 1,554,650 $ (139,750) $ 1,797,391 1,657,641 $ (139,750) 47,606 (92,144) N/A 2.7% N/A -5.3% $ $ 1,755,380 $ 1,755,380 $ 1,362,790 $ 1,362,790 $ 1,362,790 $ 1,362,790 $ 1,406,365 $ 1,406,365 $ 1,406,365 $ 1,406,365 $ 43,575 43,575 3.2% 3.2% $ $ 2,456,559 $ 2,456,559 $ 2,915,172 $ 2,915,172 $ 2,915,172 $ 2,915,172 $ 6,472,422 $ 6,472,422 $ 3,070,781 $ 3,070,781 $ 155,609 155,609 5.3% 5.3% $ $ 1,527,527 $ 1,527,527 $ 1,736,000 $ 1,736,000 $ 1,736,000 $ 1,736,000 $ 1,553,810 $ 1,553,810 $ 1,969,148 $ 1,969,148 $ 233,148 233,148 13.4% 13.4% $ $ (1,059,306) $ (1,059,306) $ (1,245,000) $ (1,245,000) $ (1,245,000) $ (1,245,000) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ 87,010 87,010 -7.0% -7.0% $ $ 2,392,829 $ 2,392,829 $ 2,356,070 $ 2,356,070 $ 2,356,070 $ 2,356,070 $ 2,269,651 $ 2,269,651 $ 2,269,651 $ 2,269,651 $ (86,419) (86,419) -3.7% -3.7% $ $ 921,059 $ 921,059 $ 888,092 $ 888,092 $ 888,092 $ 888,092 $ 801,620 $ 801,620 $ 801,620 $ 801,620 $ (86,472) (86,472) -9.7% -9.7% $ $ 1,488,279 $ 1,488,279 $ 1,658,880 $ 1,658,880 $ 1,658,880 $ 1,658,880 $ 1,706,261 $ 1,706,261 $ 1,706,262 $ 1,706,262 $ 47,382 47,382 2.9% 2.9% $ $ 374,009 $ 374,009 $ 269,861 $ 269,861 $ 269,861 $ 269,861 $ 226,860 $ 226,860 $ 226,860 $ 226,860 $ $ $ 367,853 $ 367,853 $ 397,832 $ 397,832 $ 397,832 $ 397,832 $ 398,661 $ 398,661 $ 398,661 $ 398,661 $ 829 829 0.2% 0.2% $ $ 3,248,350 $ 3,248,350 $ 3,140,997 $ 3,140,997 $ 3,140,997 $ 3,140,997 $ 3,471,236 $ 3,471,236 $ 3,471,236 $ 3,471,236 $ 330,239 330,239 10.5% 10.5% $ $ 216,146 $ 216,146 $ 369,603 $ 369,603 $ 369,603 $ 369,603 $ 389,111 $ 389,111 $ 400,320 $ 400,320 $ 30,717 30,717 8.3% 8.3% $ $ 3,812,024 $ 3,812,024 $ 4,309,610 $ 4,309,610 $ 4,309,610 $ 4,309,610 $ 4,556,892 $ 4,556,892 $ 4,238,527 $ 4,238,527 $ (71,083) (71,083) -1.6% -1.6% $ $ 361,611 $ 361,611 $ 348,516 $ 348,516 $ 348,516 $ 348,516 $ 345,300 $ 345,300 $ 345,300 $ 345,300 $ (3,216) (3,216) -0.9% -0.9% $ $ 898,387 $ 898,387 $ 892,212 $ 892,212 $ 892,212 $ 892,212 $ 906,751 $ 906,751 $ 834,751 $ 834,751 $ (57,461) (57,461) -6.4% -6.4% $ $ 643,260 $ 643,260 $ 638,520 $ 638,520 $ 638,520 $ 638,520 $ 559,872 $ 559,872 $ - $ - $ $ $ $ $ $ 477 289,344 289,344 (1,268,250) 6,687,421 5,419,171 (43,001) (43,001) 5.6% 5.6% N/A 83.5% N/A 67.7% -15.9% -15.9% (638,520) -100.0% (638,520) -100.0% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Sources by Fund and Function (continued) FUND / FUNCTION CLASS DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FY 2013 ACTUAL 148,656,936 $ - $ 148,656,936 $ FY 2014 ADOPTED 148,682,272 $ - $ 148,682,272 $ FY 2014 FY 2014 FY 2015 REVISED VS ADOPTED REVISED FORECAST ADOPTED VAR % 153,882,272 $ 163,524,240 $ 151,900,422 $ (1,981,850) -1.3% - $ (10,284,364) $ - $ N/A 153,882,272 $ 153,239,876 $ 151,900,422 $ (1,981,850) -1.3% Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING 532 PUBLIC HEALTH GRANTS OPERATING NON RECURRING NON PROJECT 601 MEDICAL HMO OPERATING 604 MEDICAL PPO OPERATING 606 MEDICAL HDHP W HSA OPERATING 607 FI DENTAL PPO OPERATING 608 COINSURANCE PHARMACY OPERATING NON RECURRING NON PROJECT FY 2013 ACTUAL 612 50 PERCENT STD OPERATING 613 40 PERCENT STD OPERATING 614 BEHAVIORAL HEALTH OPERATING 615 WELLNESS OPERATING NON RECURRING NON PROJECT 620 BENEFITS ELIMINATIONS OPERATING 621 FLEX SPENDING HEALTH OPERATING 622 FLEX SPENDING DEP CARE OPERATING 623 VISION OPERATING 625 FI PREPAID DENTAL OPERATING 626 FI LIFE AND AD AND D OPERATING 627 SUPPLEMENTAL LIFE OPERATING 628 EMPLOYEE ASSISTANCE OPERATING FY 2015 ADOPTED 241,588 $ 241,588 $ 256,462 $ 256,462 $ 256,412 $ 256,412 $ 258,539 $ 258,539 $ $ FUND TOTAL USES $ 6,146,222 $ 1,428 6,147,650 $ 7,405,038 $ 7,405,038 $ 7,405,038 $ 7,405,038 $ 6,948,980 $ 6,948,980 $ $ FUND TOTAL USES $ 47,785,945 $ 47,785,945 $ 53,061,629 $ 53,061,629 $ 49,561,629 $ 49,561,629 $ $ FUND TOTAL USES $ 33,071,288 $ 33,071,288 $ 35,848,681 $ 35,848,681 $ $ FUND TOTAL USES $ 14,965,634 $ 14,965,634 $ $ FUND TOTAL USES $ $ REVISED VS ADOPTED VAR % (2,077) (2,077) -0.8% -0.8% 7,323,579 $ 7,323,579 $ 81,459 81,459 1.1% N/A 1.1% 47,315,910 $ 47,315,910 $ 50,236,155 $ 50,236,155 $ (674,526) (674,526) -1.4% -1.4% 39,048,681 $ 39,048,681 $ 38,051,720 $ 38,051,720 $ 39,134,609 $ 39,134,609 $ (85,928) (85,928) -0.2% -0.2% 15,520,423 $ 15,520,423 $ 21,020,423 $ 21,020,423 $ 21,824,187 $ 21,824,187 $ 21,017,804 $ 21,017,804 $ 2,619 2,619 0.0% 0.0% 4,910,537 $ 4,910,537 $ 5,192,538 $ 5,192,538 $ 5,192,538 $ 5,192,538 $ 5,212,272 $ 5,212,272 $ 5,481,882 $ 5,481,882 $ 13,391,293 $ (3,122,217) 10,269,076 $ 15,835,192 $ 15,835,192 $ 15,835,192 $ 15,835,192 $ 14,948,231 $ 14,948,231 $ 14,697,568 $ 14,697,568 $ 1,137,624 1,137,624 FUND TOTAL USES $ 7,917,516 $ 7,917,516 $ 1,408,140 $ 6,200,000 7,608,140 $ 1,408,140 $ 6,200,000 7,608,140 $ 2,357,865 $ 2,357,865 $ 2,344,571 $ 2,344,571 $ (936,431) 6,200,000 5,263,569 -66.5% 100.0% 69.2% $ FUND TOTAL USES $ 185,696 $ 185,696 $ 304,556 $ 304,556 $ 304,556 $ 304,556 $ 309,174 $ 309,174 $ 408,473 $ 408,473 $ (103,917) (103,917) -34.1% -34.1% $ FUND TOTAL USES $ 89,810 $ 89,810 $ 142,180 $ 142,180 $ 142,180 $ 142,180 $ 110,748 $ 110,748 $ 161,260 $ 161,260 $ (19,080) (19,080) -13.4% -13.4% $ FUND TOTAL USES $ 1,973,939 $ 1,973,939 $ 1,749,785 $ 1,749,785 $ 1,749,785 $ 1,749,785 $ 1,461,665 $ 1,461,665 $ 1,797,391 $ 1,797,391 $ (47,606) (47,606) -2.7% -2.7% $ 794,886 $ 65,975 860,861 $ 1,362,790 $ 542,500 1,905,290 $ 1,362,790 $ 542,500 1,905,290 $ 1,138,928 $ 332,402 1,471,330 $ 1,406,365 $ 320,000 1,726,365 $ (43,575) 222,500 178,925 -3.2% 41.0% 9.4% 1,948,325 $ 61,213 2,009,538 $ 2,915,172 $ 100,000 3,015,172 $ 2,915,172 $ 100,000 3,015,172 $ 5,988,038 $ 137,145 6,125,183 $ 3,070,781 $ 100,000 3,170,781 $ (155,609) (155,609) -5.3% 0.0% -5.2% FUND TOTAL USES $ 1,826,372 $ 73,583 1,899,955 $ 1,736,000 $ 1,736,000 $ 1,736,000 $ 1,736,000 $ 1,969,147 $ 1,969,147 $ 1,969,148 $ 1,969,148 $ (233,148) (233,148) -13.4% N/A -13.4% $ FUND TOTAL USES $ (1,059,306) $ (1,059,306) $ (1,245,000) $ (1,245,000) $ (1,245,000) $ (1,245,000) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ (87,010) (87,010) 7.0% 7.0% $ FUND TOTAL USES $ 2,392,828 $ 2,392,828 $ 2,356,070 $ 2,356,070 $ 2,356,070 $ 2,356,070 $ 2,269,651 $ 2,269,651 $ 2,269,651 $ 2,269,651 $ 86,419 86,419 3.7% 3.7% $ FUND TOTAL USES $ 921,061 $ 921,061 $ 888,092 $ 888,092 $ 888,092 $ 888,092 $ 801,620 $ 801,620 $ 801,620 $ 801,620 $ 86,472 86,472 9.7% 9.7% $ FUND TOTAL USES $ 1,602,625 $ 1,602,625 $ 1,658,880 $ 1,658,880 $ 1,658,880 $ 1,658,880 $ 1,620,443 $ 1,620,443 $ 1,706,262 $ 1,706,262 $ (47,382) (47,382) -2.9% -2.9% $ FUND TOTAL USES $ 374,511 $ 374,511 $ 269,861 $ 269,861 $ 269,861 $ 269,861 $ 226,860 $ 226,860 $ 226,860 $ 226,860 $ 43,001 43,001 15.9% 15.9% $ FUND TOTAL USES $ 370,265 $ 370,265 $ 397,832 $ 397,832 $ 397,832 $ 397,832 $ 398,661 $ 398,661 $ 398,661 $ 398,661 $ (829) (829) -0.2% -0.2% $ FUND TOTAL USES $ 3,242,088 $ 3,242,088 $ 3,140,997 $ 3,140,997 $ 3,140,997 $ 3,140,997 $ 3,471,236 $ 3,471,236 $ 3,471,236 $ 3,471,236 $ (330,239) (330,239) -10.5% -10.5% $ FUND TOTAL USES $ 215,833 $ 215,833 $ 369,603 $ 369,603 $ 369,603 $ 369,603 $ 389,111 $ 389,111 $ 400,320 $ 400,320 $ (30,717) (30,717) -8.3% -8.3% $ $ FUND TOTAL USES $ 619 ONSITE PHARMACY CLINIC OPERATING NON RECURRING NON PROJECT FY 2014 FORECAST 214,147 $ 214,147 $ FUND TOTAL USES $ 618 BENEFIT ADMINISTRATION OPERATING NON RECURRING NON PROJECT FY 2014 REVISED $ FUND TOTAL USES $ FUND TOTAL USES $ 611 60 PERCENT STD OPERATING NON RECURRING NON PROJECT FY 2014 ADOPTED $ 478 (289,344) (289,344) -5.6% -5.6% 7.2% N/A 7.2% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Uses by Fund and Function (continued) FUND / FUNCTION CLASS 629 SI DENTAL PPO OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 3,779,134 $ 3,779,134 $ 4,309,610 $ 4,309,610 $ 4,309,610 $ 4,309,610 $ 4,148,047 $ 4,148,047 $ 4,238,527 $ 4,238,527 $ 71,083 71,083 1.6% 1.6% $ FUND TOTAL USES $ 362,209 $ 362,209 $ 348,516 $ 348,516 $ 348,516 $ 348,516 $ 345,300 $ 345,300 $ 345,300 $ 345,300 $ 3,216 3,216 0.9% 0.9% $ FUND TOTAL USES $ 897,630 $ 897,630 $ 892,212 $ 892,212 $ 892,212 $ 892,212 $ 906,751 $ 906,751 $ 834,751 $ 834,751 $ 57,461 57,461 6.4% 6.4% $ FUND TOTAL USES $ 656,427 $ 656,427 $ 638,520 $ 638,520 $ 638,520 $ 638,520 $ 559,872 $ 559,872 $ - $ - $ 638,520 638,520 100.0% 100.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 148,976,915 $ (2,920,018) $ 146,056,897 $ 156,748,905 $ 6,842,500 $ 163,591,405 $ 161,963,779 $ 6,842,500 $ 168,806,279 $ (879,544) 6,422,500 5,542,956 -0.5% 93.9% 3.3% 630 DEPENDENT LIFE OPERATING 631 VOLUNTARY BENEFITS OPERATING 632 CIGNA FOR SENIORS OPERATING 161,872,839 $ 162,843,323 $ 469,547 $ 420,000 $ 162,342,386 $ 163,263,323 $ Staffing by Program and Activity PROGRAM ACTIVITY BENEFITS AND WELLNESS SUPPORT BENEFITS CUSTOMER ASSISTANCE PROGRAM TOTAL EMPLOYEE HEALTH AND WELLNESS EMP MET SYN PREV MITIGATION EMPLOYEE ERGONOMICS EMPLOYEE FITNESS EMPLOYEE PREVENTIVE HEALTH EMPLOYEE TOBACCO CESSATION PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT PROCUREMENT 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 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 7.33 7.33 6.00 6.00 6.00 6.00 6.00 6.00 7.00 7.00 1.00 1.00 16.7% 16.7% .05 3.00 1.15 .75 .05 5.00 .20 3.00 1.70 1.00 .10 6.00 .45 3.00 1.90 1.50 .15 7.00 .45 3.00 1.90 1.50 .15 7.00 .45 3.00 1.90 1.50 .15 7.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 8.00 3.34 1.33 12.67 8.00 5.00 1.00 14.00 8.00 5.00 1.00 14.00 8.00 5.00 1.00 14.00 8.00 5.00 1.00 14.00 - 0.0% 0.0% 0.0% 0.0% 10.00 10.00 35.00 1.00 10.00 11.00 37.00 1.00 10.00 11.00 38.00 1.00 10.00 11.00 38.00 1.00 10.00 11.00 39.00 1.00 0.0% 0.0% 0.0% 2.6% 479 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Benefits Specialist - County Benefits Vendor Relations Mgr Director - Business Strategies & Healthcare Progra Employee Records Specialist Ergonomist - County Executive Assistant Finance Manager - County Finance Support Supervisor Finance/Business Analyst Finance/Business Analyst - County Grant/Contract Admin Supervisor Health Educator Health Educator Supervisor Human Resources Analyst Human Resources Mngr - County Human Resources Supervisor – County Management Analyst Management Assistant Media Specialist Nurse Nurse - Public Health Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Program Coordinator Trainer Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 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 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 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% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 2.00 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 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 4.00 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% 4.00 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 1.00 1.00 2.00 1.00 100.0% 1.00 1.00 (1.00) (100.0%) 1.00 1.00 N/A 1.00 N/A 2.00 2.00 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 1.00 1.00 0.0% 35.00 37.00 38.00 38.00 39.00 1.00 2.6% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 532 PUBLIC HEALTH GRANTS 615 WELLNESS 618 BENEFIT ADMINISTRATION Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 4.00 4.00 4.00 4.00 0.0% 10.00 11.00 11.00 11.00 11.00 0.0% 2.00 6.00 7.00 7.00 7.00 0.0% 20.00 16.00 16.00 16.00 17.00 1.00 6.3% 35.00 37.00 38.00 38.00 39.00 1.00 2.6% Significant Variance Analysis In FY 2015, an Employee Records Specialist position will be created to address the increase in employee notifications required by the Patient Protection and Affordable Care Act. General Adjustments Personnel: FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY 2014. Base Adjustments: General Fund (100) • Increase Regular Benefits by $159 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $677 for the impact of the changes in risk management charges. 480 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Public Health Grant Fund (532) • Increase Regular Benefits by $322 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $1,362 for the impact of the changes in risk management charges. • Decrease revenues by $81,459 and expenditures by $83,143 to reconcile expected grant awards in FY 2015. Wellness Fund (615) Operating • Increase Regular Benefits by $200 for the impact of changes in retirement contribution rates. • Increase expenditures by $42,309 for an increase in biometric screenings conducted and 2.5% in performance pay. • Increase Internal Services Charges by $1,066 for the impact of the changes in risk management charges. • Increase revenue by $43,575 to retain structural balance of the fund. The additional revenue is from employer benefit charges. Wellness Fund (615) Non Recurring Non Project • Increase expenditures by $320,000 for upgrades of fitness equipment and fitness space remodeling. Benefits Administration Fund (618) Operating • Increase Regular Benefits by $475 for the impact of changes in retirement contribution rates. • Increase expenditures by $153,246 for an Employee Records Specialist position, 2.5% in performance pay and personnel management system (ADP) enhancements. • Increase Internal Services Charges by $1,888 for the impact of the changes in risk management charges. • Increase revenue by $155,609 to retain structural balance of the fund. The additional revenue is from employer benefit charges. Benefits Administration Fund (618) Non Recurring Non Project • Increase expenditures by $100,000 for a Data Warehouse Project and Office Space Configuration. Benefits Trust Fund (685) • Increase expenditures by $400,000 for increased costs for the 60% Short-Term Disability Fund (611). • Decrease revenue by $10,284,362 for two benefit holidays which reduces the Benefit Trust Reserve from 250% to 150% company action level. Note: Fund 685 is the aggregate of all health plan funds. Fund 685 Operating is out of structural balance due to a $(400,000) deficit in the 60% Short-Term Disability Fund (611) and two benefit holidays totaling $(10,284,362) in funds 601, 604, 604, 608 and 614. For the 60% Disability Fund, premiums will be increased in FY 2016 to correct the structural deficit and fund reserves will be utilized in FY 2015 to cover a shortage in revenue. The two benefit holidays are planned to reduce the reserve level from 250% to 150% company action level (CAL). Benefit Trust reserves will be utilized to cover the reduction in revenue collections. 481 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Programs and Activities Benefits and Wellness Support Program The purpose of the Benefits and Wellness Support Program is to provide administrative and customer support services to participants and departments so they can effectively utilize benefits and wellness services. Program Results Measure Description Percentage of customers indicating they were satisfied with the response to their call FY 2013 ACTUAL 0.0% FY 2014 FY 2014 REVISED FORECAST 87.0% N/A FY 2015 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A Activities that comprise this program include: • Employee Benefits Customer Assistance Employee Benefits Customer Assistance Activity The purpose of the Employee Benefits Customer Assistance Activity is to provide assistance and information to benefit-eligible employees and their dependents so they can effectively use and appreciate their County benefits. Mandates: Administrative mandate. Measure Type Result Output Demand Expenditure Ratio Expenditure Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of customers indicating they were 0.0% 87.0% N/A N/A N/A N/A satisfied with the response to their call Number of responses to customer telephone 14,899 13,641 14,673 14,273 632 4.6% calls and e-mails Number of benefits customer service calls and 15,297 13,848 14,942 14,538 690 5.0% e-mails Total activity expenditure per customer service $ 42.48 $ 45.59 $ 33.63 $ 55.12 $ (9.53) -20.9% call and e-mail response 618 - BENEFIT ADMINISTRATION TOTAL USES $ $ 632,894 632,894 $ $ 621,919 621,919 $ $ 493,400 493,400 $ $ 786,701 786,701 $ $ (164,782) (164,782) -26.5% -26.5% Activity Narrative: Employee Benefits Customer Service continued to receive a large volume of phone calls and emails in FY 2014. This is expected to continue into FY 2015 with the enactment of the Patient Protection and Affordable Care Act which significantly changes insurance requirements and eligibility. Although the department planned on measuring satisfaction with phone call services, a survey has not been done to capture these data. Employee Health Benefits Program The purpose of the Employee Health Benefits program is to provide health insurance benefit services to eligible employees and their dependents so they can have access to effective and affordable health care. 482 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Program Results Measure Description Percentage of employees receiving behavioral health insurance coverage who are 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 2013 ACTUAL 61.0% FY 2014 FY 2014 REVISED FORECAST 55.0% 61.0% FY 2015 ADOPTED 61.0% REV VS ADOPTED VAR % 6.0% 10.9% 99.7% 100.0% 98.1% 100.0% 0.0% 0.0% 76.0% 96.0% 77.0% 80.0% (16.0%) -16.7% 95.7% 100.0% 109.7% 100.0% 0.0% 0.0% 83.1% 96.0% 83.0% 85.0% (11.0%) -11.4% 86.0% 85.0% 86.0% 86.0% 1.0% 1.2% 108.9% 100.0% 109.2% 100.0% 0.0% 0.0% 82.2% 88.0% 82.1% 83.0% (4.9%) -5.6% 85.4% 95.0% 85.0% 85.0% (10.0%) -10.5% 99.9% 100.0% 95.3% 100.0% 0.0% 0.0% 86.2% 95.0% 86.0% 86.0% (8.9%) -9.4% 92.2% 80.0% 92.0% 92.0% 12.0% 15.0% 105.2% 100.1% 81.4% 100.0% (0.1%) -0.1% 88.0% 87.0% 88.0% 88.1% 1.1% 1.3% Activities that comprise this program include: • Employee Behavioral Health Benefits • Employee Dental Benefits • Employee Medical Benefits ● Employee Pharmacy Benefits ● Employee Vision Benefits Employee Behavioral Health Benefits Activity The purpose of the Employee Behavioral Health Benefits Activity is to provide behavioral health insurance coverage to eligible employees, retirees and their covered dependents so they can obtain effective and affordable behavioral health care. 483 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: Measure Type Result Result Output Output Demand Demand Expenditure Ratio Expenditure Ratio Revenue Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of employees receiving 61.0% 55.0% 61.0% 61.0% 6.0% 10.9% behavioral health insurance coverage who are satisfied with their benefits Percentage of behavioral health claims 99.7% 100.0% 98.1% 100.0% 0.0% 0.0% expense to premium revenue (loss ratio). Average number of subscribers (covered 9,775 9,864 9,520 9,516 (348) -3.5% employees and retirees) receiving behavioral health insurance coverage. Average number of members receiving 22,514 22,530 22,130 22,588 58 0.3% behavioral health insurance coverage. Average number of subscribers (covered 9,775 9,864 9,520 9,516 (348) -3.5% employees and retirees) enrolled in behavioral health insurance coverage. Average number of members enrolled in 22,511 22,530 22,121 22,588 58 0.3% behavioral health insurance coverage. Expenditure per subscriber (covered $ 16.83 $ 14.78 $ 12.79 $ 15.74 $ (0.96) -6.5% employee or retiree) receiving behavioral health insurance coverage. 7.31 $ 6.47 $ (0.16) -2.5% Expenditure per member receiving behavioral $ 5.50 $ 6.63 $ health insurance coverage. 614 - BEHAVIORAL HEALTH TOTAL SOURCES $ 1,851,169 $ 1,851,169 $ 1,749,785 $ 1,749,785 $ 1,554,650 $ 1,554,650 $ 1,657,641 $ 1,657,641 $ $ (92,144) (92,144) -5.3% -5.3% 614 - BEHAVIORAL HEALTH TOTAL USES $ 1,973,939 $ 1,973,939 $ 1,749,785 $ 1,749,785 $ 1,461,665 $ 1,461,665 $ 1,797,391 $ 1,797,391 $ $ (47,606) (47,606) -2.7% -2.7% Expenditure Activity Narrative: While the total number of employees receiving behavioral health benefits is expected to decrease between FY 2013 Actual and FY 2015, enrollment is estimated to increase for the total number of members receiving behavioral health insurance coverage. This indicates a higher proportion of dependent coverage. However, data for FY 2014 Forecast demonstrate a net positive trend for this activity measure. In FY 2015, expenditures are budgeted to exceed revenue due to two benefits holidays. Employee Dental Benefits Activity The purpose of the Employee Dental Benefits Activity is to provide dental insurance coverage to eligible employees, retirees and their dependents so they can have access to effective and affordable dental care. Mandates: Administrative mandate. 484 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Output Output Output Output Output Output Output Output Demand Demand Expenditure Ratio Revenue Measure FY 2013 FY 2014 REV VS ADOPTED FY 2014 FY 2015 ADOPTED VAR % Description ACTUAL REVISED FORECAST Percentage of employees receiving dental 85.4% 95.0% 85.0% 85.0% (10.0%) -10.5% insurance coverage who rate the benefit as affordable according to the annual benefit satisfaction survey. Percentage of dental claims expense to 99.9% 100.0% 95.3% 100.0% 0.0% 0.0% premium revenue (loss ratio). Percentage of surveyed employees receiving 86.2% 95.0% 86.0% 86.0% (8.9%) -9.4% dental insurance coverage who are satisfied with their benefits according to the benefits customer satisfaction survey. Average number of subscribers (covered 11,511 11,534 -0.1% 11,536 11,526 (8) employees and retirees) receiving dental insurance coverage Average number of subscribers (covered 4,980 4,983 5,263 5,266 283 5.7% employees and retirees) receiving self-insured dental insurance coverage. 27,080 27,548 Average number of members receiving dental 27,148 27,508 428 1.6% insurance coverage. 6,551 6,272 6,260 (291) Average number of subscribers (covered 6,531 -4.4% employees and retirees) receiving fully insured dental insurance coverage. 1,346 1,613 1,353 (267) -16.6% Average number of subscribers (covered 1,599 employees and retirees) receiving pre-paid dental insurance coverage. Average number of members receiving fully 14,913 14,826 14,504 14,521 (305) -2.1% insured dental insurance coverage 733 6.0% Average number of members receiving self12,235 12,254 13,036 12,987 insured dental insurance coverage Average number of members receiving pre3,368 3,349 (476) -14.2% 2,881 2,873 paid dental insurance coverage 11,511 11,534 (8) -0.1% Average number of subscribers (covered 11,553 11,526 employees and retirees) enrolled in dental insurance coverage. 1.6% 428 Average number of members enrolled in 27,148 27,080 27,548 27,508 dental insurance coverage. 30.07 $ (0.06) -0.2% Expenditure per member who received dental $ 27.82 $ 29.00 $ 30.13 $ insurance coverage 607 - FI DENTAL PPO 625 - FI PREPAID DENTAL 629 - SI DENTAL PPO TOTAL SOURCES $ 4,919,115 374,009 3,812,024 $ 9,105,148 $ 5,192,538 269,861 4,309,610 $ 9,772,009 $ 5,212,272 226,860 4,556,892 $ 9,996,024 $ 5,481,882 226,860 4,238,527 $ 9,947,269 $ 607 - FI DENTAL PPO 625 - FI PREPAID DENTAL 629 - SI DENTAL PPO TOTAL USES $ 4,910,537 374,511 3,779,134 $ 9,064,182 $ 5,192,538 269,861 4,309,610 $ 9,772,009 $ 5,212,272 226,860 4,148,047 $ 9,587,179 $ 5,481,882 226,860 4,238,527 $ 9,947,269 $ $ 289,344 (43,001) (71,083) 175,260 5.6% -15.9% -1.6% 1.8% (289,344) 43,001 71,083 (175,260) -5.6% 15.9% 1.6% -1.8% Expenditure $ Activity Narrative: In FY 2015, premiums were reduced in the self-insured Cigna dental PPO plan, with savings to both employees and employer. While premiums increased in the fully-insured Delta Dental plan, the core-buy up strategy resulted in an employer decrease and employee increase. The Department will be monitoring the affordability measure to determine if the reduction in Cigna dental PPO plan rates increases perceptions of affordability. FY 2013 Actual data indicate that between 85% to 86% of employees surveyed rate the dental services provided as affordable and are satisfied with their dental benefits. This is nearly 10 percentage points below the budgeted value in FY 2014 of 95% for these result measures. 485 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Employee Medical Benefits Activity The purpose of the Employee Medical Benefits Activity is to provide medical insurance coverage to eligible employees, retirees and their dependents so they can have access to effective and affordable medical care. Mandates: Administrative mandate. 486 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Output Output Output Output Output Output Output Output Output Demand Demand Expenditure Ratio Expenditure Ratio Revenue 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 2013 ACTUAL 76.0% FY 2014 REVISED 96.0% FY 2014 FORECAST 77.0% FY 2015 ADOPTED 80.0% 95.7% 100.0% 109.7% 100.0% 0.0% 0.0% 83.1% 96.0% 83.0% 85.0% (11.0%) -11.4% 1,495 1,490 1,867 1,931 441 29.6% 11,302 11,354 11,375 11,447 93 0.8% 3,772 3,747 4,734 5,144 1,397 37.3% 26,183 26,277 26,842 27,732 1,455 5.5% 11,250 11,342 11,375 11,447 105 0.9% 6,069 6,131 5,596 5,551 (580) -9.5% 3,712 3,733 3,913 3,965 232 6.2% 13,985 14,083 13,115 13,205 (878) -6.2% 8,443 8,447 8,994 9,383 936 11.1% 11,250 11,354 11,375 11,447 93 0.8% 26,183 26,277 26,842 27,732 1,455 5.5% REV VS ADOPTED VAR % (16.0%) -16.7% $ 713.83 $ 810.59 $ 792.77 $ 807.14 $ 3.44 0.4% $ 308.13 $ 350.24 $ 335.97 $ 333.17 $ 17.08 4.9% 601 - MEDICAL HMO 604 - MEDICAL PPO 606 - MEDICAL HDHP W HSA 619 - ONSITE PHARMACY CLINIC 620 - BENEFITS ELIMINATIONS 632 - CIGNA FOR SENIORS TOTAL SOURCES $ 51,638,687 35,098,522 15,020,221 72,162 643,260 $102,472,852 $ 49,561,629 $ 45,041,494 $ 46,192,011 $ (3,369,618) (3,076,462) 39,048,681 35,548,899 35,972,219 (1,672,447) 19,347,976 21,020,423 18,890,476 104,000 (166,392) 90,000 270,392 34,000 (65,000) (65,000) (99,000) (638,520) 559,872 638,520 $110,440,645 $100,065,741 $101,551,206 $ (8,889,439) 100 - GENERAL 601 - MEDICAL HMO 604 - MEDICAL PPO 606 - MEDICAL HDHP W HSA 619 - ONSITE PHARMACY CLINIC 620 - BENEFITS ELIMINATIONS 632 - CIGNA FOR SENIORS TOTAL USES $ $ -6.8% -7.9% -8.0% -61.5% -34.3% -100.0% -8.0% Expenditure 47,785,945 33,071,288 14,965,634 335,573 656,427 $ 96,814,867 - $ 19,020 $ - $ 50,236,155 49,561,629 47,315,910 38,051,720 39,134,609 39,048,681 21,824,187 21,017,804 21,020,423 270,392 529,909 529,909 (65,000) (99,000) (65,000) 638,520 559,872 $110,440,645 $108,216,598 $110,872,497 $ 487 (19,020) (674,526) (85,928) 2,619 (259,517) (34,000) 638,520 (431,852) N/A -1.4% -0.2% 0.0% -96.0% 34.3% 100.0% -0.4% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Activity Narrative: From FY 2013 to FY 2015, the growth of employees enrolling for medical benefits has grown by about 1%. However, during the same period of time, the growth of dependents covered by medical benefits has increased by nearly 6%. The Department attributes the growth of dependents to the Patient Protection and Affordable Care Act new requirement of insurance. Additionally, subscribers have shifted medical elections from the HMO plan to the PPO and Health Savings Account plans. Although this has increased medical premiums, the increase has been borne by the employee based upon the core buy-up plan pricing where the employee pays for the increased cost of insurance. In FY 2013 and FY 2014, a smaller proportion of employees (83%) indicated they are satisfied with their medical benefits coverage than budgeted (96%). The Department identified that a component of this dissatisfaction is employees wanted greater choice of medical plans. Therefore, in FY 2015, United Health Care was contracted as the PPO and Health Savings Account option while Cigna remained the HMO plan. It is expected that this broadening of options will assist in increasing satisfaction with medical benefits. Lastly, the variance between the budgeted revenue and expenditures is a result of the two benefits holidays which are utilized to reduce the Benefits Trust reserve level and mitigate increases in medical costs. Employee Pharmacy Benefits Activity The purpose of the Employee Pharmacy Benefits Activity is to provide pharmacy insurance coverage to eligible employees, retirees and their dependents so they can obtain effective and affordable prescribed medications. Mandates: Administrative mandate. 488 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Output Output Demand Demand Expenditure Ratio Expenditure Ratio Revenue Department Strategic Plans and Budgets Employee Benefits and Health FY 2014 FY 2015 Measure FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 1.0% 1.2% 86.0% 86.0% Percentage of employees receiving pharmacy 86.0% 85.0% insurance coverage who rate their benefits as affordable according to the annual benefit satisfaction survey. 109.2% 100.0% 0.0% 0.0% Percentage of pharmacy claims expense to 108.9% 100.0% premium revenue (loss ratio). 82.1% 83.0% (4.9%) -5.6% Percentage of employees receiving pharmacy 82.2% 88.0% insurance coverage who are satisfied according to the benefits customer satisfaction survey. 9,516 (351) -3.6% 9,495 Average number of subscribers (covered 9,867 9,690 employees and retirees) receiving pharmacy insurance coverage. 22,588 49 0.2% 22,130 Average number of members receiving 22,304 22,539 pharmacy insurance coverage. Average number of subscribers (covered 9,690 9,867 9,520 9,516 (351) -3.6% employees and retirees) enrolled for pharmacy insurance coverage. 22,539 22,130 22,588 49 0.2% Average number of members enrolled in 22,304 pharmacy insurance coverage. 134.23 $ 131.74 $ 4.70 3.4% $ 136.44 $ Expenditure per subscriber (covered 92.65 $ employees and retirees) receiving pharmacy insurance coverage. 55.50 $ 4.23 7.1% 57.59 $ Expenditure per member receiving pharmacy $ 40.26 $ 59.73 $ insurance coverage. 608 - COINSURANCE PHARMACY 619 - ONSITE PHARMACY CLINIC 620 - BENEFITS ELIMINATIONS TOTAL SOURCES $ 12,129,582 $ 8,010,147 $ 14,077,341 $ 13,429,318 $ 5,419,171 1,463,810 1,865,148 399,540 1,455,365 1,465,608 (1,146,000) (1,092,990) (1,092,990) 53,010 (1,059,306) $ 12,525,641 $ 8,329,755 $ 14,448,161 $ 14,201,476 $ 5,871,721 67.7% 27.3% -4.6% 70.5% 608 - COINSURANCE PHARMACY 619 - ONSITE PHARMACY CLINIC 620 - BENEFITS ELIMINATIONS TOTAL USES $ 10,269,076 $ 15,835,192 $ 14,948,231 $ 14,697,568 $ 1,137,624 1,439,239 26,369 1,465,608 1,439,238 1,564,382 (1,092,990) (53,010) (1,092,990) (1,059,306) (1,146,000) $ 10,774,152 $ 16,154,800 $ 15,294,479 $ 15,043,817 $ 1,110,983 7.2% 1.8% 4.6% 6.9% Expenditure Activity Narrative: In FY 2015, the Department is expecting a decrease in subscribers as compared to the FY 2014 budget and a small increase in the number of family members covered. Also, in FY 2015, pharmaceutical costs are expected to increase from FY 2013 by about 42%. The growth of family member enrollment and increased costs is attributed to the Patient Protection and Affordable Care Act. Employee Vision Insurance Activity The purpose of the Employee Vision Activity is to provide vision insurance coverage to eligible employees, retirees and their dependents so they can have access to effective and affordable vision care. Mandates: Administrative mandate. 489 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Output Output Demand Demand Expenditure Ratio Revenue 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 2013 ACTUAL 92.2% $ FY 2014 FY 2014 REVISED FORECAST 80.0% 92.0% FY 2015 ADOPTED 92.0% REV VS ADOPTED VAR % 12.0% 15.0% 105.2% 100.1% 81.4% 100.0% (0.1%) -0.1% 88.0% 87.0% 88.0% 88.1% 1.1% 1.3% 10,879 10,990 11,186 11,232 242 2.2% 25,812 25,927 26,838 26,932 1,005 3.9% 10,879 10,990 11,197 11,232 242 2.2% 25,812 25,927 26,689 26,932 1,005 3.9% 5.17 $ 5.33 $ 5.03 $ 5.28 $ 0.05 1.0% 623 - VISION TOTAL SOURCES $ 1,488,279 $ 1,488,279 $ 1,658,880 $ 1,658,880 $ 1,706,261 $ 1,706,261 $ 1,706,262 $ 1,706,262 $ $ 47,382 47,382 2.9% 2.9% 623 - VISION TOTAL USES $ 1,602,625 $ 1,602,625 $ 1,658,880 $ 1,658,880 $ 1,620,443 $ 1,620,443 $ 1,706,262 $ 1,706,262 $ $ (47,382) (47,382) -2.9% -2.9% Expenditure Activity Narrative: The number of employees electing vision benefits and the number of family members covered has grown slightly by 3.2% and 4.3% respectively between FY 2013 and FY 2015. During this time period, premium costs have remained relatively flat. Consequently, the Department estimates that 92% of employees receiving vision insurance coverage in FY 2015 will rate their coverage affordable, maintaining the same rate as in FY 2013. Employee Health and Wellness Program The purpose of the Employee Health and Wellness Program is to provide nutrition, fitness, preventive health, ergonomic and other wellness services to employees and their families so they can keep themselves healthy and productive. 490 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Program Results Measure Description Percent of departments who received the services who feel that as a result of services, Percentage of employees receiving counseling services who felt the services helped them to resolve or cope with their issues. 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 who agree that onsite fitness classes were useful Percentage of employees who successfully completed the tobacco smoking cessation program FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 95.0% 72.5% FY 2015 ADOPTED 95.0% REV VS ADOPTED VAR % 0.0% 0.0% 59.2% 50.1% 60.0% 50.1% 0.0% 0.0% 0.0% 85.2% 85.2% 86.6% 1.4% 1.7% 31.6% 33.5% 33.5% 30.9% (2.6%) -7.7% 100.0% 98.9% 98.5% 98.5% (0.4%) -0.4% N/A N/A 34.6% 100.0% N/A N/A Activities that comprise this program include: • Employee Ergonomics • Employee Fitness • Employee Metabolic Syndrome • Employee Preventative Health • • Employee Short-term Counseling and Referrals Employee Tobacco Cessation 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 Expenditure Ratio 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 2013 ACTUAL N/A $ $ $ 2,314 2,806 113.73 263,163 263,163 FY 2014 FY 2014 REVISED FORECAST 95.0% 72.5% $ $ $ 3,780 4,680 60.78 229,735 229,735 $ $ $ 725 777 240.58 174,421 174,421 FY 2015 ADOPTED 95.0% $ $ $ 840 840 296.98 249,459 249,459 REV VS ADOPTED VAR % 0.0% 0.0% $ $ $ (2,940) (3,840) (236.20) -77.8% -82.1% -388.6% (19,724) (19,724) -8.6% N/A -8.6% Activity Narrative: In FY 2015, demand and output are expected to significantly decline as fewer employees are requested ergonomic evaluations in FY 2014. The Department is maintaining one position vacant pending review of demand for service. 491 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 Expenditure Ratio Revenue 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 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 98.9% 0.0% FY 2015 ADOPTED 98.5% REV VS ADOPTED VAR % (0.4%) -0.4% 3,796 10,358 7,706 7,200 (3,158) -30.5% N/A N/A N/A N/A N/A N/A (25.52) -44.5% $ 25.72 $ 57.36 $ 75.97 $ 82.88 $ 615 - WELLNESS TOTAL SOURCES $ $ 25 25 $ $ - $ $ - $ $ - $ $ 615 - WELLNESS TOTAL USES $ $ 97,620 97,620 $ $ 594,134 594,134 $ $ 585,398 585,398 $ $ 596,722 596,722 $ $ - N/A N/A Expenditure (2,588) (2,588) -0.4% -0.4% Activity Narrative: In FY 2013, the Department contracted with the YMCA to provide subsidized memberships to full-time Maricopa County employees and their dependents. YMCA memberships were extended to part-time employees in FY 2014. This partnership is continued in FY 2015 and nonrecurring expenditures are also set aside for employee fitness equipment and facilities, which will include siting of fitness equipment in more distributed locations based on recommendations of departmental Wellness Champions. The current data collection methods for the output and demand measures for this activity do not capture the registration of on-site fitness class participants and are unable to determine the discrete count of participants. This measure is being revaluated for FY 2016. 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. 492 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Demand Expenditure Ratio Expenditure Measure FY 2013 Description ACTUAL 125.0% Percentage of employees whose biometric screening results are favorable on the metabolic syndrome program post screening 1.0% Percentage of employees whose biometric screening results are favorable on the metabolic syndrome program prescreening Number of employees who completed the 50 metabolic syndrome program Number of employees who participated in the 200 metabolic syndrome program Number of employees eligible to participate in 6,959 the metabolic syndrome program Total activity expenditure per metabolic $ 9.22 syndrome program participant 615 - WELLNESS TOTAL USES $ $ 1,843 1,843 FY 2014 FY 2014 REVISED FORECAST N/A N/A $ $ REV VS ADOPTED VAR % N/A N/A FY 2015 ADOPTED N/A N/A N/A N/A N/A N/A - - - - N/A - - - - N/A 6,959 6,959 - (6,959) -100.0% N/A N/A N/A N/A N/A 112,347 112,347 $ $ 60,174 60,174 $ $ 62,209 62,209 $ $ 50,138 50,138 44.6% 44.6% Activity Narrative: In FY 2013, the County’s medical insurance provider, CIGNA started a metabolic syndrome program. This program did not continue in FY 2014 and therefore there are no current data available for this activity measure. In FY 2014, expenditure authority was re-directed to support department “mini-grants” and the new wellness vendor contract. The Department is evaluating how this activity measure will be utilized in FY 2016. 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. Measure Type Result Result Result Output Output Demand Demand Expenditure Ratio Expenditure REV VS ADOPTED Measure FY 2013 FY 2014 FY 2014 FY 2015 Description ACTUAL REVISED FORECAST ADOPTED VAR % 0.0% 85.2% 85.2% 86.6% 1.4% 1.7% Percentage of employees who strongly agree they know more about their health following the screening 31.6% 33.5% 33.5% 30.9% (2.6%) -7.7% 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 0.0% 0.0% 0.0% 0.0% 0.0% N/A Percentage of employees and dependents enrolled in medical insurance coverage who identify a preventable health condition Number of employees who participate in 9,076 9,500 9,500 10,430 930 9.8% biometric screenings Number of influenza vaccinations 4,919 4,200 4,200 5,000 800 19.0% administered Number of biometric screenings requested 9,076 9,500 9,500 10,430 930 9.8% Number of influenza vaccinations requested 4,919 4,200 4,200 5,000 800 19.0% Total activity expenditure per biometric $ 83.69 $ 77.53 $ 65.09 $ 72.31 $ 5.21 6.7% screening conducted 615 - WELLNESS TOTAL USES $ $ 759,555 759,555 $ $ 493 736,495 736,495 $ $ 618,328 618,328 $ $ 754,207 754,207 $ $ (17,712) (17,712) -2.4% -2.4% Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activity Narrative: In FY 2015, Employee Preventive Health expenditures are directed to two new initiatives. Department wellness champions will have an opportunity to request “mini-grants” for fitness equipment or classes to support local wellness initiatives. Secondly, a new wellness vendor will be contracted to conduct biometric screenings and health risk assessments, in conjunction with enhanced wellness incentive programs starting in FY 2016. These efforts are expected to maintain the 85% of employees who strongly agree that they know more about their health following the biometric screening. 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 employees and their families so they can live and work well. Mandates: Administrative mandate. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percentage of employees receiving counseling services who felt the services helped them to resolve or cope with their issues. Number of active employees who received short-term counseling and referral services. Number of active employees requesting shortterm counseling and referral services. Expenditure per employee receiving shortterm counseling and referral services FY 2013 ACTUAL 59.2% FY 2014 FY 2014 REVISED FORECAST 50.1% 60.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 50.1% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 628 - EMPLOYEE ASSISTANCE TOTAL SOURCES $ $ 216,146 216,146 $ $ 369,603 369,603 $ $ 389,111 389,111 $ $ 400,320 400,320 $ $ 30,717 30,717 8.3% 8.3% 628 - EMPLOYEE ASSISTANCE TOTAL USES $ $ 215,833 215,833 $ $ 369,603 369,603 $ $ 389,111 389,111 $ $ 400,320 400,320 $ $ (30,717) (30,717) -8.3% -8.3% Expenditure Activity Narrative: In FY 2015, Employee Short Term Counseling and Referral expenditures increased to reflect higher numbers of covered employees and premium increases specified in the current contract with the counseling agency Magellan. Reliable data is not available for the Output and Demand measures. 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. 494 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Output Demand Expenditure Ratio Expenditure 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 615 - WELLNESS TOTAL USES FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A 34.6% REV VS ADOPTED VAR % N/A N/A - 2 8 20 18 900.0% - 10 31 20 10 100.0% - 10 28 20 10 100.0% $ 20,125.30 87.2% $ $ 74.3% 74.3% N/A $ 23,091.10 $ $ FY 2015 ADOPTED 100.0% 1,843 1,843 $ $ 230,911 230,911 $ 1,011.00 $ 2,965.80 $ $ 31,341 31,341 $ $ 59,316 59,316 171,595 171,595 Activity Narrative: In FY 2015, Employee Tobacco Cessation operating expenditures increased in anticipation of increased participation in tobacco cessation programs. Non-recurring expenditures of $200,000, budgeted in FY 2014 to purchase saliva test kits to detect the presence of nicotine, were not necessary after it was decided not to re-test employees who have been previously certified as nonusers. Ryan White HIV/AIDS – Part A Program The purpose of the Maricopa County Ryan White HIV/AIDS Program- Part A Program is to provide a continuum of care containing a mix of core medical services and essential support services to eligible people with HIV/AIDS so they can achieve optimal health, well-being, and self-determination. Program Results Measure Description Percent of Planning Council members indicating satisfaction w/ staff administrative 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 2013 ACTUAL 96.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 95.5% FY 2015 ADOPTED 95.0% REV VS ADOPTED VAR % (5.0%) -5.0% 33.9% 30.0% 25.5% 28.0% (2.0%) -6.7% 67.9% 50.0% 71.9% 70.0% 20.0% 40.0% Activities that comprise this program include:  Ryan White Part A Core Medical Services   Ryan White Part A Non-Medical Support Services Ryan White Planning Council Support Ryan White Part A Core Medical Services Activity The purpose of the Ryan White Part A 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: Discretionary. 495 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Output Demand Demand Expenditure Ratio Expenditure Ratio Revenue 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 2013 ACTUAL 33.9% FY 2014 FY 2014 REVISED FORECAST 30.0% 25.5% FY 2015 ADOPTED 28.0% 266,983 305,556 166,257 153,600 2,474 2,500 3,000 3,000 266,983 305,556 166,257 153,600 3,030 3,000 3,000 3,000 REV VS ADOPTED VAR % (2.0%) -6.7% (151,956) 500 (151,956) - -49.7% 20.0% -49.7% 0.0% $ 19.32 $ 20.44 $ 35.80 $ 40.77 $ (20.33) -99.5% $ 2,085.61 $ 2,498.30 $ 1,983.95 $ 2,087.61 $ 410.69 16.4% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 5,514,084 $ 5,514,084 $ 6,208,293 $ 6,208,293 $ 5,951,838 $ 5,951,838 $ 6,262,523 $ 6,262,523 $ $ 54,230 54,230 0.9% 0.9% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 5,159,288 $ 5,159,288 $ 6,245,742 $ 6,245,742 $ 5,951,838 $ 5,951,838 $ 6,262,820 $ 6,262,820 $ $ (17,078) (17,078) -0.3% -0.3% Expenditure Activity Narrative: The passage of the Patient Protection and Affordable Care Act (ACA) has significantly altered the eligibility of Ryan White program participants: 1,456 participants are now able to enroll in AHCCCS due to Arizona’s expanded coverage and another 315 participants are able to enroll in subsidized private health insurance, which Ryan White funding is able to contribute to insurance premiums, deductibles and copays. The ACA has reduced the number of medical service units provided since Ryan White program participants now receive primary medical care through their insurance plans which allows funding to shift to other core medical services such as dental. Ryan White Part A Non-Medical Support Services Activity The purpose of the Ryan White Part A 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: Discretionary. 496 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Measure Description Percent of eligible clients with referral to nonmedical support services who receive medical services or non-medical support services. Output Number of non-medical support units of service received Average number of eligible clients with referral to non-medical support services. Average number of eligible clients receiving non-medical support services. Number of non-medical support units requested Average number of eligible clients requesting non-medical support services. Expenditure per non-medical support unit of $ service received Expenditure per eligible client receiving non$ medical support services. Output Output Demand Demand Expenditure Ratio Expenditure Ratio Revenue FY 2013 ACTUAL 67.9% FY 2014 FY 2014 REVISED FORECAST 50.0% 71.9% 41,668 46,644 FY 2015 ADOPTED 70.0% 33,526 REV VS ADOPTED VAR % 20.0% 40.0% 36,000 (10,644) -22.8% N/A N/A N/A N/A N/A N/A 1,000 1,059 952 900 (159) -15.0% 41,668 46,644 33,526 36,000 (10,644) -22.8% 1,000 1,059 952 900 (159) -15.0% (4.21) -20.7% 23.32 $ 20.33 $ 25.08 $ 24.54 $ 972.00 $ 895.60 $ 883.05 $ 81.80 $ 813.80 90.9% -15.1% -15.1% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,188,523 $ 1,188,523 $ 1,041,058 $ 1,041,058 $ $ 840,733 840,733 $ $ 883,436 883,436 $ $ (157,622) (157,622) 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ $ $ $ $ 840,733 840,733 $ $ 883,436 883,436 $ $ 65,000 65,000 Expenditure 971,753 971,753 948,436 948,436 6.9% 6.9% Activity Narrative: In FY 2014, Non-Medical Support Services were reduced as funding was diverted to core medical services. As savings are realized from client enrollment in expanded Medicaid or the federally facilitated marketplace insurance plans, additional funds may be routed back to non-medical support services. The impact of the enrollments should be measurable during the summer of 2014 and will be integrated into a Planning Resource Service Allocation meeting which will determine the distribution of core and non-medical core services. Non-Medical Support Services will meet anticipated demand by providing an average of 3,000 monthly service units to an average of 900 clients. Ryan White Planning Council Support Activity The purpose of the Ryan White Planning Council Support Activity is to provide information, facilitation and other support services to the Maricopa County Ryan White Part A Planning Council so they can effectively set policy and allocate resources for the Ryan White Part A Program. Mandates: Discretionary. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of Planning Council members indicating satisfaction w/ staff administrative duties Number of meetings facilitated Number of meetings scheduled Expendidutres per meeting held FY 2013 ACTUAL 96.0% $ 45 68 369.09 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2014 FY 2014 REVISED FORECAST 100.0% 95.5% $ 54 65 3,904.81 8,743 8,743 $ $ 16,609 16,609 $ $ $ 43 44 3,637.42 155,687 155,687 $ $ 210,860 210,860 $ $ REV VS ADOPTED VAR % (5.0%) -5.0% FY 2015 ADOPTED 95.0% $ 63 63 2,814.65 156,409 156,409 $ $ 156,409 156,409 $ $ $ 9 (2) 1,090.16 16.7% -3.1% 27.9% 177,620 177,620 $ $ 21,933 21,933 14.1% 14.1% 177,323 177,323 $ $ 33,537 33,537 15.9% 15.9% Expenditure 497 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activity Narrative: In FY 2014, the funds for the Ryan White Planning Council Support Activity were reallocated from the Public Health Department to Employee Benefits and Health. The Planning Council determines how the Ryan White Program will allocate resources and sets policy for the use of Ryan White Funding. In FY 2015, the Department expects the Council will continue a high level of satisfaction with staff administrative duties as demonstrated in previous years. Voluntary and Other Benefits Program The purpose of the Voluntary and Other Benefits Program is to provide life, short-term disability and other optional benefit services to eligible employees so they can protect their financial security and benefit from group savings. Program Results Measure Description Percentage of employees receiving child life insurance coverage who are satisfied with the Percentage of employees receiving additional life insurance who rated the benefit as affordable. Percentage of employees receiving accidental death and dismemberment insurance who rated the benefit as affordable. FY 2013 ACTUAL 63.1% 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 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). FY 2014 FY 2014 REVISED FORECAST 53.0% 63.1% FY 2015 ADOPTED 63.1% REV VS ADOPTED VAR % 10.0% 19.0% 85.1% 76.0% 85.0% 85.0% 8.9% 11.7% 84.0% 71.0% 84.0% 84.0% 13.0% 18.4% 65.1% 56.0% 65.0% 65.0% 9.0% 16.1% 90.3% 90.8% 90.3% 90.3% (0.5%) -0.6% 95.8% 100.0% 95.8% 95.8% (4.2%) -4.2% 104.4% 100.0% 131.4% 100.0% 0.0% 0.0% 82.1% 74.0% 81.9% 81.9% 7.9% 10.7% 116.6% 100.0% 145.5% 100.0% 0.0% 0.0% 67.7% 100.0% 96.1% 100.0% 0.0% 0.0% 65.9% 100.0% 73.7% 100.0% 0.0% 0.0% Activities that comprise this program include: • Employee Flexible Spending Accounts • Employee Life Insurance Benefits • Employee Short Term Disability Insurance • 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 eligible employees so they can contribute pre-tax money to pay for health care expenses 498 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 Expenditure Ratio 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 2013 ACTUAL 90.3% FY 2014 FY 2014 REVISED FORECAST 90.8% 90.3% 95.8% 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. 100.0% FY 2015 ADOPTED 90.3% 95.8% 95.8% REV VS ADOPTED VAR % (0.5%) -0.6% (4.2%) -4.2% 258 276 270 270 (6) -2.2% 1,894 1,962 1,661 1,661 (301) -15.3% 212 148 205 205 57 38.5% 2,364 2,386 2,136 2,136 (250) -10.5% 258 276 264 270 (6) -2.2% 2,106 1,962 1,876 1,624 (338) -17.2% 212 148 227 242 94 63.5% 2,364 2,386 2,136 2,136 (250) -10.5% 1,401.81 $ 1,359.67 $ 1,437.86 $ 1,437.86 $ (78.20) -5.8% $ (86,419) (86,472) (172,891) -3.7% -9.7% -5.3% 86,419 86,472 172,891 3.7% 9.7% 5.3% Revenue 621 - FLEX SPENDING HEALTH 622 - FLEX SPENDING DEP CARE TOTAL SOURCES $ 2,392,829 921,059 $ 3,313,888 $ 2,356,070 888,092 $ 3,244,162 $ 2,269,651 801,620 $ 3,071,271 $ 2,269,651 801,620 $ 3,071,271 621 - FLEX SPENDING HEALTH 622 - FLEX SPENDING DEP CARE TOTAL USES $ 2,392,828 921,061 $ 3,313,889 $ 2,356,070 888,092 $ 3,244,162 $ 2,269,651 801,620 $ 3,071,271 $ 2,269,651 801,620 $ 3,071,271 $ Expenditure $ $ Activity Narrative: In FY 2015, more than 2,000 employees are expected to utilize a flexible spending account and indicate a 90% satisfaction level with their dependent and non-dependent flexible spending account. Total enrollment in flexible spending accounts is expected to slightly decrease from FY 2014 Revised. 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 eligible employees and their dependents so they can obtain affordable financial assistance in the event of death or dismemberment. Mandates: Administrative mandate. 499 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Output Output Demand Demand Demand Demand Demand Expenditure Ratio Measure Description Percentage of employees receiving child life insurance coverage who are satisfied with the benefit. Percentage of employees receiving additional life insurance who rated the benefit as affordable. Percentage of employees receiving accidental death and dismemberment insurance who rated the benefit as affordable. FY 2013 ACTUAL 63.1% Percentage of employees receiving spouse life insurance who are satisfied with the benefit. Average number of employees who receive basic life insurance coverage. Average number of employees who receive accidental death and dismemberment insurance coverage. Average number of employees who receive additional life insurance coverage. Average number of employees who receive child life insurance coverage. Average number of employees who receive spouse life insurance coverage. Average number of employees who receive basic life, additional life, accidental death and dismemberment, child life, and spousal life insurance coverage. Average number of employees enrolled in basic life insurance coverage Average number of employees enrolled in accidental death and dismemberment insurance coverage Average number of employees enrolled in additional life and accidental death and dismemberment insurance coverage. Average number of employees enrolled in child life insurance coverage. Average number of employees enrolled in spouse life insurance coverage. Expenditure per employee who receives basic $ life, additional life, accidental death and dismemberment, child life and/or spouse life insurance coverage. FY 2014 FY 2014 REVISED FORECAST 53.0% 63.1% FY 2015 ADOPTED 63.1% REV VS ADOPTED VAR % 10.0% 19.0% 85.1% 76.0% 85.0% 85.0% 8.9% 11.7% 84.0% 71.0% 84.0% 84.0% 13.0% 18.4% 65.1% 56.0% 65.0% 65.0% 9.0% 16.1% 12,628 12,675 12,676 12,652 (23) -0.2% 12,620 12,675 12,637 12,652 (23) -0.2% 8,364 8,022 8,281 8,296 274 3.4% 3,850 3,827 3,977 3,965 138 3.6% 3,382 3,370 3,336 3,336 (34) -1.0% 36,181 1,775 12,676 12,652 12,628 12,675 12,682 12,652 (23) -0.2% 12,542 12,675 12,637 12,652 (23) -0.2% 3,797 8,022 8,280 8,296 274 3.4% 3,850 3,827 3,977 3,965 138 3.6% 3,382 3,370 3,336 3,336 (34) -1.0% 9.15 $ 182.50 $ 27.71 $ 626 - FI LIFE AND AD AND D 627 - SUPPLEMENTAL LIFE 630 - DEPENDENT LIFE TOTAL SOURCES 367,853 3,248,350 361,611 $ 3,977,814 $ 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 $ $ 10,877 612.8% 27.76 $ 154.74 84.8% 398,661 3,471,236 345,300 $ 4,215,197 398,661 3,471,236 345,300 $ 4,215,197 $ 829 330,239 (3,216) 327,852 0.2% 10.5% -0.9% 8.4% $ $ $ (829) (330,239) 3,216 (327,852) -0.2% -10.5% 0.9% -8.4% Revenue $ $ Expenditure 370,265 3,242,088 362,209 $ 3,974,562 397,832 3,140,997 348,516 $ 3,887,345 398,661 3,471,236 345,300 $ 4,215,197 398,661 3,471,236 345,300 $ 4,215,197 $ Activity Narrative: In FY 2015, enrollment is expected to remain nearly flat compared to FY 2014 Forecast. A 3% increase in rates was absorbed by employer premiums and should assist in maintaining 85% agreement with the affordability of this employee benefit. 500 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Employee Short-Term Disability Insurance Activity The purpose of the Employee Short-Term Disability Insurance Activity is to provide short-term disability insurance coverage to eligible employees so they can affordably obtain income replacement in the event of a disability that prevents them from working. Mandates: Administrative mandate. Measure Type Result Result Result Result Result Output Output Output Output Demand Demand Demand Demand Expenditure Ratio Revenue Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of short-term disability claims 104.4% 100.0% 131.4% 100.0% 0.0% 0.0% expense to premium revenue (loss ratio). Percentage of employees who rate their short82.1% 74.0% 81.9% 81.9% 7.9% 10.7% term disability insurance as affordable according to the annual benefit satisfaction survey. Percentage of 60% short-term disability 116.6% 100.0% 145.5% 100.0% 0.0% 0.0% claims expense to premium revenue (loss ratio). Percentage of 50% short-term disability 67.7% 100.0% 96.1% 100.0% 0.0% 0.0% claims expense to premium revenue (loss ratio). Percentage of 40% short-term disability 65.9% 100.0% 73.7% 100.0% 0.0% 0.0% claims expense to premium revenue (loss ratio). Average number of employees receiving short8,316 8,339 8,397 8,402 63 0.8% term disability insurance. Average number of employees receiving 60% 5,372 5,381 5,410 5,383 2 0.0% short-term disability insurance. Average number of employees receiving 50% 1,786 1,787 1,838 1,852 65 3.6% short-term disability insurance. Average number of employees receiving 40% 1,158 1,171 1,149 1,167 (4) -0.3% short-term disability insurance. Average number of employees enrolled in 8,316 8,339 8,386 8,402 63 0.8% short-term disability insurance. Average number of employees enrolled in 5,372 5,381 5,410 5,383 2 0.0% 60% short-term disability insurance. Average number of employees enrolled in 1,786 1,787 1,838 1,852 65 3.6% 50% short-term disability insurance. Average number of employees enrolled in 1,158 1,171 1,149 1,167 (4) -0.3% 40% short-term disability insurance. Expenditure per employee who received short- $ 82.11 $ 80.49 $ 27.57 $ 28.90 $ 51.59 64.1% term disability insurance coverage. 611 - 60 PERCENT STD 612 - 50 PERCENT STD 613 - 40 PERCENT STD TOTAL SOURCES $ 1,421,008 317,870 145,445 $ 1,884,323 $ 1,408,140 304,556 142,180 $ 1,854,876 $ 1,550,696 352,740 155,506 $ 2,058,942 $ 1,944,571 408,473 161,260 $ 2,514,304 $ 611 - 60 PERCENT STD 612 - 50 PERCENT STD 613 - 40 PERCENT STD TOTAL USES $ 7,917,516 185,696 89,810 $ 8,193,022 $ 7,608,140 304,556 142,180 $ 8,054,876 $ 2,357,865 309,174 110,748 $ 2,777,787 $ 2,344,571 408,473 161,260 $ 2,914,304 $ 5,263,569 (103,917) (19,080) $ 5,140,572 $ 536,431 103,917 19,080 659,428 38.1% 34.1% 13.4% 35.6% Expenditure 69.2% -34.1% -13.4% 63.8% Activity Narrative: In FY 2013, expenditures increased due to a one-time premium rebate of $6,200,000. This rebate was budgeted in FY 2014, thus there are additional expenditures of $6,200,000 in FY 2014 Revised which revert back to FY 2013. In FY 2014, a structural deficit occurred in the employee-funded 60% short-term disability insurance plan of approximately $800,000. This resulted in a premium increase for this disability plan in FY 2015, during which the plan is expected to reduce the structural deficit to $400,000. A subsequent increase in employee premiums in FY 2016 is expected to eliminate the deficit. Notably, 65% of employees 501 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget electing coverage for short-term disability in FY 2014 chose the 60% short-term disability plan. The 40% and 50% short-term disability plans both show excess net positive returns in FY 2013 and FY 2014. 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. Mandates: Administrative mandate. Measure Type Result Output Output Output Output Output Output Output Demand Demand Demand Demand Demand Demand Demand Expenditure Ratio Revenue 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 2013 ACTUAL 53.1% FY 2014 FY 2014 REVISED FORECAST 85.8% 52.9% FY 2015 ADOPTED 87.3% REV VS ADOPTED VAR % 1.5% 1.7% 79 80 50 N/A N/A N/A 325 328 283 N/A N/A N/A 104 103 90 N/A N/A N/A 49 50 44 N/A N/A N/A 106 106 92 N/A N/A N/A 2,554 670 2,478 1,913 1,243 185.5% 1,892 1,890 1,918 1,913 23 1.2% 79 80 50 N/A N/A N/A 325 328 283 N/A N/A N/A 104 103 90 N/A N/A N/A 49 50 44 N/A N/A N/A 106 106 92 N/A N/A N/A 662 670 2,476 1,913 1,243 185.5% 1,892 1,890 1,918 1,913 23 1.2% $ 29.29 $ 110.97 $ 30.50 $ 36.36 $ 74.61 67.2% 631 - VOLUNTARY BENEFITS TOTAL SOURCES $ $ 898,387 898,387 $ $ 892,212 892,212 $ $ 906,751 906,751 $ $ 834,751 834,751 $ $ (57,461) (57,461) -6.4% -6.4% 631 - VOLUNTARY BENEFITS TOTAL USES $ $ 897,630 897,630 $ $ 892,212 892,212 $ $ 906,751 906,751 $ $ 834,751 834,751 $ $ 57,461 57,461 6.4% 6.4% Expenditure Activity Narrative: In FY 2015, Voluntary Insurance Benefits revenue will be reduced due to the cancellation of contracts for accident, critical illness, whole life and term life insurance effective July 1, 2014. These programs had very limited participation. Overall, there was no change in premium rates in FY 2015 for continued Voluntary Insurance Benefits. 502 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 3rd and 4th Quarter Retention Pay and Mark et Adj - $ 14,874 $ 14,824 50 - $ 1,261,422 $ - $ 1,241 $ (50) 1,291 (1,004,960) $ (1,004,960) - $ 257,703 $ - $ 159 $ 159 677 $ 677 - 258,539 $ 0.3% - C-49-13-092-2-00 C-49-14-043-2-00 Agenda Item: C-49-14-043-2-00 $ FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management 1,246,548 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj 2nd to 4th Quarter Retention Pay Plan Restatements Employee Benefits and Health to Non Departmental $ Agenda Item: $ $ 677 FY 2015 Adopted Budget Percent Change from Threshold Amount $ Public Health Grant Fund (532) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 7,405,038 $ 7,405,038 FY 2014 Revised Budget $ 7,405,038 $ 7,405,038 FY 2015 Baseline Budget Threshold $ 7,405,038 $ 7,405,038 $ 322 $ 322 1,362 $ 1,362 - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount 503 1,362 $ (83,143) $ (83,143) (81,459) (81,459) $ 7,323,579 $ -1.1% 7,323,579 -1.1% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Wellness Fund (615) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 1,362,790 $ 1,362,790 FY 2014 Revised Budget $ 1,362,790 $ 1,362,790 FY 2015 Baseline Budget Threshold $ 1,362,790 $ 1,362,790 $ 200 $ 200 43,375 $ 42,309 1,066 - $ - $ - 43,575 43,575 $ 1,406,365 $ 3.2% 1,406,365 3.2% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Risk Management Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ 1,066 FY 2015 Adopted Budget Percent Change from Threshold Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 542,500 $ - FY 2014 Revised Budget $ 542,500 $ - $ (542,500) $ (542,500) - $ - $ - $ 320,000 $ 320,000 - $ 320,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Fitness Equipment and Remodel Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount 504 320,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Benefit Administration Fund (618) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 2,915,172 $ 2,915,172 FY 2014 Revised Budget $ 2,915,172 $ 2,915,172 FY 2015 Baseline Budget Threshold $ 2,915,172 $ 2,915,172 $ 475 $ 475 155,134 $ 153,246 1,888 - $ - $ - 155,609 155,609 $ 3,070,781 $ 5.3% 3,070,781 5.3% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Risk Management Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ 1,888 FY 2015 Adopted Budget Percent Change from Threshold Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 100,000 $ - FY 2014 Revised Budget $ 100,000 $ - $ (100,000) $ (100,000) - $ - $ - $ 100,000 $ 100,000 - $ 100,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Data Warehouse Project and Cube Configuration Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount 505 100,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Benefits Trust Fund (685) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Non Recurring Employee Benefit Trust Adjustment $ Agenda Item: $ C-39-14-031-2-00 FY 2014 Revised Budget Adjustments: Non Recurring Employee Benefit Trust Adjustment $ 5,200,000 $ 5,200,000 5,200,000 5,200,000 154,302,279 $ 146,477,234 Agenda Item: $ C-39-14-031-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Risk Management Fees and Other Revenues ProgRevenue Volume Inc/Dec Non Recurring Other Non Recurring Benefits Holiday 149,102,279 $ 141,277,234 $ (5,200,000) $ (5,200,000) (5,200,000) (5,200,000) 149,102,279 $ 141,277,234 Agenda Item: $ $ $ - 2,954 $ $ $ 675 $ 675 198,509 $ 195,555 2,954 5,959,742 $ 5,959,742 - $ 13,583,971 13,583,971 (10,284,362) (10,284,362) FY 2015 Adopted Budget Percent Change from Threshold Amount $ 155,261,205 $ 144,576,843 4.1% 2.3% Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 6,842,500 $ - FY 2014 Revised Budget $ 6,842,500 $ - $ (6,842,500) $ (6,842,500) - $ - $ - $ 420,000 $ 420,000 - $ 420,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Fitness Equipment and Remodel Data Warehouse Project and Cube Configuration Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount 506 320,000 100,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Benefits Trust Fund (685) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED $ 36,572,889 156,575,260 $ (10,284,364) 146,290,896 $ 144,576,843 144,576,843 $ $ 154,667,447 469,547 155,136,994 $ 155,261,205 420,000 155,681,205 (7,825,045) $ 1,907,813 $ (10,684,362) $ - $ $ 43,167,723 $ 43,368,221 $ 43,368,221 $ $ 141,945,586 141,945,586 $ $ 146,477,234 146,477,234 $ $ 141,277,234 141,277,234 149,102,279 6,842,500 155,944,779 $ 154,302,279 6,842,500 161,144,779 $ $ 142,616,546 $ (2,921,446) 139,695,100 $ Structural Balance $ (670,960) $ Accounting Adjustments $ Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ $ $ 778 $ (7,825,045) $ $ 45,791,413 $ (372,426) 45,418,987 $ $ - $ 35,095,610 $ (6,394,934) 28,700,676 $ 507 FY 2015 ADOPTED FY 2014 FORECAST FY 2014 REVISED - $ 35,095,610 $ (6,394,934) 28,700,676 $ 45,418,987 42,605,456 $ (6,032,567) 36,572,889 $ - 40,777,456 (15,308,929) 25,468,527 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Enterprise Technology Analysis by Harold Sigüenza, Management and Budget Supervisor Summary Mission The mission of the Office of Enterprise Technology (OET) is to provide secure, cost-efficient, and highquality technology solutions to County departments so they can best serve our citizens and communities. Vision 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 Department Specific By June 2015, OET will improve customer satisfaction ratings as evidenced by an increase in its combined Central Services Customer Satisfaction score to 95%. Status: OET continually strives to provide outstanding service to its customers. In order to measure their success, Customer Satisfaction Surveys are regularly provided to its customers to rate their experience and provide feedback to improve its services. OET has initiated several initiatives to improve customer satisfaction. First, in FY 2013, at the Chief Information Officer’s direction, OET created a Strategic Planning and Business Alignment division to focus on the establishment of priorities focused on customer satisfaction. This division developed OET’s strategic plan and its business integration specialists work directly with County departments to understand their strategic plans and align solutions that enable those departments to improve their service delivery and achieve their goals. Second, in FY 2014, OET issued a request for proposal study for the study of OET’s internal service systems, including the Customer Service Center help desk software, to improve the ability to capture, manage, and resolve all requests for assistance. Finally, in FY 2014, OET is developing its Service Portfolio and Cost Allocation capability through partnership with a leading vendor. Initial efforts have included the development of the service catalog and the initial cost allocation for those services, which will provide departments greater transparency for the service they receive from OET. 508 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Specific Department Strategic Plans and Budgets Enterprise Technology By June 2015, OET will improve employee satisfaction as evidenced by an increase in our employee satisfaction score to 85%. Status: A number of initiatives have been implemented within OET to improve employee morale and employee satisfaction. OET developed several employee satisfaction focus groups targeting areas of highest concern from the most recent Employee Satisfaction Survey. The focus groups provided an open opportunity for all OET employees to discuss their concerns and suggestions for improvement based on the targeted areas of concern. Additionally, OET identified “Great People” as a cornerstone to its recently published Strategic Plan, outlining several initiatives to improve employee satisfaction, including improvements to compensation and recruitment, OET’s current work environment within the Chambers Building, and the development of strategic workforce planning efforts that includes staffing improvements related to the recent staffing study and a focus on providing training opportunities for all employees. Department Specific By May 2016, OET will complete the initial County network infrastructure refresh strategy to ensure the identified County network infrastructure meets current lifecycle standards. Status: OET made significant progress in the development of the network refresh projects through improved program and project management. The remote site study was completed in early calendar year 2014, identifying the scope and budget for technology refresh necessary for those sites. The Durango Campus Zone 3 project is nearing completion through its final phase of work to migrate users to the new network. The Downtown Zone 2 project is under development with OET’s partners and in coordination with all stakeholders. Lastly, OET has identified its long-term goals to ensure meeting lifecycle standards, including the completion of the network refresh projects and initiation of a network architecture and optimization project for FY 2015. 509 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES ENET - ENTERPRISE NETWORK SERVICES OCTR - CUSTOMER RESOURCE RDNW - WIRELESS SYSTEMS 41IF - INFO TECHNOLOGY INFRASTRUCTURE $ ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ 5,585,880 $ 8,197,270 3,242,777 17,025,927 $ 4,833,967 $ 8,264,620 2,835,396 15,933,983 $ 6,033,967 $ 8,264,620 3,035,328 17,333,915 $ 5,036,143 $ 8,142,948 3,074,037 16,253,128 $ 4,821,948 $ 8,720,866 2,952,789 16,495,603 $ $ $ 19,438 $ 19,438 $ 13,800 $ 13,800 $ 13,800 $ 13,800 $ 6,150 $ 6,150 $ 13,800 $ 13,800 $ - 0.0% 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ - $ - $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,911 $ 10,911 $ 10,000 $ 10,000 $ - 0.0% 0.0% GISA - GIS APPLICATION DEV AND SUPP 99IT - INFORMATION TECHNOLOGY $ $ 336,153 $ 336,153 $ 460,300 $ 460,300 $ 460,300 $ 460,300 $ 456,655 $ 456,655 $ 460,300 $ 460,300 $ - 0.0% 0.0% TOTAL PROGRAMS $ 17,381,518 $ 16,418,083 $ 17,818,015 $ 16,726,844 $ 16,979,703 $ (838,312) -4.7% 7,377,563 $ 9,293,232 2,243,484 18,914,279 $ 20,593,135 $ 10,887,803 2,247,109 33,728,047 $ 21,915,592 $ 10,770,292 2,301,029 34,986,913 $ 16,583,105 $ 10,601,307 2,314,452 29,498,864 $ 30,421,680 $ 10,428,044 2,449,728 43,299,452 $ (8,506,088) 342,248 (148,699) (8,312,539) -38.8% 3.2% -6.5% -23.8% 2,191,586 $ 757,455 2,949,041 $ 2,530,365 $ 807,915 3,338,280 $ 2,584,857 $ 879,497 3,464,354 $ 2,367,502 $ 1,029,579 3,397,081 $ 2,355,492 $ 1,065,370 3,420,862 $ 229,365 (185,873) 43,492 8.9% -21.1% 1.3% 229,766 $ 151,324 2,117,998 2,499,088 $ 1,292,689 $ 60,304 1,038,072 (117,507) 2,273,558 $ 1,471,328 $ 61,879 1,156,797 2,690,004 $ 788,241 $ 63,583 1,617,572 2,469,396 $ 1,627,764 $ 132,996 989,146 1,053,652 3,803,558 $ (156,436) (71,117) 167,651 (1,053,652) (1,113,554) -10.6% -114.9% 14.5% N/A N/A -41.4% 515,096 $ 291,416 806,512 $ 515,096 $ 291,416 806,512 $ 515,092 $ 435,916 951,008 $ 652,589 $ 180,107 183,106 1,015,802 $ (137,493) (180,107) 291,416 (183,106) (209,290) -26.7% N/A 100.0% N/A -26.0% (1,212,019) 456,246 (82,539) (838,312) -20.1% 5.5% -2.7% -4.8% USES ENET - ENTERPRISE NETWORK SERVICES OCTR - CUSTOMER RESOURCE RDNW - WIRELESS SYSTEMS 41IF - INFO TECHNOLOGY INFRASTRUCTURE $ APPD - APP DEVELOPMENT AND SUPP SVCS ITCN - IT CONSULTING 41MG - INFO TECHNOLOGY MANAGEMENT $ BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 353,042 $ 422,617 775,659 $ GISA - GIS APPLICATION DEV AND SUPP 99IT - INFORMATION TECHNOLOGY $ $ 586,722 $ 586,722 $ 974,154 $ 974,154 $ 991,500 $ 991,500 $ 791,466 $ 791,466 $ 1,036,596 $ 1,036,596 $ (45,096) (45,096) -4.5% -4.5% TOTAL PROGRAMS $ 25,724,789 $ 41,120,551 $ 42,939,283 $ 37,107,815 $ 52,576,270 $ (9,636,987) -22.4% $ $ $ 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 2013 ACTUAL FY 2014 ADOPTED 336,153 $ 336,153 $ 87,462 16,717,431 16,804,893 $ $ FY 2014 REVISED 460,300 460,300 FY 2014 FORECAST REVISED VS ADOPTED VAR % FY 2015 ADOPTED $ $ 460,300 $ 460,300 $ 456,655 $ 456,655 $ 83,093 $ 15,848,890 15,931,983 $ 231,742 $ 17,100,173 17,331,915 $ 241,378 $ 16,004,464 16,245,842 $ 150,000 $ 16,343,603 16,493,603 $ $ $ $ 10,911 13,436 24,347 $ 10,000 15,800 25,800 460,300 460,300 $ $ - (81,742) (756,570) (838,312) 0.0% 0.0% -35.3% -4.4% -4.8% $ SUBTOTAL $ 19,206 221,266 240,472 $ 10,000 15,800 25,800 $ 10,000 15,800 25,800 ALL REVENUES $ 17,381,518 $ 16,418,083 $ 17,818,015 $ 16,726,844 $ 16,979,703 $ (838,312) -4.7% TOTAL SOURCES $ 17,381,518 $ 16,418,083 $ 17,818,015 $ 16,726,844 $ 16,979,703 $ (838,312) -4.7% $ 510 $ $ - 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 9,191,892 $ 61,582 163,911 2,981,229 152,990 (3,578,535) 1,191,472 10,164,541 $ 10,957,496 $ 22,968 96,704 3,589,176 20,137 (5,282,613) 1,353,903 10,757,771 $ 12,910,374 $ 33,559 96,704 4,100,344 25,713 (7,050,800) 1,365,343 11,481,237 $ 11,682,620 $ 41,783 146,283 3,694,573 39,578 (5,795,112) 1,316,370 11,126,095 $ 14,457,814 $ 22,968 98,544 4,554,621 80,706 (7,819,004) 2,191,994 13,587,643 $ (1,547,440) 10,591 (1,840) (454,277) (54,993) 768,204 (826,651) (2,106,406) -12.0% 31.6% -1.9% -11.1% -213.9% 10.9% -60.5% -18.3% 1,423,558 $ 40,108 334,366 (60,441) 36,238 1,773,829 $ 1,069,315 $ 42,376 2,680,000 (388,562) 12,678 3,415,807 $ 1,069,315 $ 42,376 3,880,000 (388,562) 12,678 4,615,807 $ 1,038,270 $ 37,637 1,136,798 (341,770) 12,591 1,883,526 $ 1,500,248 $ 42,376 2,913,200 (388,562) 12,678 4,079,940 $ (430,933) 966,800 535,867 -40.3% 0.0% 24.9% 0.0% 0.0% 11.6% 1,817,381 $ 30,130 3,348,875 2,802 873,176 20,615 121,632 2,751 7,827,786 (1,107,377) 368,838 13,306,609 $ 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 $ 4,109,539 $ 1,670,759 12,663,178 8,000 1,092,284 8,260 89,609 5,033 7,381,949 (676,089) 243,979 26,596,501 $ 2,346,148 $ 1,703,590 11,800,035 2,794 1,094,297 17,805 42,693 3,100 7,432,389 (678,326) 321,068 24,085,593 $ 9,695,899 $ 1,219,259 13,709,391 8,000 1,237,540 11,900 89,320 5,033 7,427,083 (478,312) 196,392 33,121,505 $ (5,586,360) 451,500 (1,046,213) (145,256) (3,640) 289 (45,134) (197,777) 47,587 (6,525,004) -135.9% 27.0% -8.3% 0.0% -13.3% -44.1% 0.3% 0.0% -0.6% -29.3% 19.5% -24.5% $ 479,810 $ 479,810 $ 245,738 $ 245,738 $ 245,738 $ 245,738 $ 12,601 $ 12,601 $ 1,705,182 $ 82,000 1,787,182 $ (1,459,444) (82,000) (1,541,444) -593.9% N/A -627.3% ALL EXPENDITURES $ 25,724,789 $ 41,120,551 $ 42,939,283 $ 37,107,815 $ 52,576,270 $ (9,636,987) -22.4% TOTAL USES $ 25,724,789 $ 41,120,551 $ 42,939,283 $ 37,107,815 $ 52,576,270 $ (9,636,987) -22.4% 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 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 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ $ $ 511 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING $ FUND TOTAL SOURCES $ 681 TECHNOLOGY INFRASTRUCTURE OPERATING $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING 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 CYBER SECURITY NRNP DATA CENTER ONE TIME NRNP NON RECURRING NON PROJECT ENTPRISE DATA CNTR SYSTEMS ENTPRISE DATA NETWORKING FUND TOTAL USES $ 255 DETENTION OPERATIONS OPERATING $ 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 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 336,385 $ 336,385 $ 465,100 $ 465,100 $ 465,100 $ 465,100 $ 459,055 $ 459,055 $ 465,100 $ 465,100 $ - 17,045,133 $ 17,045,133 $ 15,952,983 $ 15,952,983 $ 17,352,915 $ 17,352,915 $ 16,267,789 $ 16,267,789 $ 16,514,603 $ 16,514,603 $ 17,381,518 $ 17,381,518 $ FY 2013 ACTUAL 16,418,083 $ 16,418,083 $ FY 2014 ADOPTED 17,818,015 $ 17,818,015 $ FY 2014 REVISED 16,726,844 $ 16,726,844 $ FY 2014 FORECAST - $ 8,242,310 5,000 8,247,310 $ 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 9,463,036 4,700,000 450,000 24,558,606 $ 2,681,300 $ 1,970,974 238,000 3,135,418 1,834,000 8,867,625 1,600,000 20,327,317 $ 2,760,850 $ 3,074,118 238,200 3,164,369 1,853,727 10,523,328 4,801,092 1,301,182 5,824,200 450,000 33,991,066 $ (52,550) (1,093,144) (1,060,292) (4,801,092) (1,301,182) (1,124,200) (9,432,460) -1.9% -55.2% 0.0% 0.0% 0.0% -11.2% N/A N/A N/A -23.9% 0.0% -38.4% - $ - $ - $ - $ - $ - $ - $ - $ 1,019,055 $ 1,019,055 $ (1,019,055) (1,019,055) N/A N/A 16,720,618 $ 756,861 17,477,479 $ 15,877,016 $ 1,103,729 16,980,745 $ 17,276,948 $ 1,103,729 18,380,677 $ 15,982,039 $ 798,459 16,780,498 $ 16,514,603 $ 1,051,546 17,566,149 $ 24,962,928 $ 761,861 $ 25,724,789 $ 34,866,822 $ 6,253,729 $ 41,120,551 $ 36,685,554 $ 6,253,729 $ 42,939,283 $ 34,709,356 $ 2,398,459 $ 37,107,815 $ 39,148,250 $ 13,428,020 $ 52,576,270 $ (838,312) (838,312) 0.0% 0.0% -4.8% -4.8% 16,979,703 $ (838,312) -4.7% 16,979,703 $ (838,312) -4.7% REVISED VS ADOPTED FY 2015 ADOPTED VAR % 762,345 52,183 814,528 4.4% 4.7% 4.4% (2,462,696) -6.7% (7,174,291) -114.7% (9,636,987) -22.4% Staffing by Program and Activity PROGRAM ACTIVITY INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES PROGRAM TOTAL INFO TECHNOLOGY INFRASTRUCTURE CUSTOMER RESOURCE ENTERPRISE NETWORK SERVICES WIRELESS SYSTEMS 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 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2015 REVISED TO ADOPTED FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % 6.00 7.00 3.00 16.00 6.00 7.00 2.00 15.00 6.00 8.00 2.00 16.00 6.00 8.00 2.00 16.00 7.00 8.00 2.00 17.00 1.00 1.00 16.7% 0.0% 0.0% 6.3% 35.00 45.00 15.00 95.00 39.50 45.50 17.00 102.00 46.00 49.00 17.00 112.00 46.00 49.00 17.00 112.00 46.00 53.00 18.00 117.00 4.00 1.00 5.00 0.0% 8.2% 5.9% 4.5% 34.33 18.00 52.33 34.49 15.50 49.99 43.00 26.50 69.50 41.00 26.50 67.50 37.50 24.50 62.00 (5.50) (2.00) (7.50) (12.8%) (7.5%) (10.8%) 2.00 2.00 165.33 2.00 2.00 168.99 4.50 4.50 202.00 4.50 4.50 200.00 5.50 5.50 201.50 1.00 1.00 (.50) 22.2% 22.2% (0.2%) 512 Maricopa County Annual Business Strategies FY 2015 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 Database Administrator Database Administrator - Senior/Lead Deputy Director - OET/Adv Svcs Deputy Director - OET/Infrastr Director - Geographic Information Systems Enterprise Architect Executive Assistant Finance/Business Analyst GIS Programmer/Analyst GIS Technician Help Desk Coordinator Help Desk Coordinator - Sr/Ld HST Analyst Human Resources Analyst Human Resources Specialist IT Consultant IT Division Manager IT Operations Manager IT PMO Manager IT Program Manager IT Project Manager IT Security Analyst IT Security Analyst - Senior/Lead IT Senior Manager IT Services Supv Management Analyst Media Specialist Network Engineer Network Engineer Senior/Lead Nursing Informatics Analyst Operations Support Analyst Operations Support Anlst-Sr/Ld PC/LAN Technician PC/LAN Technician - Senior/Lead Procurement Specialist Programmer/Analyst Programmer/Analyst - Senior/Lead Quality Assurance Analyst Systems Admin & Analysis Mgr Systems Admin & Analysis Supv Systems Administrator Systems Administrator - Senior/Lead 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 - Senior/Lead Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 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% 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 3.00 3.00 3.00 0.0% 3.00 2.00 1.00 1.00 (1.00) (100.0%) 3.00 1.00 3.00 3.00 3.00 0.0% 6.00 5.00 10.00 10.00 9.00 (1.00) (10.0%) 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 6.33 7.49 5.00 4.00 4.00 (1.00) (20.0%) 4.00 4.00 3.50 (.50) (12.5%) 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% 7.00 6.00 7.00 7.00 8.00 1.00 14.3% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 2.00 1.00 100.0% 2.00 2.00 2.00 0.0% .50 .50 1.50 1.00 200.0% 5.00 5.00 6.00 6.00 6.00 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 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 7.00 8.50 9.50 9.50 8.50 (1.00) (10.5%) 4.00 4.00 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 5.00 5.00 4.00 (1.00) (20.0%) 5.00 5.00 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 3.00 2.00 200.0% 3.00 3.00 4.00 4.00 5.00 1.00 25.0% 4.00 4.00 4.00 3.00 3.00 (1.00) (25.0%) 2.00 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% 4.00 4.00 5.00 5.00 5.00 0.0% 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 2.00 2.00 2.00 2.00 0.0% 11.00 7.00 7.00 7.00 7.00 0.0% 3.00 5.00 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 0.0% 8.00 9.00 15.00 14.00 14.00 (1.00) (6.7%) 1.00 1.00 1.00 0.0% 1.00 2.00 3.00 3.00 3.00 0.0% 3.00 2.00 2.00 2.00 2.00 0.0% 5.00 5.00 5.00 5.00 5.00 0.0% 7.00 9.00 9.00 10.00 10.00 1.00 11.1% 5.00 6.00 6.00 6.00 6.00 0.0% 1.00 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 1.00 1.00 1.00 0.0% 3.00 5.00 5.00 5.00 5.00 0.0% 9.00 11.00 11.00 11.00 11.00 0.0% 7.00 8.00 8.00 8.00 8.00 0.0% 3.00 3.00 2.00 2.00 1.00 (1.00) (50.0%) 1.00 1.00 1.00 1.00 1.00 0.0% 165.33 168.99 202.00 200.00 201.50 (.50) (0.2% ) 513 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Staffing by Fund DEPARTMENT/FUND 100 GENERAL 681 TECHNOLOGY INFRASTRUCTURE Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 114.33 113.99 147.00 145.00 143.50 (3.50) (2.4%) 51.00 55.00 55.00 55.00 58.00 3.00 5.5% 165.33 168.99 202.00 200.00 201.50 (.50) (0.2% ) General Adjustments Personnel: • FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $5,541 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $36,917 for the impact of the changes in risk management. • Increase Personnel Expenditures by $475,426 and supplies and services by $167,300 for the impact of Cyber Security program increases. • Increase Services by $150,000 for the impact of data center storage growth maintenance. General Fund (100) Cyber Security Non Recurring Non Project • Budget of $4,801,092 for Cyber Security tools and software services. General Fund (100) Operating Major Maintenance • Increase Services by $1,145,694 for the impact of increased maintenance cost for Enterprise Data Center Systems and Enterprise Data Networking. General Fund (100) Non Recurring Major Maintenance • Budget non-capital equipment and services of $5,824,200 for Enterprise Data Center Systems. • Budget non-capital equipment and services of $450,000 for Enterprise Data Networking. Detention Fund (255) Operating • Budget of $1,019,055 is a reallocation from Non-Departmental for Correctional Health Services IT support. Telecommunications Fund (681) Operating • Increase Regular Benefits by $2,640 for the impact of changes in retirement contribution rates. • Increase Other Services by $36,410 for the impact of increased cost for providing services. • Increase Other Services by $299,547 for the impact of increased demand for professional services. • Increase Internal Services Charges by $36,917 for the impact of the changes in risk management. Telecommunications Fund (681) Non Recurring Non Project • Budget of $1,051,546 for vehicle replacements, general repairs and maintenance, radio test gear, and additional staff. 514 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2015 Adopted Budget Programs and Activities Information Technology Infrastructure Program The purpose of the Information Technology Infrastructure (Telecommunications) program is to provide a common integrated, robust, electronic platform to County departments, participating jurisdictions and the public so that they can conveniently and dependably conduct business regardless of location. Program Results Measure Description Percent of all completed radio service requests finished within two business days or less. Percent "uptime" of radio network. Percent of time external systems (Internet) access is available. Percent of time enterprise email is available. Percent of time Smart devices enterprise services are available. Percent of new service work orders resolved. Percent of help requests resolved during reporting period. FY 2013 ACTUAL 94.3% FY 2014 FY 2014 REVISED FORECAST 80.0% 92.4% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 20.0% 25.0% 99.8% 100.0% 99.5% 99.8% 99.6% 99.8% 99.6% 98.6% 0.1% (1.2%) 0.1% -1.2% 100.0% 100.0% 100.0% 100.0% 100.0% 99.8% 100.0% 100.0% 0.0% 0.0% 0.0% 0.0% 86.3% 77.9% 90.0% 82.5% 89.1% 78.1% 100.0% 77.2% 10.0% (5.3%) 11.1% -6.4% Activities that comprise this program include: • Enterprise Network Services • Customer Resource • 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 Expenditure Ratio Revenue 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 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 99.8% 99.8% FY 2015 ADOPTED 98.6% REV VS ADOPTED VAR % (1.2%) -1.2% 100.0% 100.0% 100.0% 100.0% 100.0% 99.8% 100.0% 100.0% 0.0% 0.0% 0.0% 0.0% 86.3% 917 90.0% 1,000 89.1% 1,074 100.0% 1,000 10.0% - 11.1% 0.0% 791 1,000 1,074 1,000 8,045.32 $ 21,915.59 $ 15,440.51 $ 30,421.68 $ (8,506.09) -38.8% 681 - TECHNOLOGY INFRASTRUCTURE TOTAL SOURCES $ 5,585,880 $ 5,585,880 $ 6,033,967 $ 6,033,967 $ 5,036,143 $ 5,036,143 $ 4,821,948 $ 4,821,948 $ (1,212,019) $ (1,212,019) -20.1% -20.1% 100 - GENERAL 681 - TECHNOLOGY INFRASTRUCTURE TOTAL USES $ 2,510,476 4,867,087 $ 7,377,563 $ 16,278,970 5,636,622 $ 21,915,592 $ 12,386,658 4,196,447 $ 16,583,105 $ 25,481,761 4,939,919 $ 30,421,680 $ (9,202,791) 696,703 $ (8,506,088) -56.5% 12.4% -38.8% $ - 0.0% Expenditure 515 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Activity Narrative: The FY 2015 budget supports the Department in meeting 100% of the demand for service access and maintenance. 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. The increase in expenditures are due to the augmentation of cyber security services including tools and software services, additional personnel, supplies and services. 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 FY 2013 ACTUAL Description Percent of help requests resolved during 77.9% reporting period. Output Number of help requests received during 36,996 reporting period. 28,820 Output Number of help request resolved. Demand Number of help requests received. 36,996 Expenditure Ratio Total expenditure per help resolution resolved. $ 322.46 Revenue $ 8,197,270 681 - TECHNOLOGY INFRASTRUCTURE TOTAL SOURCES $ 8,197,270 Expenditure $ 100 - GENERAL 955,490 681 - TECHNOLOGY INFRASTRUCTURE 8,337,742 TOTAL USES $ 9,293,232 Measure Type Result FY 2014 FY 2014 FORECAST REVISED 78.1% 82.5% $ FY 2015 ADOPTED 77.2% REV VS ADOPTED VAR % -6.4% (5.3%) 35,900 37,223 38,846 2,946 35,900 35,900 300.01 32,174 37,223 329.50 30,000 38,846 347.60 $ (5,900) 2,946 (47.59) $ $ 8.2% -16.4% 8.2% -15.9% $ 8,264,620 $ 8,264,620 $ 8,142,948 $ 8,142,948 $ 8,720,866 $ 8,720,866 $ $ 456,246 456,246 5.5% 5.5% $ 2,745,377 8,024,915 $ 10,770,292 $ 2,691,881 7,909,426 $ 10,601,307 $ 2,744,460 7,683,584 $ 10,428,044 $ 917 341,331 342,248 0.0% 4.3% 3.2% $ Activity Narrative: After a full year of implementation of the new help desk software package, the Department percent of help requests resolved during a reporting period is decreasing due to an accurate count of help request received. 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. 516 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Measure Description Percent of all completed radio service requests finished within two business days or less. Result Percent "uptime" of radio network. Output Number of radio service requests completed. Number of push-to-talk transmissions Demand attempted. Demand Number of radio service requests requested. Expenditure Ratio Total expenditure per radio service request completed. Revenue 681 - TECHNOLOGY INFRASTRUCTURE TOTAL SOURCES Expenditure 681 - TECHNOLOGY INFRASTRUCTURE TOTAL USES Department Strategic Plans and Budgets Enterprise Technology FY 2013 ACTUAL 94.3% FY 2014 FY 2014 REVISED FORECAST 80.0% 92.4% 99.8% 6,801 15,741,084 99.5% 4,800 16,000,000 $ 6,801 329.88 $ 4,800 479.38 99.6% 7,696 13,772,023 $ 7,696 300.73 REV VS ADOPTED VAR % 20.0% 25.0% FY 2015 ADOPTED 100.0% 99.6% 8,000 13,750,000 $ 0.1% 3,200 (2,250,000) 0.1% 66.7% -14.1% 8,000 306.22 $ 3,200 173.17 66.7% 36.1% $ 3,242,777 $ 3,242,777 $ 3,035,328 $ 3,035,328 $ 3,074,037 $ 3,074,037 $ 2,952,789 $ 2,952,789 $ $ (82,539) (82,539) -2.7% -2.7% $ 2,243,484 $ 2,243,484 $ 2,301,029 $ 2,301,029 $ 2,314,452 $ 2,314,452 $ 2,449,728 $ 2,449,728 $ $ (148,699) (148,699) -6.5% -6.5% 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 Actuals was based on an estimate of the number of radio transmission prior to the implementation of the new counting method. In FY 2015 the Department is continuing to implement the new counting method causing a decrease in the number of push-to-talk transmission attempts in line with the FY 2014 Forecast. The increase in expenditures is due to more work orders being created on the expanded radio 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 Production Support service requests resolved. Percent of Project Development service requests resolved. Percent of analyses completed. FY 2013 ACTUAL 108.4% FY 2014 FY 2014 REVISED FORECAST 90.0% 97.4% FY 2015 ADOPTED 97.6% REV VS ADOPTED VAR % 7.6% 8.4% 83.2% 100.0% 94.8% 100.0% 0.0% 0.0% 78.7% 80.0% 85.3% 100.0% 20.0% 25.0% 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. 517 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Measure Description Percent of Production Support service requests resolved. Result Percent of Project Development service requests resolved. Output Number of Production Support service requests resolved. Output Number of Project Development service requests resolved. Demand Number of Production Support service requests. Demand Number of Project Development service requests. Expenditure Ratio Total expenditure per Production Support requests completed. Expenditure 100 - GENERAL TOTAL USES Department Strategic Plans and Budgets Enterprise Technology FY 2013 ACTUAL 108.4% $ FY 2014 FY 2014 REVISED FORECAST 90.0% 97.4% FY 2015 ADOPTED 97.6% REV VS ADOPTED VAR % 7.6% 8.4% 83.2% 100.0% 94.8% 100.0% 0.0% 0.0% 3,685 2,800 3,291 3,500 700 25.0% 184 400 289 178 (222) -55.5% 3,685 2,800 3,345 3,415 615 22.0% 153 400 289 178 (222) -55.5% 548.72 $ 2,191,586 $ 2,191,586 $ 1,025.74 $ 2,584,857 $ 2,584,857 $ 738.69 $ 2,367,502 $ 2,367,502 $ 689.75 $ 335.99 32.8% $ 2,355,492 $ 2,355,492 $ $ 229,365 229,365 8.9% 8.9% Activity Narrative: The number of project development service requests continues to drop as the department continues to implement the new software and its method of counting requests. Costs are decreasing from the FY 2014 Revised Budget due to an increase in personnel allocation out to departments receiving direct services from the Activity. 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 Measure Description Percent of analyses completed. Percent of customers satisfied with quality of services performed. Output Number of initial analysis provided. Output Total number of customer survey responses. Demand Number of analysis requests initiated. Expenditure Ratio Total expenditure per analysis provided. Expenditure 100 - GENERAL TOTAL USES FY 2013 ACTUAL 78.7% 85.1% $ 624 101 624 1,542.68 $ $ 757,455 757,455 FY 2014 FY 2014 REVISED FORECAST 80.0% 85.3% 90.0% 90.0% $ 600 120 600 1,832.29 $ $ $ 879,497 879,497 $ 1,029,579 $ 1,029,579 402 120 402 3,001.69 REV VS ADOPTED VAR % 20.0% 25.0% N/A N/A FY 2015 ADOPTED 100.0% N/A 600 600 1,775.62 $ 1,065,370 $ 1,065,370 $ $ (120) 56.67 0.0% -100.0% 0.0% 3.1% $ $ (185,873) (185,873) -21.1% -21.1% Activity Narrative: National organizations which provide valuable support and resources to the Department have increased membership dues, accounting for most of the negative expenditure variance. Services within the Activity include Business Analysis, Electronic Document Management and Workflow Analysis, Project Management, and Technology Evaluation Services. Once an initial analysis has been provided to a Department, the customer determines if they wish to continue with a project, then a complete analysis is provided 518 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj 465,100 $ 418,800 $ 229,441 1,738 9,639 172,406 5,576 - $ 9,463,036 $ 465,100 $ 199,136 $ 208 (9,639) (172,406) (5,576) 344,812 41,737 - $ 9,662,172 $ 465,100 $ 5,541 $ 5,541 829,643 $ 36,917 - 642,726 150,000 - C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 Agenda Item: C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Cyber Security Data Center 9,044,236 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ FY 2015 Tentative Budget 36,917 $ 10,497,356 $ 8.6% 465,100 0.0% $ 25,972 $ 25,972 - $ 10,523,328 $ 8.9% 465,100 0.0% Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Annual Mark et Adjustment - IT Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 519 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology General Fund (100) (continued) Expenditures Revenue CYBER SECURITY NRNP FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 4,801,092 $ 4,801,092 - $ 4,801,092 $ - Adjustments: Base Adjustments Cyber Security Cyber Security - Tools and Software Services Agenda Item: $ 4,801,092 FY 2015 Adopted Budget Expenditures Revenue MAJOR MAINTENANCE OPERATING FY 2014 Adopted Budget $ 9,945,570 $ - FY 2014 Revised Budget $ 9,945,570 $ - FY 2015 Baseline Budget Threshold $ 9,945,570 $ - $ 1,145,694 $ 1,145,694 - $ 11,091,264 $ - Adjustments: Major Maintenance Projects Major Maintenance Program Enterprise Data Center Systems Enterprise Data Network ing Agenda Item: $ 1,093,144 52,550 FY 2015 Adopted Budget Expenditures Revenue ENTPRISE DATA CNTR SYSTEMS FY 2014 Adopted Budget $ 4,700,000 $ - FY 2014 Revised Budget $ 4,700,000 $ - Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: (4,700,000) FY 2015 Baseline Budget Threshold Adjustments: Base Adjustments Data Center Other IT Non Recurring Non Recurring Carry Forward - $ - $ - $ 5,824,200 $ 5,824,200 - $ 5,824,200 $ - Agenda Item: $ FY 2015 Adopted Budget 520 2,724,200 3,100,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology General Fund (100) (continued) Expenditures Revenue ENTPRISE DATA NETWORKING FY 2014 Adopted Budget $ 450,000 $ - FY 2014 Revised Budget $ 450,000 $ - Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: (450,000) FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Non Recurring Carry Forward - $ - $ - $ 450,000 $ 450,000 - $ 450,000 $ - Agenda Item: FY 2015 Adopted Budget Detention Fund (255) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 1,019,055 $ 1,019,055 - $ 1,019,055 $ - Adjustments: Reallocations Reallocation Between Depts Agenda Item: FY 2015 Adopted Budget 521 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Telecommunication Fund (681) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP FY 14 IT Mark et Study Adjustments Non Recurring Increase Telecommunications Rev and Exp for OET 15,952,983 $ 199,932 $ 148,649 51,283 1,200,000 $ 1,200,000 199,932 148,649 51,283 1,200,000 1,200,000 $ 17,276,948 $ 17,352,915 $ 62,141 $ (51,283) 102,565 10,859 - $ (1,200,000) $ (1,200,000) (51,283) (51,283) 113,424 113,424 (1,200,000) (1,200,000) $ 16,139,089 $ 16,215,056 $ 2,640 $ 2,640 73,327 $ 36,410 - 36,917 - C-49-13-092-2-00 C-49-14-041-2-00 $ C-41-14-010-M-00 Agenda Item: C-49-14-041-2-00 $ $ C-41-14-010-M-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increased Cost for Providing Services Internal Service Charges Risk Management Fees and Other Revenues ProgRevenue Volume Inc/Dec 15,877,016 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments FY 14 IT Mark et Study Adjustments Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan Fees and Other Revenues ProgRevenue Volume Inc/Dec Non Recurring Increase Telecommunications Rev and Exp for OET $ Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount 522 $ 36,410 $ 36,917 $ 299,547 $ 299,547 299,547 299,547 $ 16,514,603 $ 2.3% 16,514,603 1.8% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Telecommunication Fund (681) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 1,103,729 $ - FY 2014 Revised Budget $ 1,103,729 $ - $ (1,103,729) $ (1,103,729) - $ - $ - $ 1,051,546 $ 1,051,546 - $ 1,051,546 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring IT Division Manager & Telecomm Techs Vehicle Replacements General Repairs and Maintenance IT Division Manager Succession Planning Radio Test Gear Agenda Item: $ 398,167 257,000 169,000 167,379 60,000 FY 2015 Adopted Budget Telecommunications Fund (681) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 3,837,338 $ 3,476,906 $ 3,476,906 $ 3,404,998 $ 2,892,289 Sources: Operating Total Sources: $ $ 17,045,133 17,045,133 $ $ 15,952,983 15,952,983 $ $ 17,352,915 17,352,915 $ $ 16,267,789 16,267,789 $ $ 16,514,603 16,514,603 $ $ $ $ 15,982,039 798,459 16,780,498 $ $ 17,276,948 1,103,729 18,380,677 $ $ 15,877,016 1,103,729 16,980,745 $ 16,514,603 1,051,546 17,566,149 Uses: Operating Non-Recurring Total Uses: $ 16,720,618 756,861 17,477,479 Structural Balance $ 324,515 $ 75,967 $ 75,967 $ 285,750 $ - Accounting Adjustments $ 6 $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ 3,404,998 3,404,998 $ 2,449,144 2,449,144 $ 2,449,144 2,449,144 $ 2,892,289 2,892,289 $ 1,840,743 1,840,743 523 Maricopa County Annual Business Strategies FY 2015 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 was implemented in September of 2013. 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. Safe Communities 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. 524 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Safe Communities 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 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % HCPA - HEALTH CODE PERMITTING 88BP - BUSINESS SERVICES $ $ 5,398 $ 5,398 $ 1,800 $ 1,800 $ 1,800 $ 1,800 $ 28,268 $ 28,268 $ 1,200 $ 1,200 $ (600) (600) -33.3% -33.3% EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD NON FOOD INSPECTIONS $ 1,282,621 $ 11,249,954 1,212,906 $ 12,220,386 1,212,906 $ 12,285,311 1,662,065 $ 11,654,337 1,279,251 $ 11,609,084 66,345 (676,227) 5.5% -5.5% 1,167,937 17,985 19,750 13,738,247 $ 1,161,317 43,200 16,500 14,654,309 $ 1,161,892 43,200 16,500 14,719,809 $ 757,387 30,798 18,045 14,122,632 $ 713,586 16,200 19,250 13,637,371 $ (448,306) (27,000) 2,750 (1,082,438) -38.6% -62.5% 16.7% -7.4% 214,744 $ 13,430 228,174 $ 120,000 $ 5,508 125,508 $ 120,000 $ 5,508 125,508 $ 260,026 $ 29,618 289,644 $ 200,001 $ 18,185 218,186 $ 2,229,475 $ 1,137,745 1,709,741 5,076,961 $ 2,229,475 $ 1,137,745 1,709,741 5,076,961 $ 2,231,635 $ 1,112,916 2,381,323 5,725,874 $ 516,187 $ 3,542,410 1,949,927 6,008,524 $ FSLC - FOOD SERVICE LICENSE FWBI - ENV RELATED ILLNESS INVESTIG SWPA - STORMWATER CONSTRUCTION 88EH - ENVIRONMENTAL HEALTH SERVICES EHEN - ENV HEALTH ENFORCEMENT NPRC - NONPERMIT RELATED COMPLIANCE 88EP - ENVIRONMENTAL ENFORCEMENT $ $ $ $ 80,001 12,677 92,678 WWCI - WW CONSTRUCTION INSPECTION WWIA - WW MANAGEMENT INSPECTIONS WWPR - WW PLAN REVIEW 88WW - WATER AND WASTE MANAGEMENT $ 2,202,920 $ 1,115,131 2,116,528 5,434,579 $ ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 172,125 $ 172,125 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ (134,840) $ (134,840) $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 26,360 $ 26,360 $ 26,000 $ 26,000 $ 6,000 6,000 30.0% 30.0% TOTAL PROGRAMS $ 19,443,683 $ 19,878,578 $ 19,944,078 $ 20,192,778 $ 19,891,281 $ (52,797) -0.3% 525 (1,713,288) 2,404,665 240,186 931,563 66.7% 230.2% 73.8% -76.8% 211.4% 14.0% 18.3% Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2013 ACTUAL PROGRAM / ACTIVITY USES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % HCPA - HEALTH CODE PERMITTING 88BP - BUSINESS SERVICES $ $ 825,389 $ 825,389 $ 968,241 $ 968,241 $ 992,511 $ 992,511 $ 924,947 $ 924,947 $ 725,316 $ 725,316 $ EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD NON FOOD INSPECTIONS FSLC - FOOD SERVICE LICENSE FWBI - ENV RELATED ILLNESS INVESTIG SWCE - STORMWATER PUBLIC EDUCATION SWIA - STORMWATER DISCHARGE SWPA - STORMWATER CONSTRUCTION 88EH - ENVIRONMENTAL HEALTH SERVICES $ 999,491 $ 8,296,628 594,957 242,955 86,246 372,132 44,299 10,636,708 $ 1,046,364 $ 10,487,956 636,760 251,885 90,480 387,649 46,799 12,947,893 $ 1,067,496 $ 10,653,436 615,022 291,402 99,698 397,780 49,964 13,174,798 $ 1,066,986 $ 9,653,021 588,984 246,489 91,402 364,856 50,171 12,061,909 $ EHEN - ENV HEALTH ENFORCEMENT NPRC - NONPERMIT RELATED COMPLIANCE 88EP - ENVIRONMENTAL ENFORCEMENT $ $ 446,168 $ 575,004 1,021,172 $ 493,010 $ 598,226 1,091,236 $ 506,001 $ 627,468 1,133,469 $ VECT - VECTOR CTRL PUB ED SURV TRTMNT 88VC - VECTOR CONTROL $ $ 2,699,127 $ 2,699,127 $ 2,545,548 $ 2,545,548 $ WWCI - WW CONSTRUCTION INSPECTION WWIA - WW MANAGEMENT INSPECTIONS WWPR - WW PLAN REVIEW 88WW - WATER AND WASTE MANAGEMENT $ 1,054,691 $ 687,394 1,770,773 3,512,858 $ BDFS - BUDGET AND FINANCIAL SERVICES FACI - FACILITIES MANAGEMENT HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT RECO - RECORDS MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY 267,195 267,195 26.9% 26.9% 934,171 $ 9,871,482 546,268 266,682 94,470 360,911 51,036 12,125,020 $ 133,325 781,954 68,754 24,720 5,228 36,869 (1,072) 1,049,778 12.5% 7.3% 11.2% 8.5% 5.2% 9.3% -2.1% 8.0% 484,306 $ 577,069 1,061,375 $ 515,443 $ 595,869 1,111,312 $ (9,442) 31,599 22,157 -1.9% 5.0% 2.0% 2,574,841 $ 2,574,841 $ 2,607,934 $ 2,607,934 $ 3,000,632 $ 3,000,632 $ (425,791) (425,791) -16.5% -16.5% 1,052,155 $ 746,792 1,932,326 3,731,273 $ 1,136,830 $ 768,307 1,953,526 3,858,663 $ 1,158,377 $ 712,083 1,918,787 3,789,247 $ 440,115 $ 2,027,100 1,484,427 3,951,642 $ 696,715 (1,258,793) 469,099 (92,979) 61.3% -163.8% 24.0% -2.4% 158,687 $ 986,792 1,577,780 8,468 52,013 2,783,740 $ 359,560 $ 859,364 1,921,640 (26,434) 55,584 3,169,714 $ 328,115 $ 741,084 2,044,173 57,679 3,171,051 $ 225,739 $ 663,689 1,591,285 57,345 2,538,058 $ 242,139 $ 123,024 155,222 271,729 843 51,377 56,870 1,590,602 2,491,806 $ 85,976 (123,024) 585,862 1,772,444 (843) (51,377) 809 (1,590,602) 679,245 26.2% N/A 79.1% 86.7% N/A N/A 1.4% N/A 21.4% $ 874,879 $ 114,756 989,635 $ 988,056 $ 141,746 1,129,802 $ 988,053 $ 140,674 1,128,727 $ 988,053 $ 121,257 1,109,310 $ 885,345 $ 200,923 238,731 1,324,999 $ 102,708 (200,923) 140,674 (238,731) (196,272) 10.4% N/A 100.0% N/A -17.4% $ $ 1,443,898 $ 1,443,898 $ 1,531,161 $ 1,531,161 $ 1,749,769 $ 1,749,769 $ 1,595,695 $ 1,595,695 $ 1,723,953 $ 1,723,953 $ 25,816 25,816 1.5% 1.5% TOTAL PROGRAMS $ 23,912,527 $ 27,114,868 $ 27,783,829 $ 25,688,475 $ 26,454,680 $ 1,329,149 4.8% $ $ $ Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2013 ACTUAL $ SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE FY 2014 ADOPTED 15,730,197 $ 15,730,197 $ FY 2014 REVISED 16,792,123 $ 16,792,123 $ FY 2014 FORECAST 16,748,923 $ 16,748,923 $ REVISED VS ADOPTED VAR % FY 2015 ADOPTED 15,690,775 $ 15,690,775 $ 15,865,080 $ 15,865,080 $ (883,843) (883,843) -5.3% -5.3% 3,780,815 $ 3,780,815 $ 798,468 798,468 26.8% 26.8% 92,678 73.8% 3,436,884 3,436,884 $ $ 2,939,147 2,939,147 $ $ 2,982,347 2,982,347 $ $ 4,092,231 4,092,231 $ $ $ 228,174 $ 125,508 $ 125,508 $ 289,644 $ 218,186 $ $ 37,285 5,398 42,683 $ 20,000 1,800 21,800 $ 20,000 1,800 21,800 $ 26,360 28,268 54,628 $ $ $ 26,000 1,200 27,200 20,127,278 $ 19,891,281 $ 12,703 $ $ 65,500 $ 65,500 $ - $ $ (65,500) (65,500) -100.0% -100.0% 19,944,078 $ 20,192,778 $ 19,891,281 $ (52,797) -0.3% SUBTOTAL $ $ ALL REVENUES $ 19,437,938 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 5,745 $ 5,745 $ TOTAL SOURCES $ 19,443,683 $ $ 19,878,578 $ - $ $ 19,878,578 $ 526 $ 19,878,578 $ 65,500 65,500 $ 6,000 (600) 5,400 30.0% -33.3% 24.8% 0.1% Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2015 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 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 12,123,244 $ 95,945 4,752,578 343,735 (378,308) 1,280,254 18,217,448 $ 12,661,251 $ 46,950 4,952,746 (341,658) 1,437,564 18,756,853 $ 13,086,874 $ 49,332 5,050,811 207 (351,705) 1,434,773 19,270,292 $ 12,608,079 $ 137,107 4,791,974 6,142 (486,284) 1,428,201 18,485,219 $ 13,002,888 $ 4,948,555 (237,240) 1,314,702 19,028,905 $ 83,986 49,332 102,256 207 (114,465) 120,071 241,387 0.6% 100.0% 2.0% 100.0% -32.5% 8.4% 1.3% 758,372 $ 284,471 8,515 (4,428) 334,049 1,380,979 $ 763,963 $ 298,145 511,400 (3,360) 80,928 1,651,076 $ 687,183 $ 299,865 511,400 (3,410) 80,936 1,575,974 $ 669,856 $ 282,993 514,994 (5,901) 67,603 1,529,545 $ 915,494 $ 288,964 543,100 (2,172) 3,178 1,748,564 $ (228,311) 10,901 (31,700) (1,238) 77,758 (172,590) -33.2% 3.6% -6.2% -36.3% 96.1% -11.0% - $ 168,681 900,147 131,177 500 1,560,875 92,335 64,091 67,817 (172,634) 280,827 3,093,816 $ 15,000 $ 621,044 948,008 31,125 1,767,358 112,730 246,902 83,840 (174,960) 596,832 4,247,879 $ 15,000 $ 627,768 965,729 30,712 418 1,768,550 113,094 230,449 84,341 (164,202) 806,644 4,478,503 $ 7,500 $ 654,006 936,251 26,343 2,090 1,711,022 98,079 193,901 64,748 810 (198,379) 685,696 4,182,067 $ 11,500 $ 691,039 871,797 1,884,973 103,107 97,965 65,212 2,400 (229,358) 821,005 4,319,640 $ 3,500 (63,271) 93,932 30,712 418 (116,423) 9,987 132,484 19,129 (2,400) 65,156 (14,361) 158,863 23.3% -10.1% 9.7% 100.0% 100.0% -6.6% 8.8% 57.5% 22.7% N/A 39.7% -1.8% 3.5% $ 7,365 $ 852,741 125,447 140,155 94,576 1,220,284 $ 1,000,000 $ 1,000,000 37,500 289,576 131,984 2,459,060 $ 1,000,000 $ 1,000,000 37,500 289,576 131,984 2,459,060 $ 1,000,000 $ 39,032 289,575 163,037 1,491,644 $ - $ 925,000 52,900 135,000 244,671 1,357,571 $ 1,000,000 75,000 (15,400) 154,576 (112,687) 1,101,489 100.0% 7.5% -41.1% 53.4% -85.4% 44.8% ALL EXPENDITURES $ 23,912,527 $ 27,114,868 $ 27,783,829 $ 25,688,475 $ 26,454,680 $ 1,329,149 4.8% TOTAL USES $ 23,912,527 $ 27,114,868 $ 27,783,829 $ 25,688,475 $ 26,454,680 $ 1,329,149 4.8% FY 2014 REVISED FY 2014 FORECAST 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 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0910 - LAND 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ Sources and Uses by Fund and Function FY 2013 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING $ FUND TOTAL SOURCES $ 506 ENVIRONMTL SVCS ENV HEALTH OPERATING $ NON RECURRING NON PROJECT FUND TOTAL SOURCES $ FY 2014 ADOPTED FY 2015 ADOPTED REVISED VS ADOPTED VAR % 13,347 $ 13,347 $ 5,400 $ 5,400 $ 5,400 $ 5,400 $ 14,046 $ 14,046 $ 18,101 $ 18,101 $ 19,430,336 $ 19,430,336 $ 19,873,178 $ 19,873,178 $ 19,873,178 $ 65,500 19,938,678 $ 20,178,732 $ 20,178,732 $ 19,873,180 $ 19,873,180 $ 19,443,683 $ - $ 19,443,683 $ FY 2013 ACTUAL 19,878,578 $ - $ 19,878,578 $ FY 2014 ADOPTED 19,878,578 $ 65,500 $ 19,944,078 $ FY 2014 REVISED 20,192,778 $ - $ 20,192,778 $ FY 2014 FORECAST 3,839,460 $ 99,210 3,938,670 $ 3,882,968 $ 57,298 3,940,266 $ 3,982,702 $ 57,298 4,040,000 $ 3,929,615 $ 57,297 3,986,912 $ 4,184,101 $ 97,739 4,281,840 $ FUND TOTAL USES $ 17,912,439 $ 2,061,418 19,973,857 $ 19,661,862 $ 3,512,740 23,174,602 $ 20,231,089 $ 3,512,740 23,743,829 $ 19,247,033 $ 2,454,530 21,701,563 $ 19,872,908 $ 2,299,932 22,172,840 $ 358,181 1,212,808 1,570,989 1.8% 34.5% 6.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 21,751,899 $ 2,160,628 $ 23,912,527 $ 23,544,830 $ 3,570,038 $ 27,114,868 $ 24,213,791 $ 3,570,038 $ 27,783,829 $ 23,176,648 $ 2,511,827 $ 25,688,475 $ 24,057,009 $ 2,397,671 $ 26,454,680 $ 156,782 1,172,367 1,329,149 0.6% 32.8% 4.8% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT $ FUND TOTAL USES $ 506 ENVIRONMTL SVCS ENV HEALTH OPERATING NON RECURRING NON PROJECT $ 527 12,701 12,701 235.2% 235.2% 2 0.0% (65,500) -100.0% (65,498) -0.3% 19,891,281 $ 12,703 0.1% - $ (65,500) -100.0% 19,891,281 $ (52,797) -0.3% REVISED VS ADOPTED FY 2015 ADOPTED VAR % (201,399) (40,441) (241,840) -5.1% -70.6% -6.0% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Environmental Services Staffing by Program and Activity PROGRAM ACTIVITY 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 STORMWATER CONSTRUCTION STORMWATER DISCHARGE STORMWATER PUBLIC EDUCATION PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT PROCUREMENT RECORDS MANAGEMENT PROGRAM TOTAL VECTOR CONTROL VECTOR CTRL PUB ED SURV TRTMNT PROGRAM TOTAL WATER AND WASTE MANAGEMENT WW CONSTRUCTION INSPECTION WW MANAGEMENT INSPECTIONS WW PLAN REVIEW PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 REVISED TO ADOPTED FY 2015 REVISED FORECAST ADOPTED VARIANCE VAR % 15.20 15.20 15.20 15.20 15.20 15.20 15.20 15.20 13.20 13.20 (2.00) (2.00) (13.2%) (13.2%) 7.25 9.25 16.50 6.75 9.25 16.00 6.75 9.25 16.00 6.75 10.25 17.00 6.75 10.25 17.00 1.00 1.00 0.0% 10.8% 6.3% 14.77 4.00 111.43 11.80 .60 6.00 1.00 149.60 14.77 4.00 122.23 9.80 .50 6.00 1.00 158.30 14.02 4.00 123.98 9.80 .50 6.00 1.00 159.30 14.02 4.00 122.98 9.80 .50 6.00 1.00 158.30 13.77 4.00 119.23 9.80 .50 6.00 1.00 154.30 (.25) (4.75) (5.00) (1.8%) 0.0% (3.8%) 0.0% 0.0% 0.0% 0.0% (3.1%) 3.00 6.00 10.50 2.00 1.00 22.50 5.00 6.00 10.00 1.00 22.00 5.00 7.00 10.00 .00 .00 1.00 23.00 5.00 7.00 10.00 1.00 23.00 3.00 3.00 11.00 1.00 1.00 19.00 (2.00) (4.00) (10.00) 11.00 1.00 (4.00) (40.0%) (57.1%) (100.0%) N/A N/A 0.0% (17.4%) 36.00 36.00 36.00 36.00 37.00 37.00 36.00 36.00 36.00 36.00 (1.00) (1.00) (2.7%) (2.7%) 12.94 11.64 21.62 46.20 286.00 14.09 10.44 20.97 45.50 293.00 17.09 10.44 21.97 49.50 300.00 17.09 10.44 21.97 49.50 299.00 6.40 27.87 16.23 50.50 290.00 (10.69) 17.43 (5.74) 1.00 (10.00) (62.6%) 167.0% (26.1%) 2.0% (3.3%) 528 Maricopa County Annual Business Strategies FY 2015 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 - Environmental Services Development Svcs Supervisor Development Svcs Technician Director - Environmental Svcs Engineer Engineering Associate Engineering Manager Engineering Supervisor Environmental Enforcement Specialist Environmental Services Division Manger Environmental Services Operations Supervisor Environmental Spec Trainee Environmental Specialist Environmental Specialist Supervisor Executive Assistant Field Operations Supervisor Finance Manager Finance/Business Analyst Management Analyst Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Procurement Specialist Special Projects Manager Department Total FY 2015 FY 2014 FY 2014 FY 2014 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) (16.7%) 6.00 6.00 6.00 5.00 6.00 0.0% 1.00 1.00 1.00 1.00 1.00 3.00 0.0% 3.00 3.00 3.00 4.00 (3.6%) (1.00) 27.00 27.00 28.00 27.00 27.00 0.0% 1.00 1.00 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 (50.0%) (1.00) 1.00 2.00 2.00 2.00 2.00 19.00 18.00 (1.00) (5.3%) 19.00 19.00 19.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 10.00 10.00 10.00 10.00 10.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 2.00 1.00 1.00 1.00 1.00 2.00 0.0% 2.00 2.00 2.00 2.00 7.00 7.00 0.0% 7.00 7.00 7.00 0.0% 3.00 3.00 3.00 3.00 7.00 (1.00) (12.5%) 8.00 8.00 8.00 0.0% 15.00 15.00 15.00 10.00 123.00 (1.00) (0.8%) 124.00 124.00 124.00 124.00 (1.00) (3.4%) 29.00 28.00 29.00 29.00 29.00 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% 1.00 1.00 1.00 1.00 1.00 (1.00) (20.0%) 5.00 4.00 5.00 5.00 5.00 0.0% 12.00 12.00 12.00 12.00 13.00 (1.00) (9.1%) 11.00 11.00 10.00 10.00 11.00 N/A 4.00 N/A 8.00 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 (1.00) (100.0%) 1.00 (3.3% ) (10.00) 300.00 299.00 290.00 286.00 293.00 Staffing by Fund DEPARTMENT/FUND 100 GENERAL 506 ENVIRONMTL SVCS ENV HEALTH Department Total FY 2013 REVISED TO ADOPTED FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 45.00 45.00 46.00 45.00 45.00 (1.00) (2.2%) 241.00 248.00 254.00 254.00 245.00 (9.00) (3.5%) 286.00 293.00 300.00 299.00 290.00 (10.00) (3.3% ) General Adjustments Personnel: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Other Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $929 for the impact of changes in retirement contribution rates. • Increase Internal Service Charges by $7,928 for the impact of changes in risk management charges. • Increase Revenue by $12,701 for volume increase. • Decrease expenditures $43,050 for Salary and Benefits Savings Adjustment. • Increase expenditures $198,317 for Allocation in of Administrative Services from Fund 506. • Decrease expenditures $164,124 for right sizing of supplies. • Increase expenditures $192,000 for mosquito Adulticide and Larvacide chemicals. 529 Maricopa County Annual Business Strategies FY 2015 Adopted Budget • • Department Strategic Plans and Budgets Environmental Services Increase expenditures $843 for Office Assistant Specialized Market Adjustment. FY 2015 Non Recurring Non Project budget of $289,739 includes: • $20,139 for Developer Tools, ESX Server, Fiber Switch, Hardware and Software upgrades, GIS Performance, and VID. • $40,100 for laptops, laptop truck mounts, field cameras, and PCR plate spinner. • $37,500 for electric foggers. Environmental Services Environmental Health Fund (506) • • • • • • • Increase Regular Benefits by $6,149 for the impact of changes in retirement contribution rates. Increase Internal Service Charges by $33,800 for the impact of changes in risk management charges. Increase expenditures $62,932 for Benefits Savings adjustment. Increase expenditures $162,145 for 2.5% performance pay. Decrease expenditures $218,804 for Allocation out of Administrative services to Fund 100 of $198,317 and RDSA HR rent of $20,487. Decrease expenditures $46,492 for right sizing of supplies. FY 2015 Non Recurring Non Project budget of $1,374,932 includes: • $1,925,000 for equipment and services for the new Eastern Regional Office Building. • $224,532 for Developer Tools, ESX Server and Fiber Switch. • $135,000 for 6 replacement vehicles. • $15,400 for 2 replacement registers. Programs and Activities 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. 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 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 85.0% 91.1% FY 2015 ADOPTED 93.7% REV VS ADOPTED VAR % 8.7% 10.2% N/A 100.0% 81.1% 80.1% (19.9%) -19.9% N/A 86.9% 134.0% 122.1% 35.2% 40.5% Activities that comprise this program include: • Enforcement Activity • Non-Permit Related Compliance • Stormwater Construction • • Stormwater Discharge Stormwater Public Education 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. 530 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to local and county government. Measure Type Result Output Demand Expenditure Ratio 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 2014 FY 2014 REVISED FORECAST 91.1% 85.0% FY 2013 ACTUAL N/A $ 1,100 1,100 460.00 214,744 214,744 $ $ 446,168 446,168 $ $ $ 1,099 1,113 405.98 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ $ 1,182 1,184 409.73 120,000 120,000 $ $ 506,001 506,001 $ $ FY 2015 ADOPTED 93.7% REV VS ADOPTED VAR % 8.7% 10.2% $ 186 186 59.19 16.9% 16.9% 12.9% 200,001 200,001 $ $ 80,001 80,001 66.7% 66.7% 515,443 515,443 $ $ (9,442) (9,442) -1.9% -1.9% $ 1,286 1,286 400.81 260,026 260,026 $ $ 484,306 484,306 $ $ Expenditure Activity Narrative: The FY 2015 budget supports the Department in meeting 93.7% of the demand. FY 2015 budgeted revenues increase is due to increases in both enforcement actions and response efficiency. The FY 2015 expenditure budget is increasing to support the greater demand. 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. Measure Type Result Result Output Demand Expenditure Ratio 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 # of nuisance complaints required to be investigated Cost per nuisance complaint investigated FY 2014 FY 2014 REVISED FORECAST 81.1% 100.0% FY 2013 ACTUAL N/A FY 2015 ADOPTED 80.1% REV VS ADOPTED % VAR (19.9%) -19.9% 86.9% 134.0% 122.1% 35.2% 40.5% 1,419 1,400 1,281 1,297 (103) -7.4% 1,419 1,400 1,325 1,314 (86) -6.1% N/A $ 405.22 $ 448.19 $ 450.48 $ 459.42 $ (11.23) -2.5% 100 - GENERAL 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 13,347 83 13,430 $ 5,400 108 5,508 $ 14,046 15,572 29,618 $ 18,101 84 18,185 $ 12,701 (24) 12,677 235.2% -22.2% 230.2% 100 - GENERAL 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 144,228 430,776 575,004 $ 169,911 457,557 627,468 $ 122,076 454,993 577,069 $ 123,140 472,729 595,869 $ 46,771 (15,172) 31,599 27.5% -3.3% 5.0% $ $ $ $ $ Expenditure $ $ 531 $ $ $ Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget 1450 Non-Permit Compliance Activity 120% 100% Inspecitions 1400 80% 1350 60% 1300 40% 1250 20% 1200 0% FY 13 Actuals FY 14 Revised FY 14 Forecast FY 15 Adopted Demand Output Result Activity Narrative: The FY 2015 budgeted increase in revenue is due to an anticipated increase in fines collected for non-permitted/non-permittable sources. The FY 2015 drop in the percent of nuisance complaint investigations initiated within seven calendar days is due to two vacant positions. The FY 2015 budgeted decrease in expenditures is the result of the Department’s ability to hire and retain more experienced staff, resulting in greater efficiencies. 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 Expenditure Ratio Revenue FY 2014 FY 2014 FORECAST REVISED 100.0% 100.0% FY 2013 ACTUAL 100.0% FY 2015 ADOPTED 100.0% 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 $ 2,953.27 $ 4,163.67 $ 4,180.92 $ 4,253.00 $ (89.33) -2.1% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 19,750 19,750 $ $ 16,500 16,500 $ $ 18,045 18,045 $ $ 19,250 19,250 $ $ 2,750 2,750 16.7% 16.7% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 44,299 44,299 $ $ 49,964 49,964 $ $ 50,171 50,171 $ $ 51,036 51,036 $ $ (1,072) (1,072) -2.1% -2.1% 15 15 12 12 12 12 12 12 REV VS ADOPTED % VAR 0.0% 0.0% - 0.0% 0.0% Expenditure Activity Narrative: The FY 2015 budgeted revenues and expenditures are expected to increase marginally due to economic improvement. 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. 532 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Demand Demand Expenditure Ratio Expenditure Measure Description Percent of total urbanized unincorporated area of Maricopa County required to be inspected that received inspections. Percent of County facilities within the urbanized area receiving required inspections FY 2013 ACTUAL 100.2% N/A 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 miles of urbanized unincorporated Maricopa County inspections 100 - GENERAL TOTAL USES FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 0.0% 0.0% N/A 88 88 68 (20) -22.7% N/A 31 44 40 9 30.7% 76 31 31 40 9 30.7% N/A 88 88 36 (52) -59.1% N/A $ 12,999.35 $ $ FY 2015 ADOPTED 100.0% 372,132 372,132 $ $ 397,780 397,780 $ 8,341.47 $ 9,022.78 $ 3,976.57 30.6% $ $ 364,856 364,856 $ $ 360,911 360,911 $ $ 36,869 36,869 9.3% 9.3% Activity Narrative: The FY 2015 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. The FY 2015 budgeted expenditures are decreasing based on a lower demand for inspections within the urbanized area. Stormwater Public Education Activity The purpose of the Stormwater Public Education Activity is to provide educational services to Maricopa County residents so they can increase their awareness to help reduce or eliminate stormwater pollution. Mandates: The Stormwater Permit from Arizona Department of Environmental Quality mandates this activity. Measure Type Result Output Demand Expenditure Ratio Expenditure FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% 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 $ 862.46 $ 2,077.04 $ 1,904.21 $ 899.71 100 - GENERAL TOTAL USES $ $ 86,246 86,246 $ $ 99,698 99,698 $ $ 91,402 91,402 $ $ 94,470 94,470 REV VS ADOPTED VAR % 0.0% 0.0% 100 48 48 105 57 118.8% 100 48 48 105 57 118.8% $ 1,177.33 56.7% $ $ 5,228 5,228 5.2% 5.2% Activity Narrative: The FY 2015 budget supports the Department in meeting 100% of the demand for this activity. The FY 2015 expenditures are increasing to support the increase in educational sessions requested. 533 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Environmental Health Services Program The purpose of the Environmental Health Program is to provide environmental health review, investigative, permitting and licensing services to regulated facilities and the general population so they can operate their business in compliance with the Maricopa County Environmental Health code and to ensure a safe and healthy environment for our community. Program Results Measure Description Percent of environmental health plan reviews completed within 30 business days 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 environmental related illness complaints where contact was attempted within 24 business hours from the time it was received. Percent of outbreak investigations initiated within 72 business hours of being declared. Percent of Communicable Disease Alert investigations initiated within 72 business hours Percent of total urbanized unincorporated area of Maricopa County required to be inspected that received inspections. Percent of County facilities within the urbanized area receiving required inspections Percentage of initial plan reviews provided within 30 business days Percent of required public educational sessions conducted within the required timeframe FY 2013 ACTUAL 93.0% FY 2014 FY 2014 REVISED FORECAST 95.5% 87.8% FY 2015 ADOPTED 94.4% REV VS ADOPTED VAR % (1.1%) -1.2% 60.5% 60.0% 62.5% 60.8% 0.8% 1.3% 113.7% 100.0% 100.9% 96.7% (3.3%) -3.3% 98.0% 100.0% 100.0% 98.0% (2.0%) -2.0% 99.6% N/A 99.7% 98.0% N/A N/A 100.0% N/A 100.0% 100.0% N/A N/A 100.0% N/A 100.0% 100.0% N/A N/A 100.2% 100.0% 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Some measures within the Environmental Health Services Program are newly established in FY 2014. Activities that comprise this program include: • Environmental Health Plan Review • Environmental Related Illness Investigations • Food/Non-Food Inspection 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. 534 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to local and county government. Measure Type Result Output Demand Demand Expenditure Ratio Revenue Measure Description Percent of environmental health plan reviews completed within 30 business days Number of inspections conducted Number of environmental health plan reviews requested Number of inspection requests received Expenditures per inspection conducted $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 1,282,621 $ 1,282,621 $ 1,212,906 $ 1,212,906 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 999,491 999,491 $ 1,067,496 $ 1,067,496 FY 2013 ACTUAL 93.0% FY 2014 FY 2014 REVISED FORECAST 95.5% 87.8% 6,156 1,475 6,108 162.36 5,104 1,664 $ 5,472 209.15 5,320 1,547 5,374 200.56 REV VS ADOPTED VAR % (1.1%) -1.2% FY 2015 ADOPTED 94.4% 5,550 1,430 446 (234) 8.7% -14.1% 5,535 168.32 $ 63 40.83 1.2% 19.5% $ 1,662,065 $ 1,662,065 $ 1,279,251 $ 1,279,251 $ $ 66,345 66,345 5.5% 5.5% $ 1,066,986 $ 1,066,986 $ $ $ $ 133,325 133,325 12.5% 12.5% $ $ Expenditure 934,171 934,171 Activity Narrative: The FY 2015 budget supports the Department in meeting 94% of the demand. The FY 2015 increase in budgeted revenues and expenditures is due to increased output and demand for inspections. The FY 2015 budgeted expenditures are decreasing due to increased staff efficiencies. 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. 535 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Output Output Output Demand Demand Demand Expenditure Ratio Revenue Measure Description Percent of environmental related illness complaints where contact was attempted within 24 business hours from the time it was received. Percent of outbreak investigations initiated within 72 business hours of being declared. Percent of Communicable Disease Alert investigations initiated within 72 business hours Number of environmental illness complaints received and 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 2013 ACTUAL 99.6% FY 2014 FY 2014 REVISED FORECAST N/A 99.7% FY 2015 ADOPTED 98.0% REV VS ADOPTED VAR % N/A N/A 100.0% N/A 100.0% 100.0% N/A N/A 100.0% N/A 100.0% 100.0% N/A N/A 677 N/A 623 745 N/A N/A 23 20 N/A N/A 8 24 15 32 N/A N/A N/A N/A 677 665 813 745 80 12.0% 23 20 32 22 10 26 15 32 (17) 10 -53.1% 45.5% N/A N/A -62.5% -62.5% $ 358.87 N/A $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 17,985 17,985 $ $ 43,200 43,200 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 242,955 242,955 $ $ 291,402 291,402 395.65 $ 357.96 $ $ 30,798 30,798 $ $ 16,200 16,200 $ $ (27,000) (27,000) $ $ 246,489 246,489 $ $ 266,682 266,682 $ $ 24,720 24,720 Expenditure 8.5% 8.5% Activity Narrative: The FY 2015 budget supports the Department in meeting 100% of the demand for investigations conducted. The number of complaints and outbreaks that the Department is planning for in FY 2015 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 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. 536 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Output Demand Expenditure Ratio Revenue 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 2014 FY 2014 REVISED FORECAST 60.0% 62.5% FY 2013 ACTUAL 60.5% $ FY 2015 ADOPTED 60.8% REV VS ADOPTED VAR % 0.8% 1.3% 113.7% 100.0% 100.9% 96.7% (3.3%) -3.3% 98.0% 100.0% 100.0% 98.0% (2.0%) -2.0% 63,763 56,136 54,276 51,480 (4,656) -8.3% 56,069 56,136 53,434 52,264 (3,872) -6.9% 130.12 $ 189.78 $ 177.85 $ 191.75 $ (1.97) -1.0% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 11,249,954 $ 11,249,954 $ 12,285,311 $ 12,285,311 $ 11,654,337 $ 11,654,337 $ 11,609,084 $ 11,609,084 $ $ (676,227) (676,227) -5.5% -5.5% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 8,296,628 $ 8,296,628 $ 10,653,436 $ 10,653,436 $ 9,653,021 $ 9,653,021 $ 9,871,482 $ 9,871,482 $ $ 781,954 781,954 7.3% 7.3% Expenditure Activity Narrative: The FY 2015 budget supports the Department in meeting 98% of all food permits receiving the required number of inspections. FY 2015 budgeted revenues and expenditures are decreasing in response to an increase in annual Special Event Food Establishment permits, causing a decrease in temporary and seasonal permits. 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 (RTs) Percent of Routine Sites treated for mosquito breeding (RSIs) Percent of initial complaints with an investigation completed within 5 business days FY 2013 ACTUAL 57.0% FY 2014 FY 2014 REVISED FORECAST 100.0% (17.0%) FY 2015 ADOPTED 91.9% REV VS ADOPTED VAR % (8.1%) -8.1% N/A 95.0% 94.1% 99.8% 4.8% 5.0% N/A 50.0% 43.5% 38.2% (11.8%) -23.5% N/A 77.6% 99.2% 94.8% 17.2% 22.2% Some measures within the Vector Control Program are newly established in FY 2013. Activities that comprise this program include: • Vector Control Vector Control The purpose of the Vector Control Activity is to provide local vector compliant investigation, surveillance, education and treatment to the residents of Maricopa County so they can benefit from reduced vector borne disease exposure. 537 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to local and county government. Measure Type Result Result Result Result Output Output Output Output Output Output Output Demand Demand Expenditure Ratio Expenditure Measure Description Percent change of West Nile virus positive mosquitoes Percent of Field Surveillance Tests completed (RTs) Percent of Routine Sites treated for mosquito breeding (RSIs) Percent of initial complaints with an investigation completed within 5 business days Number of acres treated with adulticide Number of Routine Site Inspections performed for mosquito breeding (RSI) Number of complaints investigated Total Investigations Performed Number of acres treated with larvicide Total number of acres treated with larvicide and adulticide Number of routine sites treated with larvicide Number of field surveillance traps (RT) that need to be set Number of complaints received Cost per investigation performed 100 - GENERAL TOTAL USES FY 2013 ACTUAL 57.0% FY 2014 FY 2014 REVISED FORECAST 100.0% (17.0%) REV VS ADOPTED VAR % (8.1%) -8.1% FY 2015 ADOPTED 91.9% N/A 95.0% 94.1% 99.8% 4.8% 5.0% N/A 50.0% 43.5% 38.2% (11.8%) -23.5% N/A 77.6% 99.2% 94.8% 17.2% 22.2% N/A N/A N/A 28,300 N/A 19,965 195,000 17,000 N/A (11,300) N/A -39.9% N/A N/A N/A N/A 8,100 8,100 N/A N/A 5,932 39,698 N/A N/A 6,750 48,000 165 237,000 (1,350) 39,900 N/A N/A -16.7% 492.6% N/A N/A N/A 21,760 N/A 22,000 N/A 25,980 6,500 24,000 N/A 2,000 N/A 9.1% N/A N/A $ $ 2,699,127 $ 2,699,127 8,100 317.88 $ 2,574,841 $ 2,574,841 $ 6,010 65.69 $ 2,607,934 $ 2,607,934 6,450 62.51 $ (1,650) 255.37 -20.4% 80.3% $ 3,000,632 $ 3,000,632 $ $ (425,791) (425,791) -16.5% -16.5% $ Activity Narrative: The FY 2015 budget supports the Department in meeting 99.8% of the demand for surveillance tests completed within 48 hours. The Department takes a pro-active approach to mosquito control and uses surveillance and larviciding as the preferred methods of control. The FY 2015 budgeted expenditures are increasing in response to increased output of total investigations performed. The FY 2015 budgeted Non Recurring Non Project expenditures are increasing $192,000 for the purchase of Zenivex, a mosquito adulticide and Altsoid, a mosquito larvacide. 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. 538 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Program Results Measure Description Percent of plan review application initial substantive reviews provided within the Percent of construction inspections provided within the program's established standard for number of business days. Percent of facilities and vehicles receiving the required number of operating inspections. Percent of facilities and vehicle compliance inspections provided. FY 2013 ACTUAL N/A FY 2014 FY 2014 FORECAST REVISED N/A N/A FY 2015 ADOPTED 77.7% 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 104.9% N/A N/A N/A N/A N/A 100.0% N/A N/A The Water and Waste Management Program was condensed in FY 2015. subsequent measures are new in FY 2015. Activities that comprise this program include: • Water and Waste Construction Inspection • • These activities and Water and Waste Management Inspections Water and Waste Plan Review Water and Waste Construction Inspection Activity The purpose of the Water and Waste Construction Inspection Activity is to provide plan construction inspection services to individuals or entities that submit applications for approval of construction for new or remodeled onsite wastewater and bathing place facilities so they can obtain approval to operate their facilities in a timely manner in compliance with applicable regulations. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of construction inspections provided within the program's established standard for number of business days. Sum of the number of construction inspections provided within each permit type's standard for number of business days. Sum of the number of construction inspections requested. Cost per construction inspection provided FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 3,412 N/A N/A N/A N/A N/A 3,400 N/A N/A N/A N/A N/A $ 128.99 N/A N/A -76.8% -76.8% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 2,202,920 $ 2,202,920 $ 2,229,475 $ 2,229,475 $ 2,231,635 $ 2,231,635 $ $ 516,187 516,187 $ (1,713,288) $ (1,713,288) 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 1,054,691 $ 1,054,691 $ 1,136,830 $ 1,136,830 $ 1,158,377 $ 1,158,377 $ $ 440,115 440,115 $ $ Expenditure 696,715 696,715 61.3% 61.3% Activity Narrative: This is a new activity for FY 2015. Historical revenue and expenditure data is the combination of the previous activities: Public Water Plan Review Activity, Swimming Pool Inspection Activity, Swimming Pool Plan Review and Construction Inspection Activity, and Wastewater Plan Review. Because these previous activities also included plan review, the revenue and expenditure variance is skewed. The variance does not reflect budgeted activity. 539 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Water and Waste Management Inspections Activity The purpose of the Water and Waste Management Inspections Activity is to provide compliance inspection services to individuals or entities that operate public water systems, wastewater treatment facilities, waste transport vehicles and related facilities, and public/semi-public swimming pools so they can continue to operate their permitted facility or vehicle in compliance with regulations. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Measure Description Percent of facilities and vehicles receiving the required number of operating inspections. FY 2013 ACTUAL N/A Result Percent of facilities and vehicle compliance inspections provided. Sum of the number of operating inspections required Sum of the number of public water systems, wastewater treatment facilities, waste transport vehicles, related facilities and public / semi-public swimming pool compliance inspections requested Sum of the number of public water systems, wastewater treatment facilities, waste transport vehicles and related facilities, and public / semi-public swimming pool operating inspections required. Cost per operating inspection provided N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 29,200 N/A N/A N/A N/A N/A 27,830 N/A N/A N/A N/A N/A 36,704 N/A N/A N/A N/A N/A $ 72.84 N/A N/A Output Output Demand Expenditure Ratio Revenue FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED 104.9% REV VS ADOPTED VAR % N/A N/A 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 1,115,131 $ 1,115,131 $ 1,137,745 $ 1,137,745 $ 1,112,916 $ 1,112,916 $ 3,542,410 $ 3,542,410 $ $ 2,404,665 2,404,665 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ $ $ $ $ $ 2,027,100 $ 2,027,100 $ (1,258,793) $ (1,258,793) 211.4% 211.4% Expenditure 687,394 687,394 768,307 768,307 712,083 712,083 -163.8% -163.8% Activity Narrative: This is a new activity for FY 2015. Historical expenditure data is the combination of the previous activities: Public Water Facility Inspections Activity, Solid Waste Inspection Activity, Food Service Inspection Activity, Swimming Pools Inspection Activity, and Wastewater Facility Inspections Activity. The FY 2015 revenue variance is accurate and is due to anticipated economic improvement. The FY 2015 budgeted expenditures have increased to meet demand. Water and Waste Plan Review Activity The purpose of the Water and Waste Plan Review Activity is to provide plan review services to individuals or entities who submit applications for approval of plans for water, wastewater and bathing place facilities so they can construct and operate their facilities in a timely manner in compliance with applicable regulations. Mandates: The Maricopa County Environmental Health Code mandates this activity. 540 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Output Demand Expenditure Ratio Revenue Measure Description Percent of plan review application initial substantive reviews provided within the program's established standard for number of business days. Sum of the number of initial substantive plan reviews provided. Sum of the number of initial substantive plan reviews requested Sum of the number of initial substantive plan reviews requested. Cost per initial substantive plan reviews provided FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED 77.7% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 5,048 N/A N/A N/A N/A N/A 6,154 N/A N/A N/A N/A N/A 5,048 N/A N/A N/A N/A N/A $ 378.29 N/A N/A 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 2,116,528 $ 2,116,528 $ 1,709,741 $ 1,709,741 $ 2,381,323 $ 2,381,323 $ 1,949,927 $ 1,949,927 $ $ 240,186 240,186 14.0% 14.0% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 1,770,773 $ 1,770,773 $ 1,953,526 $ 1,953,526 $ 1,918,787 $ 1,918,787 $ 1,484,427 $ 1,484,427 $ $ 469,099 469,099 24.0% 24.0% Expenditure Activity Narrative: This is a new activity for FY 2015. Historical revenue and expenditure data is the combination of the previous activities: Public Water Plan Review Activity, Subdivision Sanitary Facilities Activity, Swimming Pool Plan Review and Construction Inspection Activity, and Wastewater Plan Review. Because these previous activities also included inspections, the revenue and expenditure variance is skewed. An explanation of the variance would be of no value. The measures were not forecasted for FY 2014. 541 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj 5,400 $ 99,734 $ 90,721 3,091 666 4,887 369 - $ 3,982,702 $ 5,400 $ 8,556 $ 479 (666) (4,887) (369) 9,774 4,225 - $ 3,991,258 $ 5,400 $ 929 $ 929 191,071 $ 183,143 - 7,928 - C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 Agenda Item: C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Salary and Benefits Savings Adjustment Administrative Services Allocated from Fund 506 Right Size Supplies Mosquito Adulticide and Larvacide Internal Service Charges Risk Management Fees and Other Revenues ProgRevenue Volume Inc/Dec 3,882,968 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ C-88-14-009-M-00 $ FY 2015 Tentative Budget (43,050) 198,317 (164,124) 192,000 7,928 $ - $ - 12,701 12,701 $ 4,183,258 $ 4.8% 18,101 235.2% $ 843 $ 843 - $ 4,184,101 $ 4.8% 18,101 235.2% Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Office Assistant Specialized Mark et Adjustment Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 542 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Environmental Services General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 57,298 $ - FY 2014 Revised Budget $ 57,298 $ - $ (57,298) $ (57,298) - $ - $ - $ 97,739 $ 97,739 - $ 97,739 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Developer Tools, ESX Server, Fiber Switch, Hdw/Sfw, VID Laptops, Truck Mounts, Field Cameras, PCR Plate Spinner Electric Foggers Agenda Item: $ 20,139 40,100 37,500 FY 2015 Adopted Budget Environmental Services Environmental Health Fund (506) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 19,873,178 $ 569,227 $ 569,227 - $ 20,231,089 $ 19,873,178 $ 76,162 $ 44,528 31,634 (434,073) $ (434,073) - $ 19,873,178 $ 19,873,178 $ 6,149 $ 6,149 (6,419) $ (40,219) - C-49-13-092-2-00 Agenda Item: $ FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Benefits Savings Adjustment 2.5% Performance Pay Administrative Services and RDSA Allocation Right Size Supplies Internal Service Charges Risk Management Fees and Other Revenues ProgRevenue Volume Inc/Dec 19,661,862 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan Base Adjustments Other Base Adjustments $ Agenda Item: $ $ 62,932 162,145 (218,804) (46,492) $ 33,800 33,800 FY 2015 Adopted Budget Percent Change from Threshold Amount 543 - $ - $ - 2 2 $ 19,872,908 $ 0.0% 19,873,180 0.0% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget Adjustments: Non Recurring FY 14 Reimburse Environmental Services for Fee Waiver FY 14 Reimburse Environmental Services for Fee Waiver (2) 3,512,740 $ - $ - $ - 65,500 46,485 19,015 $ 3,512,740 $ 65,500 $ (289,576) $ (289,576) - Agenda Item: C-88-13-007-2-00 C-88-14-006-2-00 FY 2014 Revised Budget Adjustments: Base Adjustments Vehicle Replacement Information and Communications Technology Other IT Non Recurring Non Recurring FY 14 Reimburse Environmental Services for Fee Waiver FY 14 Reimburse Environmental Services for Fee Waiver (2) Non Recurring Carry Forward Other Non Recurring $ Agenda Item: $ C-88-13-007-2-00 C-88-14-006-2-00 FY 2015 Baseline Budget Threshold Agenda Item: Adjustments: Non Recurring Non Recurring Carry Forward Eastern Regional Office Building - Services and Supplies for Start-Up Other Non Recurring Developer Tools, ESX Server, Fiber Switch Replacement Vehicles Replacement Registers $ 1,000,000 $ 224,532 135,000 15,400 FY 2015 Adopted Budget 544 $ (65,500) (46,485) (19,015) - $ - $ - $ 1,374,932 $ 1,000,000 - 374,932 FY 2015 Tentative Budget Adjustments: Agenda Item: Non Recurring Other Non Recurring Eastern Regional Office Building - Services and Supplies for Start-Up (185,587) (3,037,577) $ (3,000,000) (37,577) - $ 1,374,932 $ - $ 925,000 $ 925,000 - $ 2,299,932 $ - 925,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) Fund Balance Summary FY 2013 ACTUAL Beginning Spendable Fund Balance FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED $ 8,785,861 $ 9,443,856 $ 9,443,856 $ 8,242,349 $ 6,719,518 $ 19,430,336 19,430,336 $ 19,873,178 19,873,178 $ 19,873,178 65,500 19,938,678 $ 20,178,732 20,178,732 $ 19,873,180 19,873,180 $ 20,231,089 3,512,740 23,743,829 $ $ 19,247,033 2,454,530 21,701,563 $ $ 19,661,862 3,512,740 23,174,602 $ $ 17,912,439 2,061,418 19,973,857 $ 19,872,908 2,299,932 22,172,840 Structural Balance $ 1,517,897 $ 211,316 $ (357,911) $ 931,699 $ 272 Accounting Adjustments $ 9 $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ 8,242,349 8,242,349 $ 6,142,432 6,142,432 $ 5,638,705 5,638,705 $ 6,719,518 6,719,518 $ 4,419,858 4,419,858 Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ 545 $ $ $ $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Equipment Services Equipment Services Analysis by Harold Sigüenza, Management and Budget Supervisor 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 Department Specific 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 562 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 that 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 monitor idling time to maximize vehicle efficiency. In FY 2013, the County experienced an increase in its carbon foot print from FY 2012 at 17,329 metric tons to 17,830. The main cause was the increased mileage driven by medium and heavy duty vehicles. Although the carbon footprint increased year over year, the Department is still meeting its goal of 17,834 metric tons. 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 influencing readiness rates. 546 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FSUP - FLEET SUPPORT SERVICES PMVR - PREVENTATIVE MAINTENANCE RENT - RENTAL POOL 74FM - FLEET MANAGEMENT $ ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ 18,339,716 $ 166,178 32,293 18,538,187 $ 15,711,672 $ 873,984 33,372 16,619,028 $ 18,372,112 $ 873,984 33,372 19,279,468 $ 18,532,073 $ 453,794 30,924 19,016,791 $ 15,884,045 $ 873,984 33,372 16,791,401 $ (2,488,067) (2,488,067) -13.5% 0.0% 0.0% -12.9% $ $ 8,929 $ 8,929 $ 37,868 $ 37,868 $ 37,868 $ 37,868 $ 15,780 $ 15,780 $ 54,392 $ 54,392 $ 16,524 16,524 43.6% 43.6% $ $ - $ - $ 25,424 $ 25,424 $ 25,424 $ 25,424 $ 17,421 $ 17,421 $ 8,900 $ 8,900 $ (16,524) (16,524) -65.0% -65.0% TOTAL PROGRAMS $ 18,547,116 $ 16,682,320 $ 19,342,760 $ 19,049,992 $ 16,854,693 $ (2,488,067) -12.9% 16,404,749 $ 151,928 19,942 16,576,619 $ 15,453,329 $ 126,308 21,007 15,600,644 $ 18,091,159 $ 120,530 21,386 18,233,075 $ 17,014,795 $ 110,584 18,494 17,143,873 $ 15,609,628 $ 112,940 11,997 15,734,565 $ 2,481,531 7,590 9,389 2,498,510 13.7% 6.3% 43.9% 13.7% 130,307 $ 63,563 648,435 26,447 868,752 $ 129,119 $ 819,000 34,484 982,603 $ 133,648 $ 841,014 35,950 1,010,612 $ 122,810 $ 801,250 36,776 960,836 $ 125,647 $ 160,756 35,963 843,224 1,165,590 $ 8,001 680,258 (13) (843,224) (154,978) 6.0% N/A 80.9% 0.0% N/A -15.3% $ 444,047 $ 137,340 581,387 $ 521,771 $ 168,302 690,073 $ 521,771 $ 168,302 690,073 $ 521,777 $ 168,295 690,072 $ 605,390 $ 37,846 168,302 811,538 $ (83,619) (37,846) 168,302 (168,302) (121,465) -16.0% N/A 100.0% N/A -17.6% TOTAL PROGRAMS $ 18,026,758 $ 17,273,320 $ 19,933,760 $ 18,794,781 $ 17,711,693 $ USES FSUP - FLEET SUPPORT SERVICES PMVR - PREVENTATIVE MAINTENANCE RENT - RENTAL POOL 74FM - FLEET MANAGEMENT $ BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ $ 2,222,067 11.1% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST 3,596,944 $ 14,874,050 18,470,994 $ 2,672,160 $ 13,960,736 16,632,896 $ 2,805,600 $ 16,487,736 19,293,336 $ 8,929 67,193 76,122 25,424 24,000 49,424 25,424 24,000 49,424 $ $ $ $ 3,143,861 $ 15,852,581 18,996,442 $ 2,809,338 14,012,455 16,821,793 $ 17,421 $ 36,129 53,550 $ 8,900 24,000 32,900 $ REVISED VS ADOPTED VAR % FY 2015 ADOPTED $ 3,738 (2,475,281) (2,471,543) 0.1% -15.0% -12.8% $ (16,524) (16,524) -65.0% 0.0% -33.4% $ $ ALL REVENUES $ 18,547,116 $ 16,682,320 $ 19,342,760 $ 19,049,992 $ 16,854,693 $ (2,488,067) -12.9% TOTAL SOURCES $ 18,547,116 $ 16,682,320 $ 19,342,760 $ 19,049,992 $ 16,854,693 $ (2,488,067) -12.9% 547 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2015 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 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 2,285,029 $ 162,247 1,047,974 67,099 (655) 114,642 3,676,336 $ 2,261,569 $ 125,346 1,029,166 6,619 170,906 3,593,606 $ 2,370,734 $ 125,346 1,050,205 6,619 174,142 3,727,046 $ 2,330,857 $ 158,515 1,070,526 9,603 160,736 3,730,237 $ 2,350,490 $ 180,000 1,047,513 72,526 (1,400) 175,460 3,824,589 $ 20,244 (54,654) 2,692 (65,907) 1,400 (1,318) (97,543) 0.9% -43.6% 0.3% -995.7% N/A -0.8% -2.6% 3,757,371 $ 9,055,933 6,505 5,101 12,824,910 $ 2,946,517 $ 8,959,938 46,430 17,884 11,970,769 $ 5,473,517 $ 8,959,938 46,430 17,884 14,497,769 $ 4,266,700 $ 8,721,317 36,955 16,240 13,041,212 $ 3,416,959 $ 7,878,703 233,300 11,111 11,540,073 $ 2,056,558 1,081,235 (186,870) 6,773 2,957,696 37.6% 12.1% -402.5% 37.9% 20.4% 83,866 $ 20,309 406,690 539,529 4,347 7,143 12,000 74,080 1,178 1,149,142 $ 44,500 $ 22,570 441,360 612,614 6,256 15,000 10,000 68,000 6,645 1,226,945 $ 44,500 $ 22,570 441,360 612,614 6,256 15,000 10,000 68,000 6,645 1,226,945 $ 75,460 $ 18,020 759,332 634,783 6,381 7,822 10,048 67,979 6,095 1,585,920 $ 56,620 $ 38,050 628,287 706,253 7,000 35,000 15,000 80,000 4,821 1,571,031 $ (12,120) (15,480) (186,927) (93,639) (744) (20,000) (5,000) (12,000) 1,824 (344,086) -27.2% -68.6% -42.4% -15.3% -11.9% -133.3% -50.0% -17.6% 27.4% -28.0% $ 77,003 $ 299,367 376,370 $ 242,000 $ 240,000 482,000 $ 242,000 $ 240,000 482,000 $ 237,412 $ 200,000 437,412 $ 536,000 $ 240,000 776,000 $ (294,000) (294,000) -121.5% 0.0% -61.0% ALL EXPENDITURES $ 18,026,758 $ 17,273,320 $ 19,933,760 $ 18,794,781 $ 17,711,693 $ 2,222,067 11.1% TOTAL USES $ 18,026,758 $ 17,273,320 $ 19,933,760 $ 18,794,781 $ 17,711,693 $ 2,222,067 11.1% FY 2014 REVISED FY 2014 FORECAST 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 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ $ $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 654 EQUIPMENT SERVICES OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 18,547,116 $ 18,547,116 $ 16,682,320 $ 16,682,320 $ 19,342,760 $ 19,342,760 $ 19,049,992 $ 19,049,992 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 18,547,116 $ 18,547,116 $ FY 2013 ACTUAL 16,682,320 $ 16,682,320 $ FY 2014 ADOPTED 19,342,760 $ 19,342,760 $ FY 2014 REVISED 19,049,992 $ 19,049,992 $ FY 2014 FORECAST FUND TOTAL USES $ 17,586,825 $ 439,933 18,026,758 $ 16,682,320 $ 591,000 17,273,320 $ 19,342,760 $ 591,000 19,933,760 $ 18,260,886 $ 533,895 18,794,781 $ 16,854,693 $ 857,000 17,711,693 $ 2,488,067 (266,000) 2,222,067 12.9% -45.0% 11.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 17,586,825 $ 439,933 $ 18,026,758 $ 16,682,320 $ 591,000 $ 17,273,320 $ 19,342,760 $ 591,000 $ 19,933,760 $ 18,260,886 $ 533,895 $ 18,794,781 $ 16,854,693 $ 857,000 $ 17,711,693 $ 2,488,067 (266,000) 2,222,067 12.9% -45.0% 11.1% FUND / FUNCTION CLASS 654 EQUIPMENT SERVICES OPERATING NON RECURRING NON PROJECT $ 548 16,854,693 $ 16,854,693 $ (2,488,067) (2,488,067) -12.9% -12.9% 16,854,693 $ (2,488,067) -12.9% 16,854,693 $ (2,488,067) -12.9% FY 2015 REVISED VS ADOPTED % ADOPTED VAR Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Equipment Services Staffing by Program and Activity PROGRAM ACTIVITY FLEET MANAGEMENT FLEET SUPPORT SERVICES PREVENTATIVE MAINTENANCE RENTAL POOL PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT OPERATIONS SUPPORT PROCUREMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 43.65 3.00 .15 46.80 45.15 2.00 .15 47.30 46.15 1.00 .15 47.30 45.15 2.00 .15 47.30 45.15 2.00 .15 47.30 (1.00) 1.00 - (2.2%) 100.0% 0.0% 0.0% 3.00 4.20 7.20 54.00 2.00 4.20 .50 6.70 54.00 2.00 4.20 .00 .50 6.70 54.00 2.00 4.20 .50 6.70 54.00 2.00 1.20 3.00 .50 6.70 54.00 (3.00) 3.00 - 0.0% (71.4%) N/A 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 Department Total FY 2014 FY 2015 FY 2014 REVISED TO ADOPTED FY 2013 FY 2014 VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 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 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% 3.00 3.00 3.00 3.00 3.00 1.00 0.0% 1.00 1.00 1.00 1.00 17.00 16.00 16.00 (1.00) (5.9%) 15.00 16.00 2.00 0.0% 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 13.00 13.00 13.00 13.00 0.0% 13.00 2.00 2.00 2.00 2.00 0.0% 2.00 3.00 3.00 0.0% 3.00 3.00 3.00 33.3% 5.00 4.00 3.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% 1.00 1.00 1.00 1.00 1.00 54.00 0.0% 54.00 54.00 54.00 54.00 Staffing by Fund DEPARTMENT/FUND 654 EQUIPMENT SERVICES Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 54.00 54.00 54.00 54.00 54.00 0.0% 54.00 54.00 54.00 54.00 54.00 0.0% General Adjustments Personnel: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: General Fund (100) • Increase Regular Benefits by $1,217 for the impact of changes in retirement contributions. • Increase Internal Services Charges by $35,195 for the impact of the changes in risk management charges. • Increase Non Recurring Non Project by $108,000 for six new laptops and 10 Thin clients for technicians, a Radio Frequency Identification (RFID) for all carwashes, and fuel site cameras for all fuel sites. 549 Maricopa County Annual Business Strategies FY 2015 Adopted Budget • Department Strategic Plans and Budgets Equipment Services 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 Percent of preventative maintenance services provided within the scheduled time frame. FY 2013 ACTUAL N/A 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 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 83.4% 95.9% 86.4% 96.2% 0.3% 0.4% N/A 100.0% 100.0% 100.0% 0.0% 0.0% 96.5% 96.6% 97.1% 96.5% (0.1%) -0.1% 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. 550 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Demand Expenditure Ratio Revenue 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 2013 ACTUAL 96.5% FY 2014 FY 2014 REVISED FORECAST 96.6% 97.2% N/A $ FY 2015 ADOPTED 96.5% REV VS ADOPTED VAR % (0.1%) -0.1% 100.0% 100.0% 100.0% 21,872 23,804 23,554 25,968 2,164 9.1% 2,733,180 27,356 2,551,521 24,854 2,710,805 28,049 2,783,477 27,113 231,956 2,259 9.1% 9.1% 158.89 20.9% 750.03 $ 760.00 $ 722.37 $ 601.11 0.0% $ 654 - EQUIPMENT SERVICES TOTAL SOURCES $ 18,339,716 $ 18,339,716 $ 18,372,112 $ 18,372,112 $ 18,532,073 $ 18,532,073 $ 15,884,045 $ 15,884,045 $ (2,488,067) $ (2,488,067) 654 - EQUIPMENT SERVICES TOTAL USES $ 16,404,749 $ 16,404,749 $ 18,091,159 $ 18,091,159 $ 17,014,795 $ 17,014,795 $ 15,609,628 $ 15,609,628 $ $ 0.0% -13.5% -13.5% Expenditure 2,481,531 2,481,531 13.7% 13.7% 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 reduction of costs for parts and service on anticipated vehicle repairs. The FY 2015 budget includes carwash water recycler upgrades, above ground lift, above ground tank refurbishment and a fork lift, all in the Non Recurring Non Project budget. The number of gallons of fuel provided increased, reflecting FY 2013 actuals and FY 2014 forecast for the increased demand from County Departments, Cities and Towns. 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 Measure Description Percent of customers satisfied with the timeliness and/or professionalism of preventative maintenance services Percent of preventative maintenance services provided within the scheduled time frame. FY 2013 ACTUAL N/A 83.4% 95.9% 86.4% 96.2% 0.3% 0.4% Output Number of preventative maintenance services completed within a scheduled time frame. 4,566 5,121 4,784 5,586 465 9.1% Output Number of preventative maintenance services provided Number of vehicles due for preventative maintenance services Expenditure per preventative maintenance service provided 5,483 5,341 5,534 5,826 485 9.1% 8,166 7,242 8,015 7,900 658 9.1% Result Demand Expenditure Ratio Revenue FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 27.71 $ 22.57 $ 19.98 $ 19.39 $ 3.18 14.1% 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 166,178 166,178 $ $ 873,984 873,984 $ $ 453,794 453,794 $ $ 873,984 873,984 $ $ - 0.0% 0.0% 654 - EQUIPMENT SERVICES TOTAL USES $ $ 151,928 151,928 $ $ 120,530 120,530 $ $ 110,584 110,584 $ $ 112,940 112,940 $ $ 7,590 7,590 6.3% 6.3% Expenditure 551 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activity Narrative: The FY 2015 budget supports the Department in meeting 96.2% 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 increase in the number of preventative maintenance services for FY 2015 is due to the anticipated fleet increase. 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 Expenditure Ratio 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 2013 ACTUAL N/A $ 995 902 928 1,078 20.04 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 654 - EQUIPMENT SERVICES TOTAL USES $ $ FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% $ 840 888 840 876 25.46 $ 892 832 859 948 20.74 32,293 32,293 $ $ 33,372 33,372 $ $ 19,942 19,942 $ $ 21,386 21,386 $ $ REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 100.0% $ 840 888 840 876 14.28 $ 11.18 0.0% 0.0% 0.0% 0.0% 43.9% 30,924 30,924 $ $ 33,372 33,372 $ $ - 0.0% 0.0% 18,494 18,494 $ $ 11,997 11,997 $ $ 9,389 9,389 43.9% 43.9% 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. The FY 2014 budget included the one-time purchase of a new motor pool key reservation system. In turn, the FY 2015 budget reflects the total operating cost of the Rental Pool activity. 552 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations Equipment Services Fund (654) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP Non Recurring Increase Exp and Rev Authority for Increased Repairs 16,682,320 $ 133,440 $ 133,440 2,527,000 $ 2,527,000 133,440 133,440 2,527,000 2,527,000 $ 19,342,760 $ 19,342,760 $ 3,738 $ 3,738 (2,527,000) $ (2,527,000) 3,738 3,738 (2,527,000) (2,527,000) $ 16,819,498 $ 16,819,498 $ 1,217 $ 1,217 33,978 $ (1,217) - 35,195 - C-49-13-092-2-00 $ C-74-14-006-V-00 Agenda Item: $ C-74-14-006-V-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Absorbtion of Retirement Contribution Internal Service Charges Risk Management Fees and Other Revenues ProgRevenue Volume Inc/Dec 16,682,320 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 2nd to 4th Quarter Retention Pay Plan Non Recurring Increase Exp and Rev Authority for Increased Repairs $ Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount 553 $ (1,217) $ 35,195 $ - $ - 35,195 35,195 $ 16,854,693 $ 0.2% 16,854,693 0.2% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Equipment Services Equipment Services Fund (654) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 591,000 $ - FY 2014 Revised Budget $ 591,000 $ - $ (591,000) $ (442,000) (149,000) - $ - $ - $ 857,000 $ 309,000 - 548,000 - 857,000 $ - Adjustments: Non Recurring Non Recurring Carry Forward Other Non Recurring Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Non Recurring Carry Forward Carwash Recycler Upgrade (Mesa, Downtown & Surprise) Above Ground Tank Refurbishment Fork Life 6K Lbs Desk top Computers (6) & Thin Clients (10) Other Non Recurring Field Truck Fuel Storage Tank Monitoring System Lubrication System (Durango) Fuel Site Cameras Carwash RFID Vehicle Lifts (Surprise) Upgrade Fuel Master FMUs to 2.33GHz for AIM2 Metal Benders/Shears Vehicle Lift (Mesa) Agenda Item: $ 200,000 50,000 40,000 19,000 $ 200,000 140,000 50,000 49,000 40,000 30,000 27,000 8,000 4,000 FY 2015 Adopted Budget $ Equipment Services Fund (654) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 2,390,855 $ 2,860,517 $ 2,860,517 $ 2,911,216 $ 3,166,427 Sources: Operating Total Sources: $ $ 18,547,116 18,547,116 $ $ 16,682,320 16,682,320 $ $ 19,342,760 19,342,760 $ $ 19,049,992 19,049,992 $ $ 16,854,693 16,854,693 $ $ $ $ 18,260,886 533,895 18,794,781 $ $ 19,342,760 591,000 19,933,760 $ $ 16,682,320 591,000 17,273,320 $ 16,854,693 857,000 17,711,693 Uses: Operating Non-Recurring Total Uses: $ 17,586,825 439,933 18,026,758 Structural Balance $ 960,291 $ - $ - $ 789,106 $ - Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ 2,911,216 2,911,216 $ 2,269,517 2,269,517 $ 2,269,517 2,269,517 $ 3,166,427 3,166,427 $ 2,309,427 2,309,427 554 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Facilities Management Facilities Management Analysis by Harold Sigüenza, Management and Budget Supervisor 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 Government Operations By June 30, 2018, Facilities Management will meet the increasing demands for facility improvements by completing 85% of projects on schedule and within established budget parameters. Status: The Facilities Management Department is fully committed to providing outstanding customer service and achieving timely project delivery that meets or exceeds their success factors. FMD is continuing to develop, revise and implement procedures and requirements that ensure fairness, consistency, and accountability in project execution to support our policy of continuous improvement in total project delivery. The Department has implemented additional protocols for monitoring customer satisfaction. FMD is working with its contractors, design professionals, and end users to optimize project schedules and budgets while minimizing delays and rework. Compared to the previous fiscal year, where the Department significantly exceeded the delivery goal, FMD is trending toward an even better result in FY 2014. 555 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Safe Communities Department Strategic Plans and Budgets Facilities Management By June 30, 2017, 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 strategically align services to meet customer expectations. This includes upgrades to the electronic maintenance management system and hand-held data collection devices. The Department goal of 24-hour response to 90% of emergencies shows a slight downward trend (77%) which is being analyzed at this time. The goal of 30-day completion for 95% of all emergency work was exceeded by 5%, averaging 2.33 days. Department Specific By June 30, 2020, the Facilities Management Department will reduce energy usage per square foot by 3% from 23.6 kilowatt hours per square foot to 22.9 kilowatt hours per square foot. Status: As of December 2013, the kilowatt hours per square foot of occupied space in County-owned buildings was 23.5, which is under the maximum threshold targeted by the goal. In FY 2014, the County managed 6 total projects qualifying as either major renovations or new construction, of which 2 were targeted for LEED certification. The Maricopa County Sheriff's Headquarters building is completing documentation for LEED Silver status. The Clerk of the Superior Court remodel was recently granted official LEED Silver status. Department Specific In order to maintain the quality of Facilities Management service delivery to the public, by June 30, 2019, 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 80% or higher Employee Satisfaction rating. Status: Our Employee Satisfaction Survey of FY 2013 resulted in an 80% overall level of satisfaction, which was a significant increase from the 74% average in FY 2012. FMD considers their work environment to be a positive one, especially with the implementation of suggestions made by the Employee Workplace Improvement Team. The recent organizational restructuring has proved to have a positive impact on morale, as well as, efficiency. 556 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FACM - FACILITIES CONSTRUCTION MGMT FPDS - FAC PLANNING AND ENERGY MGMT 91FD - CAPITAL FACILITIES DEVELOPMENT ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ - $ 239,779 239,779 $ - $ - $ - $ - $ 3,075 $ 3,075 $ - $ - $ - N/A N/A N/A $ $ 62,671 $ 62,671 $ 38,000 $ 38,000 $ 38,000 $ 38,000 $ 72,178 $ 72,178 $ 25,000 $ 25,000 $ (13,000) (13,000) -34.2% -34.2% TOTAL PROGRAMS $ 302,450 $ 38,000 $ 38,000 $ 75,253 $ 25,000 $ (13,000) -34.2% 5,569,557 $ 13,784,272 19,353,829 $ 6,456,476 $ 13,998,648 20,455,124 $ 6,460,705 $ 14,370,516 20,831,221 $ 6,255,158 $ 13,905,541 20,160,699 $ 6,420,213 $ 14,595,574 21,015,787 $ 40,492 (225,058) (184,566) 0.6% -1.6% -0.9% 23,448,521 $ 20,481,889 43,930,410 $ 39,687,997 $ 23,801,068 63,489,065 $ 39,862,997 $ 23,724,427 63,587,424 $ 22,516,674 $ 21,097,178 43,613,852 $ 35,089,881 $ 21,914,630 57,004,511 $ 4,773,116 1,809,797 6,582,913 12.0% 7.6% 10.4% 455,646 $ 1,898,768 181,397 2,535,811 $ 496,729 $ 2,388,297 (120,912) 92,509 2,856,623 $ 513,098 $ 2,394,300 91,442 2,998,840 $ 514,126 $ 2,327,093 91,442 2,932,661 $ 512,677 $ 874,570 92,435 5,434 1,547,018 3,032,134 $ 421 1,519,730 (993) (5,434) (1,547,018) (33,294) 0.1% 63.5% N/A -1.1% N/A N/A -1.1% - $ 224,873 224,873 $ - $ 730,921 730,921 $ - $ 730,921 730,921 $ - $ 730,935 730,935 $ 410,778 $ 778,924 1,189,702 $ (410,778) 730,921 (778,924) (458,781) N/A 100.0% N/A -62.8% $ - $ 23,440 23,440 $ 15,800 $ 13,000 28,800 $ 15,800 $ 13,000 28,800 $ 6,580 $ 4,750 11,330 $ - $ 13,000 13,000 $ 15,800 15,800 100.0% 0.0% 54.9% TOTAL PROGRAMS $ 66,068,363 $ 87,560,533 $ 88,177,206 $ 67,449,477 $ 82,255,134 $ 5,922,072 6.7% USES BLDR - BUILDINGS AND GROUNDS FAMT - FACILITIES MAINTENANCE 70OM - FACILITIES OPERATION AND MAINT $ $ FACM - FACILITIES CONSTRUCTION MGMT FPDS - FAC PLANNING AND ENERGY MGMT 91FD - CAPITAL FACILITIES DEVELOPMENT $ BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT RMGT - RISK MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD BUAS - BUSINESS APPLICATION DEV SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ $ $ 557 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category CATEGORY MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST REVISED VS ADOPTED VAR % FY 2015 ADOPTED $ SUBTOTAL $ 302,450 302,450 $ $ 38,000 38,000 $ $ 38,000 38,000 $ $ 75,253 75,253 $ $ 25,000 25,000 $ $ (13,000) (13,000) -34.2% -34.2% ALL REVENUES $ 302,450 $ 38,000 $ 38,000 $ 75,253 $ 25,000 $ (13,000) -34.2% TOTAL SOURCES $ 302,450 FY 2013 ACTUAL $ 38,000 FY 2014 ADOPTED $ 38,000 FY 2014 REVISED $ 75,253 FY 2014 FORECAST $ 25,000 FY 2015 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 $ (13,000) -34.2% REVISED VS ADOPTED % VAR 7,297,419 $ 139,071 2,744,083 72,586 (1,957,340) 1,951,935 10,247,754 $ 8,183,900 $ 103,824 3,062,591 98,522 (2,287,366) 2,456,831 11,618,302 $ 8,849,389 $ 103,824 3,186,557 110,731 (2,513,470) 2,572,526 12,309,557 $ 8,110,365 $ 109,400 2,944,180 81,735 (2,177,182) 2,453,608 11,522,106 $ 8,743,368 $ 139,812 3,217,878 76,417 (2,207,832) 2,178,835 12,148,478 $ 106,021 (35,988) (31,321) 34,314 (305,638) 393,691 161,079 1.2% -34.7% -1.0% 31.0% -12.2% 15.3% 1.3% 1,968,959 $ 6,184 92,013 26,037 71,261 2,164,454 $ 1,856,382 $ 87,859 6,267 1,950,508 $ 1,722,495 $ 87,859 6,267 1,816,621 $ 1,718,035 $ 90,631 28,091 52,560 1,889,317 $ 1,880,993 $ 111,202 552,459 2,544,654 $ (158,498) (23,343) (546,192) (728,033) -9.2% N/A -26.6% N/A -8715.4% -40.1% - $ 304,911 60,482 31,574,424 808,768 3,719 3,280 530,543 (1) 20,206,024 104,141 53,596,291 $ - $ 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 $ 175,000 $ 1,600 205,400 51,660 48,013,699 1,287,481 12,020 17,440 601,881 23,432,345 252,502 74,051,028 $ 17,087 $ 165 318,636 50,533 30,256,254 1,268,198 7,907 16,649 523,829 20,949,066 292,145 53,700,469 $ 100,000 $ 1,600 350,020 50,400 43,140,387 1,746,002 12,242 22,640 603,081 21,492,856 42,774 67,562,002 $ 75,000 (144,620) 1,260 4,873,312 (458,521) (222) (5,200) (1,200) 1,939,489 209,728 6,489,026 42.9% 0.0% -70.4% 2.4% 10.1% -35.6% -1.8% -29.8% -0.2% N/A 8.3% 83.1% 8.8% $ 18,093 $ 41,771 59,864 $ - $ - $ - $ - $ 290,019 $ 47,566 337,585 $ - $ - $ - N/A N/A N/A ALL EXPENDITURES $ 66,068,363 $ 87,560,533 $ 88,177,206 $ 67,449,477 $ 82,255,134 $ 5,922,072 6.7% TOTAL USES $ 66,068,363 $ 87,560,533 $ 88,177,206 $ 67,449,477 $ 82,255,134 $ 5,922,072 6.7% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 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 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ 558 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING $ PROBATION REVOCATION RELO FUND TOTAL SOURCES $ 255 DETENTION OPERATIONS OPERATING $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL MAJOR MAINTENANCE OPERATING $ OPERATING NON RECURRING NON PROJECT CENTRAL COURT BLDG SOUTH COURT TOWER ELECTIONS WAREHOUSE 6205 FORENSIC SCIENCE BLDG GARAGE LL WEST COURT BLDG RELOC NE COURT COMPLEX PROBATION REVOCATION RELO SECURITY BLDG LIFE SAFETY PROJECTS SIMS RELOCATION UA COOPERATIVE EXTENSION WEST COURT BLDG FUND TOTAL USES $ 255 DETENTION OPERATIONS MAJOR MAINTENANCE OPERATING $ OPERATING NON RECURRING NON PROJECT 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 $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST REVISED VS ADOPTED VAR % FY 2015 ADOPTED 271,200 $ 271,200 $ 38,000 $ 38,000 $ 38,000 $ 38,000 $ 72,178 $ 3,075 75,253 $ 25,000 $ 25,000 $ 31,250 $ 31,250 $ - $ - $ - $ - $ - $ - $ - $ - $ 302,450 $ - $ 302,450 $ 38,000 $ - $ 38,000 $ 38,000 $ - $ 38,000 $ 72,178 $ 3,075 $ 75,253 $ 25,000 $ - $ 25,000 $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED (13,000) (13,000) (13,000) (13,000) -34.2% N/A -34.2% N/A N/A -34.2% N/A -34.2% REVISED VS ADOPTED VAR % 8,026,313 $ 30,819,080 83,529 673 465,923 234,000 218,401 70,001 724,266 1,416,718 151,041 717,447 4,736 42,932,128 $ 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 $ 8,577,906 $ 33,474,459 692,664 4,886,978 117,000 1,660,963 2,100,000 797,849 500,000 52,807,819 $ 8,119,341 $ 31,336,131 433,070 901,457 452,660 42,920 596,375 125,000 42,006,954 $ 8,577,906 $ 33,147,043 91,830 4,897,869 117,000 2,057,080 375,000 49,263,728 $ 327,416 600,834 (10,891) 1,660,963 42,920 797,849 125,000 3,544,091 0.0% 1.0% 86.7% -0.2% 0.0% N/A N/A N/A N/A N/A 100.0% 2.0% 100.0% N/A 25.0% 6.7% 4,486,034 $ 18,574,406 40,839 34,956 23,136,235 $ 6,940,763 $ 19,267,341 1,316,601 3,000,000 4,775,000 35,299,705 $ 6,940,763 $ 19,337,023 1,316,601 3,000,000 4,775,000 35,369,387 $ 5,442,424 $ 18,043,866 1,140,201 95,000 721,032 25,442,523 $ 6,940,763 $ 19,165,486 39,511 2,905,000 3,940,646 32,991,406 $ 171,537 (39,511) 1,316,601 95,000 834,354 2,377,981 0.0% 0.9% N/A 100.0% 3.2% 17.5% 6.7% 61,905,833 $ 4,162,530 $ 66,068,363 $ 67,888,478 $ 19,672,055 $ 87,560,533 $ 68,330,151 $ 19,847,055 $ 88,177,206 $ 62,941,762 $ 4,507,715 $ 67,449,477 $ 67,831,198 $ 14,423,936 $ 82,255,134 $ 498,953 5,423,119 5,922,072 0.7% 27.3% 6.7% Staffing by Program and Activity PROGRAM ACTIVITY CAPITAL FACILITIES DEVELOPMENT FAC PLANNING AND ENERGY MGMT FACILITIES CONSTRUCTION MGMT PROGRAM TOTAL FACILITIES OPERATION AND MAINT BUILDINGS AND GROUNDS FACILITIES MAINTENANCE PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT PROCUREMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 16.00 16.00 32.00 16.50 16.50 33.00 15.50 17.50 33.00 15.50 17.50 33.00 15.50 17.50 33.00 - 0.0% 0.0% 0.0% 4.00 108.00 112.00 4.00 117.00 121.00 4.00 122.00 126.00 4.00 121.00 125.00 4.00 120.00 124.00 (2.00) (2.00) 0.0% (1.6%) (1.6%) 7.00 3.00 1.00 11.00 155.00 7.75 3.00 1.25 12.00 166.00 7.75 3.00 1.25 12.00 171.00 7.75 3.00 1.25 12.00 170.00 7.75 3.00 1.25 12.00 169.00 (2.00) 0.0% 0.0% 0.0% 0.0% (1.2%) 559 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Facilities Management Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Business Systems Analyst Business Systems Analyst-Sr/Ld Director - Facilities Mgt Dispatcher Duty Plant Operator 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 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 Locksmith Office Assistant Specialized Planner Plumber Procurement Officer - Dept Program Coordinator Safety Representative Trades Generalist Trades Specialist Trades Supervisor Warehouse/Inventory Specialist Warehouse/Inventory Specialist Lead Warehouse/Inventory Supervisor Department Total FY 2013 FY 2014 REVISED TO ADOPTED FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 3.00 3.00 3.00 3.00 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 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% 4.00 (4.00) (100.0%) 10.00 10.00 11.00 11.00 11.00 0.0% 10.00 3.00 2.00 2.00 2.00 0.0% 8.00 8.00 8.00 8.00 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% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 5.00 6.00 8.00 8.00 8.00 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% 2.00 2.00 2.00 2.00 2.00 0.0% 2.00 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 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% 3.00 3.00 3.00 3.00 3.00 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% 14.00 16.00 16.00 16.00 0.0% 2.00 2.00 2.00 0.0% 5.00 6.00 7.00 2.00 40.0% 1.00 1.00 1.00 1.00 1.00 0.0% 4.00 N/A 12.00 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% 1.00 N/A 21.00 29.00 30.00 30.00 28.00 (2.00) (6.7%) 49.00 23.00 12.00 15.00 14.00 2.00 16.7% 8.00 8.00 8.00 8.00 8.00 0.0% 2.00 2.00 3.00 3.00 3.00 0.0% 1.00 (1.00) (100.0%) 1.00 1.00 N/A 155.00 166.00 171.00 170.00 169.00 (2.00) (1.2% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL 255 DETENTION OPERATIONS Department Total FY 2014 FY 2015 FY 2013 FY 2014 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % (2.8%) 125.00 136.00 141.00 140.00 137.00 (4.00) 6.7% 30.00 30.00 30.00 30.00 32.00 2.00 (2.00) (1.2% ) 155.00 166.00 171.00 170.00 169.00 560 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Facilities Management General Adjustments Personnel: • FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $3,763 for the impact of changes in retirement contribution rates. • Decrease base budget by $396,914 for the reduction in countywide utilities. • Increase Internal Services Charges by $40,800 for the impact of the changes in risk management. • Decrease revenues by $13,000 are due to declining leased space from food vendors. Detention Fund (255) Operating • Increase Regular Benefits by $754 for the impact of changes in retirement contribution rates. • Decrease base budget by $185,269 for the reduction in countywide utilities. • Increase Internal Services Charges by $7,200 for the impact of the changes in risk management. Programs and Activities Facilities Operations & Maintenance Program The purpose of the Facilities Operations & Maintenance Program is to provide facilities, detention security systems, buildings and grounds operations and maintenance services to Maricopa County departments so they can work and conduct business in a safe, functional environment. 561 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 2013 ACTUAL 86.1% FY 2014 FY 2014 REVISED FORECAST 83.8% 83.8% FY 2015 ADOPTED 83.8% REV VS ADOPTED VAR % 0.0% 0.0% 88.9% 86.5% 86.5% 86.5% 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% 50.4% 42.8% 49.7% 42.8% 0.0% 0.0% 95.4% 100.0% 100.0% 100.0% 0.0% 0.0% 98.7% 98.7% 98.7% 98.7% 0.0% 0.0% Activities that comprise this program include: • Buildings and Grounds • Facilities Maintenance Buildings and Grounds Activity The purpose of the Buildings and Grounds Activity is to provide property management services to Maricopa County Departments and their customers so they can conduct business in a clean environment. Mandates: Administrative mandate. Measure Type Result Result Result Result Output Demand Expenditure Ratio Expenditure 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. 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES FY 2013 ACTUAL 86.1% FY 2014 FY 2014 REVISED FORECAST 83.8% 83.8% REV VS ADOPTED VAR % 0.0% 0.0% 88.9% 86.5% 86.5% 86.5% 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% (357,872) (357,872) -11.2% -11.2% (0.24) -11.8% 2,734,879 2,734,879 $ FY 2015 ADOPTED 83.8% 2.04 $ 4,811,510 758,047 $ 5,569,557 3,208,456 3,208,456 $ 2.01 $ 5,675,473 785,232 $ 6,460,705 562 3,208,456 3,208,456 $ 1.95 $ 5,541,586 713,572 $ 6,255,158 2,850,584 2,850,584 $ 2.25 $ $ 5,634,981 785,232 $ 6,420,213 $ $ 40,492 40,492 0.7% 0.0% 0.6% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Facilities Management Activity Narrative: The Department is continuously working on finding ways to reduce the amount of waste the County produces. The Department has been successful in encouraging other County Departments to participate in recycling programs, in turn decreasing General Fund expenditures on waste collections. Additionally, the Activity’s measure is decreasing from FY2014 due to an imprecise calculation of the number of square feet of facilities to be cleaned at the South Court Tower. The FY 2015 measure accurately captures all square feet of facilities required to be cleaned, including the new Maricopa County Sherriff’s Headquarter and the Maricopa County Sherriff’s SWAT Vehicle Storage Building. 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 Measure FY 2013 FY 2014 Description ACTUAL REVISED Percent of facilities maintenance performed 50.4% 42.8% on a time-based schedule or based on quantified material and equipment condition. Result Percent Detention Security System is 95.4% 100.0% functional 24/7/365. Result Percent of Maricopa County departments and 98.7% 98.7% agency customers who are satisfied or very satisfied with the services of Facilities Management Operations & Maintenance according to the annual Customer Satisfaction Survey. Output Number of square feet of facilities maintained. 38,404,018 38,312,192 Demand Number of (factored) square feet required to 38,404,018 38,312,192 be maintained. Expenditure Ratio Total expenditure per square foot maintained. $ 0.36 $ 0.38 Expenditure 100 - GENERAL $ 9,489,357 $ 10,126,492 255 - DETENTION OPERATIONS 4,294,915 4,244,024 TOTAL USES $ 13,784,272 $ 14,370,516 REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 FORECAST 49.7% FY 2015 ADOPTED 42.8% 100.0% 100.0% 0.0% 0.0% 98.7% 98.7% 0.0% 0.0% 39,841,268 39,841,268 $ 0.35 $ 9,824,042 4,081,499 $ 13,905,541 39,414,400 39,414,400 $ 0.37 $ $ 9,995,675 4,599,899 $ 14,595,574 $ $ 1,102,208 1,102,208 2.9% 2.9% 0.00 1.3% 130,817 (355,875) (225,058) 1.3% -8.4% -1.6% Activity Narrative: The opening of the new Maricopa County Sheriff’s Headquarters in FY 2014 added to the factored square feet of facilities to be maintained. Detention Fund expenditures are increasing due to the shift of two trades generalist positions from the General fund and an increase in contract services and general supplies. General Fund expenditures are decreasing due to the transfer of two trades generalist to the Detention fund. In addition, the number of square feet of facilities required to be maintained is increasing due to a re-measurement with the Integrated Workplace Management System that was integrated in FY 2014. 563 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 2013 ACTUAL 100.0% FY 2014 FY 2014 FORECAST REVISED 93.4% 93.4% FY 2015 ADOPTED 100.0% REV VS ADOPTED % VAR 6.6% 7.1% 48.6% 50.0% 50.0% 125.0% 75.0% 150.0% 54.9% 32.9% 32.9% 32.9% 0.0% 0.0% 99.4% 101.2% 101.2% 101.2% 0.0% 0.0% Activities that comprise this program include: • Facilities Planning and Energy Management • Facility Construction Management Facilities Planning and Energy Management Activity The purpose of the Facilities Planning and Energy Management Activity is to provide project development and decision support services to County departments so they can make informed decisions about how to allocate and operate buildings and grounds as efficiently as possible. Mandates: Administrative mandate. Measure Type Result Measure Description Percent of customers satisfied with the usefulness and timeliness of information provided by Facilities Planning & Energy Management. Result Percent of County facilities operating within energy efficiency standards (measured by kilowatts per sq foot). Result Percent reduction in energy used by County facilities (kilowatt hours). Output Number of planning services provided. Demand Number of planning services requested. Expenditure Ratio Expenditure per planning service provided. Revenue 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL SOURCES Expenditure 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES FY 2013 ACTUAL 48.6% FY 2014 FY 2014 FORECAST REVISED 50.0% 50.0% FY 2015 ADOPTED 125.0% REV VS ADOPTED % VAR 75.0% 150.0% 54.9% 32.9% 32.9% 32.9% 0.0% 0.0% 99.4% 101.2% 101.2% 101.2% 0.0% 0.0% -33.3% -30.0% -38.6% 142 175 $ 144,238.65 120 120 $ 197,703.56 110 111 $ 191,792.53 80 84 $ 273,932.88 (40) (36) $ (76,229.32) $ $ $ $ $ $ 208,529 31,250 239,779 $ 10,342,682 10,139,207 $ 20,481,889 $ - $ 12,202,789 11,521,638 $ 23,724,427 $ - $ 10,588,096 10,509,082 $ 21,097,178 $ - $ 10,914,630 11,000,000 $ 21,914,630 - N/A N/A N/A $ 1,288,159 521,638 $ 1,809,797 10.6% 4.5% 7.6% $ Activity Narrative: The number of planning services provided and requested is decreasing due to a reduction in the number of new projects anticipated for FY 2015. The reduction in expenditures for both 564 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget the General and Detention Funds are due to a decrease in the countywide utilities budget line. The new countywide utilities amounts reflect FY 2014 Forecast and 2013 Actual amounts which include utility usage for the County’s two new buildings, the South Court Tower and the Maricopa County Sheriff’s Headquarters. 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. Measure Type Result Output Demand Expenditure Ratio 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 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 93.4% 93.4% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 6.6% 7.1% 176 318 318 297 (21) -6.6% 193 401 401 330 (71) -17.7% $ 133,230.23 $ 125,355.34 $ 70,807.15 $ 118,147.75 $ 7,207.59 5.7% 100 - GENERAL TOTAL SOURCES $ $ $ $ $ $ $ $ $ $ - N/A N/A 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 15,504,455 7,944,066 $ 23,448,521 $ 2,528,062 2,245,054 $ 4,773,116 11.7% 12.4% 12.0% Revenue - - 3,075 3,075 - Expenditure $ 21,691,410 18,171,587 $ 39,862,997 $ 12,981,708 9,534,966 $ 22,516,674 $ 19,163,348 15,926,533 $ 35,089,881 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. The decrease in expenditures in the General and Detention Fund for FY 2015 is due to the reduced amount of one-time carry-over major maintenance projects from FY 2014. 565 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Facilities Management General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj 38,000 $ 371,991 $ 344,291 8,476 7,708 9,135 2,381 - $ 33,474,459 $ 38,000 $ 24,935 $ 1,119 (7,708) (9,135) (2,381) 18,270 24,770 - $ 33,499,394 $ 38,000 $ 3,763 $ 3,763 (356,114) $ (396,914) - C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 Agenda Item: C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Countywide Utilities Internal Service Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec 33,102,468 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ (396,914) $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount 566 40,800 - $ - (13,000) (13,000) 33,147,043 $ -1.1% 25,000 -34.2% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Facilities Management General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget Adjustments: Non Recurring Alternative Dispute Resolution - $ 175,000 $ 175,000 - $ 692,664 $ - $ (692,664) $ (175,000) (517,664) - $ - $ - $ 91,830 $ 91,830 - $ 91,830 $ - C-70-14-003-M-00 Agenda Item: C-70-14-003-M-00 FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Office of Enterprise Technology Allocation 517,664 $ Agenda Item: FY 2014 Revised Budget Adjustments: Non Recurring Alternative Dispute Resolution Other Non Recurring $ Agenda Item: $ 91,830 FY 2015 Adopted Budget Expenditures Revenue MAJOR MAINTENANCE OPERATING FY 2014 Adopted Budget $ 8,577,906 $ - FY 2014 Revised Budget $ 8,577,906 $ - FY 2015 Baseline Budget Threshold $ 8,577,906 $ - FY 2015 Adopted Budget Percent Change from Threshold Amount $ 8,577,906 $ 0.0% - Expenditures Revenue MAJOR MAINTENANCE NON RECURRING FY 2014 Adopted Budget $ 10,062,790 $ - FY 2014 Revised Budget $ 10,062,790 $ - $ (10,062,790) $ (10,062,790) - $ - $ - $ 7,446,949 $ 6,534,601 - Adjustments: Major Maintenance Projects Major Maintenance Program Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Non Recurring Carry Forward Central Court Building Elevators Court Plaza Electrical Panels South Court Tower West Court Building Other Non Recurring Central Court Building Elevators Agenda Item: $ 3,985,521 2,057,080 117,000 375,000 $ 912,348 912,348 FY 2015 Adopted Budget $ 567 7,446,949 $ - - Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Facilities Management Detention Fund (255) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj - $ 69,682 $ 61,829 1,289 1,918 4,299 347 - $ 19,337,023 $ - $ 5,778 $ 25 (1,918) (4,299) (347) 8,598 3,719 - $ 19,342,801 $ - $ 754 $ 754 (178,069) $ (185,269) - 7,200 - C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 Agenda Item: C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Countywide Utilities Internal Service Charges Risk Management 19,267,341 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ $ (185,269) 7,200 FY 2015 Adopted Budget Percent Change from Threshold Amount $ 19,165,486 $ -0.9% Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 39,511 $ 39,511 - $ 39,511 $ - Adjustments: Non Recurring Other Non Recurring Office of Enterprise Techonlogy Allocation Agenda Item: $ FY 2015 Adopted Budget 568 39,511 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Facilities Management Detention Fund (255) (continued) Expenditures Revenue MAJOR MAINTENANCE OPERATING FY 2014 Adopted Budget $ 6,940,763 $ - FY 2014 Revised Budget $ 6,940,763 $ - FY 2015 Baseline Budget Threshold $ 6,940,763 $ - FY 2015 Adopted Budget $ 6,940,763 $ - Revenue Expenditures MAJOR MAINTENANCE FY 2014 Adopted Budget $ 9,091,601 $ - FY 2014 Revised Budget $ 9,091,601 $ - $ (9,091,601) $ (9,091,601) - $ - $ - $ 6,845,646 $ 6,845,646 - $ 6,845,646 $ - Adjustments: Major Maintenance Projects Major Maintenance Program Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Non Recurring Carry Forward Fourth Avenue Jail - Building Automation Lower Buck eye Jail - Building Automation Agenda Item: $ FY 2015 Adopted Budget 569 2,905,000 3,940,646 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Finance Finance Analysis by Dreamlyn Johnson, 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 and Responsibility 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 and will continue to follow any changes to State statutes, as applicable, to ensure that it remains 100% compliant. Fiscal Strength and Responsibility 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. OnBase functionality will continue to be taught in classes offered through Pathlore. Currently, 91% of users are satisfied. The Department of Finance will review this goal in the FY 2016 Strategic Business Plan update process. Fiscal Strength and Responsibility 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, 92% of users report satisfaction with the ease of Business Objects. The Department of Finance will review this goal in the FY 2016 Strategic Business Plan update process. 570 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2015 Adopted Budget Fiscal Strength and Responsibility 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 Document Retrieval. The Department of Finance will review this goal in the FY 2016 Strategic Business Plan update process. Fiscal Strength and Responsibility By June 30, 2015, overall collections will be increased by 20% over the previous four fiscal years to $9,331,200. Status: The Department received $5,592,169 in FY 2013, an increase of 10% from the previous year. The Department of Finance does not expect to achieve this goal and will review the goal in the FY 2016 Strategic Business Plan update process. Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST REVISED VS ADOPTED VAR % FY 2015 ADOPTED $ $ 266,117 $ 266,117 $ 180,000 $ 180,000 $ 180,000 $ 180,000 $ 255,162 $ 255,162 $ 235,000 $ 235,000 $ 55,000 55,000 30.6% 30.6% TOTAL PROGRAMS $ 266,117 $ 180,000 $ 180,000 $ 255,162 $ 235,000 $ 55,000 30.6% CLCT - COLLECTIONS 18CL - COLLECTIONS $ $ 305,948 $ 305,948 $ 336,007 $ 336,007 $ 346,040 $ 346,040 $ 332,142 $ 332,142 $ 341,139 $ 341,139 $ 4,901 4,901 1.4% 1.4% BLSV - BILLING SERVICES PYPR - PAYMENT PROCESSING 18FM - FINANCIAL MANAGEMENT $ 71,860 $ 353,026 424,886 $ - $ 464,947 464,947 $ - $ 476,751 476,751 $ - $ 410,192 410,192 $ - $ 498,376 498,376 $ (21,625) (21,625) N/A -4.5% -4.5% BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ 1,534,195 $ 467,965 2,002,160 $ 1,773,812 $ 179,197 (27,881) 1,925,128 $ 1,814,357 $ 187,987 2,002,344 $ 1,651,068 $ 190,839 1,841,907 $ 1,702,824 $ 196,421 1,899,245 $ 111,533 (8,434) 103,099 6.1% -4.5% N/A 5.1% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 13,944 13,944 $ - $ 43,510 43,510 $ - $ 43,510 43,510 $ - $ 46,545 46,545 $ 20,965 $ 12,869 33,834 $ (20,965) 43,510 (12,869) 9,676 N/A 100.0% N/A 22.2% TOTAL PROGRAMS $ 2,746,938 $ 2,769,592 $ 2,868,645 $ 2,630,786 $ 2,772,594 $ CLCT - COLLECTIONS 18CL - COLLECTIONS USES $ $ 96,051 3.3% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 266,117 $ 266,117 $ 180,000 180,000 $ $ 180,000 $ 180,000 $ 255,162 $ 255,162 $ 235,000 235,000 $ $ 55,000 55,000 30.6% 30.6% ALL REVENUES $ 266,117 $ 180,000 $ 180,000 $ 255,162 $ 235,000 $ 55,000 30.6% TOTAL SOURCES $ 266,117 $ 180,000 $ 180,000 $ 255,162 $ 235,000 $ 55,000 30.6% 571 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2015 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 SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 1,836,496 $ (10) 633,641 1,600 2,471,727 $ 1,806,075 $ 656,034 2,462,109 $ 1,915,916 $ 645,246 2,561,162 $ 1,934,403 $ 662,359 (202,234) 2,394,528 $ 2,224,355 $ 767,976 (496,757) 2,495,574 $ $ SUBTOTAL $ 31,001 $ 31,001 $ 84,880 $ 84,880 $ 84,880 $ 84,880 $ 39,895 $ 39,895 $ 52,040 $ 52,040 $ SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ ALL EXPENDITURES $ 134,402 $ 8,906 5,500 4,500 38,805 2,719 11,148 38,230 244,210 $ 2,746,938 $ 99,805 $ 7,500 8,500 6,300 41,238 2,000 11,610 45,650 222,603 $ 2,769,592 $ 99,805 $ 7,500 8,500 6,300 41,238 2,000 11,610 45,650 222,603 $ 2,868,645 $ 85,162 $ 6,140 5,328 5,000 47,463 590 8,156 38,514 10 196,363 $ 2,630,786 $ 102,966 $ 8,500 8,500 6,300 32,962 4,000 14,042 47,710 224,980 $ 2,772,594 $ (3,161) (1,000) 8,276 (2,000) (2,432) (2,060) (2,377) 96,051 TOTAL USES $ 2,746,938 $ 2,769,592 $ 2,868,645 $ 2,630,786 $ 2,772,594 $ 96,051 SUPPLIES 0801 - GENERAL SUPPLIES (308,439) (122,730) 496,757 65,588 -16.1% N/A -19.0% N/A N/A 2.6% 32,840 32,840 38.7% 38.7% -3.2% -13.3% 0.0% 0.0% 20.1% -100.0% -20.9% -4.5% N/A -1.1% 3.3% 3.3% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 266,117 $ 266,117 $ 180,000 $ 180,000 $ 180,000 $ 180,000 $ 255,162 $ 255,162 $ 235,000 $ 235,000 $ 55,000 55,000 30.6% 30.6% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 266,117 $ 266,117 $ 180,000 $ 180,000 $ 180,000 $ 180,000 $ 255,162 $ 255,162 $ 235,000 $ 235,000 $ 55,000 55,000 30.6% 30.6% FY 2013 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 2,659,542 $ 87,396 2,746,938 $ 2,769,592 $ 2,769,592 $ 2,868,645 $ 2,868,645 $ 2,630,786 $ 2,630,786 $ 2,772,594 $ 2,772,594 $ 96,051 96,051 3.3% N/A 3.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,659,542 $ 87,396 $ 2,746,938 $ 2,769,592 $ - $ 2,769,592 $ 2,868,645 $ - $ 2,868,645 $ 2,630,786 $ - $ 2,630,786 $ 2,772,594 $ - $ 2,772,594 $ 96,051 96,051 3.3% N/A 3.3% Staffing by Program and Activity PROGRAM ACTIVITY COLLECTIONS COLLECTIONS PROGRAM TOTAL FINANCIAL MANAGEMENT BILLING SERVICES PAYMENT PROCESSING PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2015 FY 2014 FY 2014 REVISED TO ADOPTED VAR % REVISED FORECAST ADOPTED VARIANCE 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 - 0.0% 0.0% 1.00 6.00 7.00 8.00 8.00 .00 8.00 8.00 8.00 8.00 8.00 8.00 - N/A 0.0% 0.0% 23.00 4.00 27.00 38.00 21.00 2.00 23.00 35.00 26.00 2.00 28.00 40.00 26.00 2.00 28.00 40.00 25.00 2.00 27.00 39.00 (1.00) (1.00) (1.00) (3.8%) 0.0% (3.6%) (2.5%) 572 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Finance Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Accounting Specialist Supervisor Business Systems Analyst Business Systems Analyst-Sr/Ld Collections Supervisor Collector Deputy Director - Finance Director - Finance Executive Assistant Finan Compliance Admin - Cnty Finance Manager - County Finance/Business Analyst - County Financial Supervisor - County Management Analyst Office Assistant Specialized Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 (2.00) (100.0%) 5.00 5.00 5.00 5.00 5.00 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 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% 1.00 N/A 1.00 N/A 1.00 N/A 3.00 3.00 2.00 2.00 2.00 0.0% 13.00 13.00 16.00 18.00 17.00 1.00 6.3% 5.00 4.00 4.00 4.00 4.00 0.0% 1.00 N/A 3.00 3.00 3.00 3.00 3.00 0.0% 38.00 35.00 40.00 40.00 39.00 (1.00) (2.5% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 38.00 35.00 40.00 40.00 39.00 (1.00) (2.5%) 38.00 35.00 40.00 40.00 39.00 (1.00) (2.5% ) Significant Variance Analysis 1.0 FTE Financial/Business Analyst position restated to Sheriff’s Office for the jail per diem billing function. General Adjustments Personnel: FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY 2014 Base Adjustments: General Fund (100) • Increase Regular Benefits by $992 for the impact of changes in retirement contribution rates. • Decrease Internal Service Charges by $9,475 for the impact of changes in risk management charges. • Reallocate expenditures of $89,868 to the Sheriff’s Office from the Finance Department for the jail per diem billing function. This transfer of activity was delayed in FY 2014. 573 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2015 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 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 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: Discretionary services. 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 Expenditure Ratio Revenue FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 2,180 2,261 2,399 2,261 - 15,412 16,400 14,171 15,447 104,679 95,000 109,633 104,052 9,052 9.5% 13,192 14,000 15,764 15,597 1,597 11.4% (953) 0.0% -5.8% 35.09 $ 38.26 $ 34.61 $ 37.72 $ 0.54 1.4% 100 - GENERAL TOTAL SOURCES $ $ 266,117 266,117 $ $ 180,000 180,000 $ $ 255,162 255,162 $ $ 235,000 235,000 $ $ 55,000 55,000 30.6% 30.6% 100 - GENERAL TOTAL USES $ $ 305,948 305,948 $ $ 346,040 346,040 $ $ 332,142 332,142 $ $ 341,139 341,139 $ $ 4,901 4,901 1.4% 1.4% Expenditure Base Adjustments: General Fund (100) • Increase Other Charges for Service by $55,000 based on recent collection trends. 574 Total Number of Accounts at CCU Collections Activity 120,000 100,000 80,000 60,000 40,000 $305,948 $346,040 $500,000 $341,139 $332,142 $400,000 $300,000 104,679 104,052 95,000 100,000 $200,000 $100,000 20,000 $0 - FY 2013 Actuals FY 2014 Revised FY 2014 Forecast FY 2015 Adopted Expenditures per Account at CCU Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2015 Adopted Budget Total number of accounts at CCU Expenditures 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 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 8.4% 10.2% 9.0% 8.6% (1.6%) -15.7% 52.7% 95.0% 98.1% 91.4% (3.6%) -3.8% 100.0% N/A 100.0% N/A N/A N/A 100.0% N/A 100.0% N/A N/A N/A Activities that comprise this program include: • Payment Processing 575 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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. Measure Type Result Result Output Output Demand Expenditure Ratio 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 2013 ACTUAL 8.4% FY 2014 FY 2014 REVISED FORECAST 10.2% 9.0% 52.7% $ 77,539 84,631 84,631 4.55 $ $ 353,026 353,026 95.0% $ 77,200 86,000 77,200 6.18 $ $ 476,751 476,751 98.1% $ 84,130 92,415 90,215 4.88 $ $ 410,192 410,192 REV VS ADOPTED VAR % (1.6%) -15.7% FY 2015 ADOPTED 8.6% 91.4% (3.6%) -3.8% 5.4% 4.4% 10.6% 0.8% -4.5% -4.5% $ 81,338 89,768 85,368 6.13 $ 4,138 3,768 8,168 0.05 $ $ 498,376 498,376 $ $ (21,625) (21,625) Activity Narrative: Expenditure increase is due to merit increases that occurred in FY 2014 as well as budgeting positions at a higher rate to attract more qualified candidates. 576 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 3rd and 4th Quarter Retention Pay and Mark et Adj 180,000 $ 99,053 $ 97,605 1,448 - $ 2,868,645 $ 180,000 $ 2,300 $ (1,448) 3,748 - $ 2,870,945 $ 180,000 $ 992 $ 992 (9,475) $ (9,475) - - $ (89,868) $ (89,868) 55,000 55,000 - 2,772,594 $ -3.4% 235,000 30.6% C-49-13-092-2-00 C-49-14-043-2-00 Agenda Item: C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Depts 2,769,592 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ (9,475) $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ 577 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Human Resources Human Resources Analysis by Dreamlyn Johnson, 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’ missions. Strategic Goals Government Operations By 2016, the percent of Maricopa County employees indicating they are satisfied with their jobs at Maricopa County will be 85% or greater. Status: In FY 2013, the Employee Satisfaction survey showed that 79% of employees reported to be satisfied with their jobs at Maricopa County. The department anticipates that it will reach this goal by 2016. Government Operations By 2016, the voluntary turnover rate for full-time employees will be maintained at or below 10%. Status: In FY 2013, Human Resources exceeded this goal, as the voluntary turnover rate was 8.42%. This goal will be reviewed during the FY 2016 Strategic Business Plan update process. 578 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES PAYR - PAYROLL RECD - RECORDS MANAGEMENT 31PR - PAYROLL AND RECORDS MGMT ODIR - EXECUTIVE MANAGEMENT $ $ FY 2014 ADOPTED 37,584 $ 20,712 58,296 $ FY 2014 REVISED 35,000 $ 11,000 46,000 $ FY 2014 FORECAST 35,000 $ 11,000 46,000 $ FY 2015 ADOPTED 61,419 $ 29 61,448 $ REVISED VS ADOPTED VAR % 41,000 $ 14,000 55,000 $ 6,000 3,000 9,000 17.1% 27.3% 19.6% $ 60 $ - $ - $ 49 $ - $ - N/A $ 60 $ - $ - $ 49 $ - $ - N/A TOTAL PROGRAMS $ 58,356 $ 46,000 $ 46,000 $ 61,497 $ 55,000 $ 9,000 19.6% DVTY - DIVERSITY 20DV - DIVERSITY $ $ 78,376 $ 78,376 $ 89,737 $ 89,737 $ 93,463 $ 93,463 $ 78,280 $ 78,280 $ 91,520 $ 91,520 $ 1,943 1,943 2.1% 2.1% EPMS - EMPLOYEE AND MANAGEMENT RLT MERT - MERIT SYSTEM RULES COMPLIANCE STDV - EMPLOYEE DEVELOPMENT 31ED - EMPLOYEE AND MANAGEMENT RLT $ $ 327,272 $ 68,018 367,243 762,533 $ 458,870 $ 104,693 371,147 934,710 $ 460,624 $ 106,814 379,234 946,672 $ 463,322 $ 116,926 398,302 978,550 $ 463,814 $ 112,320 640,272 1,216,406 $ (3,190) (5,506) (261,038) (269,734) -0.7% -5.2% -68.8% -28.5% EMPL - EMPLOYMENT SERVICES 31ES - EMPLOYMENT SERVICES $ $ 561,186 $ 561,186 $ 570,509 $ 570,509 $ 562,997 $ 562,997 $ 541,394 $ 541,394 $ 659,818 $ 659,818 $ (96,821) (96,821) -17.2% -17.2% PAYR - PAYROLL RECD - RECORDS MANAGEMENT 31PR - PAYROLL AND RECORDS MGMT $ $ 631,184 $ 318,224 949,408 $ 626,418 $ 381,896 1,008,314 $ 652,665 $ 398,520 1,051,185 $ 642,758 $ 396,866 1,039,624 $ 649,793 $ 574,710 1,224,503 $ 2,872 (176,190) (173,318) 0.4% -44.2% -16.5% ECOM - EMPLOYEE COMPENSATION 49EC - EMPLOYEE COMPENSATION $ $ 392,320 $ 392,320 $ 488,704 $ 488,704 $ 509,318 $ 509,318 $ 502,509 $ 502,509 $ 885,338 $ 885,338 $ (376,020) (376,020) -73.8% -73.8% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT 99AS - INDIRECT SUPPORT $ 50,227 $ 23,726 246,307 16,302 336,562 $ 52,878 $ 23,299 114,718 (34,850) 13,046 169,091 $ 55,850 $ 23,308 113,653 13,391 206,202 $ 55,065 $ 16,611 114,280 12,260 198,216 $ 53,805 $ 17,426 96,458 744 12,934 181,367 $ 2,045 5,882 17,195 (744) 457 24,835 3.7% 25.2% 15.1% N/A 3.4% 12.0% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 90,468 90,468 $ - $ 16,221 16,221 $ - $ 16,221 16,221 $ - $ 16,224 16,224 $ 17,663 $ 32,863 50,526 $ (17,663) 16,221 (32,863) (34,305) N/A 100.0% N/A -211.5% TOTAL PROGRAMS $ 3,170,853 $ 3,277,286 $ 3,386,058 $ 3,354,797 $ 4,309,478 $ (923,420) -27.3% 99AS - INDIRECT SUPPORT USES $ 579 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 37,584 37,584 $ $ 35,000 35,000 $ $ 35,000 35,000 $ $ 45,728 45,728 $ $ 41,000 41,000 $ $ 6,000 6,000 17.1% 17.1% $ SUBTOTAL $ 20,772 20,772 $ $ 11,000 11,000 $ $ 11,000 11,000 $ $ 15,769 15,769 $ $ 14,000 14,000 $ $ 3,000 3,000 27.3% 27.3% ALL REVENUES $ 58,356 $ 46,000 $ 46,000 $ 61,497 $ 55,000 $ 9,000 19.6% 58,356 $ 46,000 $ 46,000 $ 61,497 $ 55,000 $ 9,000 19.6% MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 2,163,030 $ 313 801,612 650 (219,478) 47,059 2,793,186 $ 2,259,279 $ 865,314 (3,835) 3,120,758 $ 2,353,839 $ 878,060 (3,835) 3,228,064 $ 2,330,214 $ 81 859,234 (3,110) 3,186,419 $ 2,350,697 $ 889,629 (3,835) 3,236,491 $ 3,142 (11,569) (8,427) 0.1% N/A -1.3% N/A 0.0% N/A -0.3% SUBTOTAL $ 52,025 $ 92,650 144,675 $ 24,169 $ 1,200 25,369 $ 24,169 $ 1,200 25,369 $ 18,522 $ 622 19,144 $ 25,276 $ 25,276 $ (1,107) 1,200 93 -4.6% 100.0% 0.4% SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ ALL EXPENDITURES $ 24,617 $ 84,272 5,622 3,029 106,395 207 2,988 5,862 232,992 $ 3,170,853 $ 31,000 $ 63,745 8,488 1,530 38,580 3,600 5,800 11,416 (33,000) 131,159 $ 3,277,286 $ 31,000 $ 65,211 8,488 1,530 38,580 3,600 9,300 11,416 (36,500) 132,625 $ 3,386,058 $ 42,416 $ 55,518 9,953 2,500 52,100 1,731 4,494 7,202 (26,690) 10 149,234 $ 3,354,797 $ 38,940 $ 570,769 398,611 1,900 39,793 4,049 12,400 9,893 (28,644) 1,047,711 $ 4,309,478 $ (7,940) (505,558) (390,123) (370) (1,213) (449) (3,100) 1,523 (7,856) (915,086) (923,420) -25.6% -775.3% -4596.2% -24.2% -3.1% -12.5% -33.3% 13.3% -21.5% N/A -690.0% -27.3% TOTAL USES $ 3,170,853 $ 3,277,286 $ 3,386,058 $ 3,354,797 $ 4,309,478 $ (923,420) -27.3% SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 58,356 $ 58,356 $ 46,000 $ 46,000 $ 46,000 $ 46,000 $ 61,497 $ 61,497 $ 55,000 $ 55,000 $ 9,000 9,000 19.6% 19.6% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 58,356 $ 58,356 $ 46,000 $ 46,000 $ 46,000 $ 46,000 $ 61,497 $ 61,497 $ 55,000 $ 55,000 $ 9,000 9,000 19.6% 19.6% FUND / FUNCTION CLASS 100 GENERAL OPERATING JOB ANALYSIS CONSULTANT LEARNING MANAGEMENT FY 2013 ACTUAL $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 3,170,853 $ 3,170,853 $ 3,277,286 $ 3,277,286 $ 3,386,058 $ 3,386,058 $ 3,354,797 $ 3,354,797 $ 3,854,478 $ 385,000 70,000 4,309,478 $ (468,420) (385,000) (70,000) (923,420) -13.8% N/A N/A -27.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 3,170,853 $ - $ 3,170,853 $ 3,277,286 $ - $ 3,277,286 $ 3,386,058 $ - $ 3,386,058 $ 3,354,797 $ - $ 3,354,797 $ 3,854,478 $ 455,000 $ 4,309,478 $ (468,420) (455,000) (923,420) -13.8% N/A -27.3% 580 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Human Resources Staffing by Program and Activity PROGRAM ACTIVITY DIVERSITY DIVERSITY PROGRAM TOTAL EMPLOYEE AND MANAGEMENT RLT EMPLOYEE AND MANAGEMENT RLT EMPLOYEE DEVELOPMENT MERIT SYSTEM RULES COMPLIANCE PROGRAM TOTAL EMPLOYEE COMPENSATION EMPLOYEE COMPENSATION PROGRAM TOTAL EMPLOYMENT SERVICES EMPLOYMENT SERVICES PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL PAYROLL AND RECORDS MGMT PAYROLL RECORDS MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 FY 2013 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED VAR % REVISED FORECAST ADOPTED VARIANCE 1.00 1.00 .88 .88 .88 .88 .88 .88 .88 .88 - 0.0% 0.0% 5.25 5.25 .70 11.20 5.25 5.25 1.10 11.60 5.25 5.25 1.10 11.60 5.25 5.25 1.10 11.60 5.25 5.25 1.10 11.60 - 0.0% 0.0% 0.0% 0.0% 4.80 4.80 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 - 0.0% 0.0% 9.25 9.25 9.27 9.27 9.27 9.27 9.27 9.27 9.27 9.27 - 0.0% 0.0% 1.05 2.70 .50 .30 4.55 .80 .95 .30 .20 2.25 .80 .95 .30 .20 2.25 .80 .95 .30 .20 2.25 .80 .95 .30 .20 2.25 - 0.0% 0.0% 0.0% 0.0% 0.0% 9.10 7.90 17.00 47.80 9.50 6.50 16.00 46.00 9.50 6.50 16.00 46.00 9.50 6.50 16.00 46.00 9.50 6.50 16.00 46.00 - 0.0% 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Accountant Admin/Operations Specialist Administrative Services Mgr Assistant County Manager Compensation Analyst Compensation Supervisor Deputy Director – Human Resources Employee Records Specialist Employee Records Supervisor Employee Relations Analyst-Cty Exec Asst to Executive Officer Finance/Business Analyst Human Resources Associate Human Resources Mngr - County Human Resources Specialist 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 2014 FY 2014 FY 2014 FY 2015 FY 2013 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 1.00 0.0% 1.00 1.00 1.00 0.0% 2.00 3.00 3.00 3.00 2.00 0.0% 1.00 1.00 1.00 1.00 N/A 0.0% 3.00 3.00 3.00 3.00 2.80 N/A 1.00 1.00 1.00 2.00 1.00 0.0% 1.00 1.00 0.0% 4.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 0.0% 4.00 N/A N/A 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 4.00 3.00 3.00 (1.00) (25.0%) 1.00 2.00 2.00 0.0% 2.00 2.00 2.00 2.00 1.00 33.3% 4.00 4.00 3.00 3.00 4.00 2.00 2.00 2.00 2.00 2.00 0.0% 5.00 5.00 0.0% 6.00 6.00 5.00 3.00 3.00 0.0% 5.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 0.0% 2.00 N/A 1.00 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 47.80 46.00 46.00 46.00 46.00 - Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 47.80 46.00 46.00 46.00 46.00 0.0% 47.80 46.00 46.00 46.00 46.00 0.0% 581 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Human Resources General Adjustments Personnel: FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY 2014. Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $1,213 for the impact of changes in retirement contribution rates. • Increase Internal Service Charges by $16,642 for the impact of changes in risk management charges. • Increase FY 2015 revenue by $9,000 based on the FY 2014 Forecast. • Increase Personal Services by $744 for the Justice System Support and Office Assistant Specialized Market Adjustment. 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 reporting satisfied or very satisfied with overall workplace diversity. Percent of class participants receiving training who respond to post-training survey who indicate that their knowledge, understanding and/or awareness increased. Percent of event participants receiving training who respond to post-training survey who indicate their knowledge, understanding and/or awareness increased. FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED 90.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 0.0% N/A N/A N/A N/A N/A 0.0% N/A N/A 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. 582 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Measure Description Percent of employees reporting satisfied or very satisfied with overall workplace diversity. Result Percent of class participants receiving training who respond to post-training survey who indicate that their knowledge, understanding and/or awareness increased. Percent of event participants receiving training who respond to post-training survey who indicate their knowledge, understanding and/or awareness increased. Number of diversity classes or events provided. Number of diversity classes requested. Number of diversity events requested. Expenditure per diversity class/event provided. Result Output Demand Demand Expenditure Ratio Expenditure 100 - GENERAL TOTAL USES FY 2013 ACTUAL N/A $ $ FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED 90.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 0.0% N/A N/A N/A N/A N/A 0.0% N/A N/A N/A N/A N/A 45 N/A N/A N/A N/A $ 30 2,795.71 $ 40 5 2,033.78 40 5 N/A N/A N/A N/A 78,280 78,280 $ $ 91,520 91,520 78,376 78,376 $ $ 93,463 93,463 $ $ $ $ 1,943 1,943 2.1% 2.1% 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 2016 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 or very satisfied with services provided. Percent of Merit Commission final orders that were not appealed. Percent of participants reporting satisfied or 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 2013 ACTUAL 97.2% FY 2014 FY 2014 REVISED FORECAST 90.0% 90.0% FY 2015 ADOPTED 90.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 95.0% 93.3% 92.3% (2.7%) -2.8% 98.7% 98.0% 98.0% 98.1% 0.1% 0.1% N/A 98.0% 98.0% 98.1% 0.1% 0.1% 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. 583 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: Administrative mandate. Measure Type Result Output Output Demand Demand Expenditure Ratio Expenditure Measure Description Percent of customers who reported satisfied or very satisfied with services provided. Number of employee consultations provided. Number of investigations completed. Number of employee consultations requested. FY 2013 ACTUAL 97.2% Number of formal or written complaints received. Expenditure per number of investigations completed. 100 - GENERAL TOTAL USES $ $ FY 2014 FY 2014 REVISED FORECAST 90.0% 90.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 90.0% N/A - N/A 32 360 N/A 16 482 500 16 500 N/A (16) 140 N/A -50.0% 38.9% N/A 32 60 50 18 56.3% N/A N/A N/A $ 28,988.38 N/A N/A (3,190) (3,190) -0.7% -0.7% 327,272 327,272 $ $ 460,624 460,624 $ $ 463,322 463,322 $ $ 463,814 463,814 $ $ Activity Narrative: The number of employee consultations provided is a new activity measure in FY 2015. The department is working to directly provide the Ombudsman service to employees as a way to reduce costs. 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 Demand Expenditure Ratio Expenditure Measure Description Percent of participants reporting satisfied or 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 participants in Employee Development sponsored trainings. Number of participant registrations for training classes Expenditure per participant in Employee Development sponsored trainings. 100 - GENERAL TOTAL USES FY 2013 ACTUAL 98.7% FY 2014 FY 2014 REVISED FORECAST 98.0% 98.0% N/A FY 2015 ADOPTED 98.1% REV VS ADOPTED VAR % 0.1% 0.1% 98.0% 98.0% 98.1% 0.1% 0.1% 5,502 6,494 6,494 6,000 (494) -7.6% 5,502 6,494 6,494 7,000 506 7.8% $ 405.35 $ 457.46 $ 480.46 $ 762.23 $ (304.77) -66.6% $ $ 367,243 367,243 $ $ 379,234 379,234 $ $ 398,302 398,302 $ $ 640,272 640,272 $ $ (261,038) (261,038) -68.8% -68.8% Activity Narrative: This activity is now fully staffed and it is anticipated that it will have the capability to provide more classes and training in FY 2015. Additionally, initial licensing fees and the implementation of a Learning Management System will increase expenditures in FY 2015 Adopted. As the department implements a new system, this activity should be reassessed during the Strategic Business Plan update process. Base Adjustments: General Fund (100) Operating 584 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2015 Adopted Budget • Increase Other Services by $178,000 for licensing fees associated with a Learning Management System. General Fund (100) Non Recurring • Increase Other Services by $70,000 for implementation of a Learning Management System. 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 Expenditure Ratio Expenditure Measure Description Percent of Merit Commission final orders that were not appealed. Number of appeal hearings scheduled. Number of scheduled hearings that were withdrawn or dismissed. Number of appeal hearings conducted. Number of appeals filed. Expenditure per appeal hearing scheduled. 100 - GENERAL TOTAL USES FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 95.0% 93.3% N/A N/A 30 10 N/A N/A N/A $ 68,018 68,018 $ $ $ $ FY 2015 ADOPTED 92.3% 52 11 REV VS ADOPTED VAR % (2.7%) -2.8% 52 14 22 4 73.3% 40.0% N/A 13.3% 59.6% -5.2% -5.2% N/A 30 5,340.70 $ N/A 26 7,795.07 $ 26 34 2,160.00 $ N/A 4 3,180.70 106,814 106,814 116,926 116,926 112,320 112,320 $ $ (5,506) (5,506) $ $ $ $ Activity Narrative: As more personnel actions were reported, Merit appeal hearings increased in FY 2014 Forecast. Depending on the level of complexity, appeals may require more than a single hearing before resolution. The department expects to maintain an upward trend in FY 2015. 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 or very satisfied with the quality of candidates Percent of customers reporting satisfied or very satisfied with the level of customer service provided by the Employment Services support staff. FY 2013 ACTUAL N/A N/A FY 2014 FY 2014 REVISED FORECAST 95.0% 95.0% 95.0% Activities that comprise this program include: • Employment Services 585 95.0% FY 2015 ADOPTED 90.0% 95.0% REV VS ADOPTED VAR % (5.0%) -5.3% 0.0% 0.0% Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2015 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: Discretionary services. Measure Type Result Result Output Output Output Demand Demand Expenditure Ratio Expenditure Measure Description Percent of customers reporting satisfied or very satisfied with the quality of candidates referred to departments by the Employment Services Division Percent of customers reporting satisfied or very satisfied with the level of customer service provided by the Employment Services support staff. Number of customers surveyed regarding quality of candidates referred to departments. FY 2013 ACTUAL N/A N/A 50 The number of qualified candidates referred to departments. Number of customers surveyed regarding the level of customer service provided by the Employment Services support staff. The number of job requisitions (for number of vacant positions). The number of applications received for review. Expenditure per qualified candidate referred to departments. N/A 100 - GENERAL TOTAL USES FY 2014 FY 2014 REVISED FORECAST 95.0% 95.0% N/A 95.0% 95.0% 0.0% 50 130 80 46,240 34,796 32,000 N/A 50 50 130 80 160.0% N/A 3,917 4,601 4,000 83 2.1% N/A N/A N/A 120,000 N/A N/A N/A $ $ $ REV VS ADOPTED VAR % (5.0%) -5.3% FY 2015 ADOPTED 90.0% 561,186 561,186 $ $ 95.0% (14,240) 0.0% 160.0% -30.8% 12.18 $ 15.56 $ 20.62 $ (8.44) -69.4% 562,997 562,997 $ $ 541,394 541,394 $ $ 659,818 659,818 $ $ (96,821) (96,821) -17.2% -17.2% Activity Narrative: The department added new measures in FY 2014. Therefore, data for measures in FY 2015 is more accurate. As the economy has improved, a more competitive hiring environment has reduced the number of candidates being referred to departments. Base Adjustments: General Fund (100) Operating • Increase Other Services by $70,000 to hire a third party to conduct new-hire background checks. 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 2013 ACTUAL 95.7% 99.8% FY 2014 FY 2014 REVISED FORECAST 97.0% 98.0% 100.0% 586 99.8% FY 2015 ADOPTED 97.6% 99.9% REV VS ADOPTED VAR % 0.6% 0.6% (0.1%) -0.1% Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activities that comprise this program include: • Payroll • Records Management Payroll Activity The purpose of the Payroll Activity is to provide payroll services to employees so they can be timely and accurately paid for their services. Mandates: Administrative mandate. Measure Type Result Output Output Demand Expenditure Ratio Revenue Measure Description Percent of paychecks accurately processed. Number of paychecks issued. The number of bus cards processed. Number of paychecks required. Expenditure per paycheck issued. REV VS ADOPTED FY 2013 FY 2014 FY 2014 FY 2015 ACTUAL REVISED FORECAST ADOPTED VAR % 99.8% 100.0% 99.8% 99.9% (0.1%) -0.1% 350,761 356,528 363,815 364,969 8,441 2.4% N/A 1,300 1,439 1,445 145 11.2% 350,761 356,528 363,815 364,969 8,441 2.4% 1.80 $ $ 1.83 $ 1.77 $ 1.78 $ 0.05 2.7% 100 - GENERAL TOTAL SOURCES $ $ 37,584 37,584 $ $ 35,000 35,000 $ $ 61,419 61,419 $ $ 41,000 41,000 $ $ 6,000 6,000 17.1% 17.1% 100 - GENERAL TOTAL USES $ $ 631,184 631,184 $ $ 652,665 652,665 $ $ 642,758 642,758 $ $ 649,793 649,793 $ $ 2,872 2,872 0.4% 0.4% Expenditure 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 Expenditure Ratio Revenue Measure Description Percent of records accurately maintained. Number of records maintained. Number of job related transactions. Number of records maintained and job related transactions. Number of maintained records required. Expenditure per record maintained and job related transaction. FY 2014 FY 2014 REVISED FORECAST 98.0% 97.0% 53,176 53,072 5,616 10,057 14,419 18,884 FY 2013 ACTUAL 95.7% 53,117 N/A N/A FY 2015 ADOPTED 97.6% 52,273 5,616 55,492 REV VS ADOPTED VAR % 0.6% 0.6% -1.5% (799) 0.0% 193.9% 36,608 13,279 N/A $ 13,268 21.10 $ 13,294 27.52 $ 13,068 10.36 $ (200) 10.75 -1.5% 50.9% 3,000 3,000 27.3% 27.3% 100 - GENERAL TOTAL SOURCES $ $ 20,712 20,712 $ $ 11,000 11,000 $ $ 29 29 $ $ 14,000 14,000 $ $ 100 - GENERAL TOTAL USES $ $ 318,224 318,224 $ $ 398,520 398,520 $ $ 396,866 396,866 $ $ 574,710 574,710 $ $ Expenditure (176,190) (176,190) -44.2% -44.2% Activity Narrative: In FY 2015, expenditures will increase due to moving 1.0 FTE Sr. Project Manager to this activity in order to meet the increase in the number of records maintained. This activity will be reviewed during the Strategic Business Plan update process, to address an aggregation error. Base Adjustments: General Fund (100) • Increase Other Services by $190,008 for the cost of ADP Consultant reallocated from Non Departmental. 587 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 employees voluntarily terminating employment with Maricopa County Percent of surveyed departments indicating that compensation policies, processes, and philosophies are applied consistently given budget parameters, market data, and internal equity issues. FY 2013 ACTUAL 42.6% FY 2014 FY 2014 REVISED FORECAST 36.0% 36.0% N/A 36.0% FY 2015 ADOPTED 36.0% 35.0% REV VS ADOPTED VAR % 0.0% 0.0% 35.0% (1.0%) -2.8% Activities that comprise this program include: • Employment Compensation 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 Demand Demand Expenditure Ratio Measure Description Percent of surveyed employees voluntarily terminating employment with Maricopa County because of pay. Percent of surveyed departments indicating that compensation policies, processes, and philosophies are applied consistently given budget parameters, market data, and internal equity issues. Number of critical recruitment and retention salary adjustments reviewed. Number of market ranges, placements in range, and critical recruitment and retention salary adjustments reviewed. Number of market ranges and placements in range requested. Number of critical recruitment and retention salary adjustments requested. Expenditure per number of market range, placements in range, and critical recruitment and retention salary adjustments reviewed. FY 2013 ACTUAL 42.6% FY 2014 FY 2014 REVISED FORECAST 36.0% 36.0% N/A 36.0% 35.0% N/A N/A N/A N/A N/A N/A N/A N/A $ REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 36.0% 35.0% (1.0%) -2.8% 12,500 N/A N/A N/A 13,000 N/A N/A 2,050 2,050 2,050 - 0.0% N/A N/A 12,500 N/A N/A 248.45 $ 245.13 $ 68.10 $ 180.34 72.6% 509,318 509,318 $ $ 502,509 502,509 $ $ 885,338 885,338 $ $ (376,020) (376,020) -73.8% -73.8% Expenditure 100 - GENERAL TOTAL USES $ $ 392,320 392,320 $ $ 588 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activity Narrative: Historical comparison is not available as many activity measures are new in FY 2015. Base Adjustments: General Fund (100) • Increase Other Services by $385,000 for a consultant to conduct a comprehensive job analysis of County positions as well as related training for Department staff. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 2nd Quarter Retention Pay and Market Adj 3rd and 4th Quarter Retention Pay and Market Adj 3,277,286 $ 46,000 $ 108,772 105,444 1,466 1,862 $ - $ 3,386,058 $ 46,000 11,013 $ (1,466) (1,862) 14,341 - Agenda Item: C-49-13-092-2-00 C-49-14-032-2-00 C-49-14-043-2-00 FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 2nd Quarter Retention Pay and Market Adj 3rd and 4th Quarter Retention Pay and Market Adj 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ C-49-14-032-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase in Other Services for background checks conducted by third party Increase in Other services for licensing fees a Learning Management System Internal Service Charges Risk Management Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Depts Reallocation of ADP Consultant from Non Departmental FY 2015 Tentative Budget Percent Change from Threshold Amount Adjustments: Agenda Item: Employee Salary Adjustments Justice System Support and Office Assistant Specialized Market Adjustment FY 2015 Adopted Budget Percent Change from Threshold Amount $ 3,397,071 $ 46,000 $ 1,213 1,213 265,442 248,800 $ - $ $ 70,000 178,000 $ 16,642 16,642 $ $ $ 190,008 190,008 $ $ 9,000 9,000 - 190,008 $ - $ -100.0% $ 744 744 $ 589 $ -100.0% $ - 3,854,478 $ 13.5% 55,000 19.6% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Human Resources General Fund (100) (continued) Expenditures Revenue JOB ANALYSIS CONSULTANT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 385,000 $ 385,000 - $ 385,000 $ - Adjustments: Non Recurring Other Non Recurring Consultant and staff for county-wide job analysis Agenda Item: $ 385,000 FY 2015 Adopted Budget Percent Change from Threshold Amount Expenditures Revenue LEARNING MANAGEMENT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 70,000 70,000 $ - $ 70,000 $ - Adjustments: Non Recurring Other Non Recurring Implementation costs for a Learning Management System Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount 590 70,000 Maricopa County Annual Business Strategies FY 2015 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 have opportunities to achieve self-sufficiency and experience a high quality of life. Strategic Goals Department Specific By June 2017, 96% of the Human Services Department’s customers will be satisfied or very satisfied with services received as measured by responses in the annual Customer Satisfaction Survey. Status: This is a new goal for the Department in FY 2015. Department Specific By June 2017, 85% of the Human Services Department’s clients will show movement toward self-sufficiency as measured by an increase in at least four domains on the HSD Self-Sufficiency Matrix. Status: This is a new goal for the Department in FY 2015. Department Specific By June 2017, 90% of the Human Services Department’s clients will agree or strongly agree that they have moved toward self-sufficiency in the last year as measured by responses in the annual Customer Satisfaction Survey. Status: This is a new goal for the Department in FY 2015. 591 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES CDBG - COMMUNITY DEV BLOCK GRANT HMAD - HOME INVESTMENT PARTNERSHIPS WTHR - WEATHERIZATION 17CD - COMMUNITY DEVELOPMENT $ $ $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 3,853,300 $ 3,708,163 2,612,286 10,173,749 $ 4,307,881 $ 11,487,285 1,588,239 17,383,405 $ 4,307,881 $ 11,487,285 1,754,400 17,549,566 $ 3,675,796 $ 3,145,540 2,430,133 9,251,469 $ 5,111,624 $ 11,094,611 1,572,083 17,778,318 $ 803,743 (392,674) (182,317) 228,752 18.7% -3.4% -10.4% 1.3% 1,125,443 $ 152,140 1,946,977 941,411 4,165,971 $ 1,668,817 $ 250,282 3,718,211 988,728 6,626,038 $ 1,487,515 $ 181,139 3,788,222 1,185,735 6,642,611 $ 1,562,996 $ 160,167 1,946,977 1,077,169 4,747,309 $ (105,821) (90,115) (1,771,234) 88,441 (1,878,729) -6.3% -36.0% -47.6% 8.9% -28.4% 1,159,119 1,159,119 COAA - COMMUNITY ACTION AGENCY EHSN - EMERGENCY SHELTER NIGHTS FAST - FINANCIAL ASSISTANCE SAIL - SR ADULT INDEPENDENT LIVING 22CS - COMMUNITY SERVICES $ 819,826 $ 204,476 2,312,999 1,475,385 4,812,686 $ CDEV - CHILD DEV AND EARLY CHILDHD ED 22ED - CHILD DEV AND EARLY CHILDHD ED $ $ 20,244,491 $ 20,244,491 $ 20,751,209 $ 20,751,209 $ 19,583,658 $ 19,583,658 $ 19,703,554 $ 19,703,554 $ 20,742,777 $ 20,742,777 $ NBHD - NEIGHBORHOOD STABILIZATION 22NS - NEIGHBORHOOD STABILIZATION $ $ 2,465,796 $ 2,465,796 $ 4,102,725 $ 4,102,725 $ 4,102,725 $ 4,102,725 $ 4,102,725 $ 4,102,725 $ - $ - $ (4,102,725) (4,102,725) -100.0% -100.0% SEEK - JOB SEEKER SERVICES YOUT - YOUTH SERVICES 22WD - WORKFORCE DEVELOPMENT $ 11,207,040 $ 3,334,817 14,541,857 $ 9,248,437 $ 3,024,083 12,272,520 $ 10,997,810 $ 4,044,928 15,042,738 $ 10,551,302 $ 3,726,049 14,277,351 $ 9,786,324 $ 3,851,320 13,637,644 $ (1,211,486) (193,608) (1,405,094) -11.0% -4.8% -9.3% ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ 1,818,239 $ 1,818,239 $ 3,270,869 $ 3,270,869 $ 3,270,869 $ 3,270,869 $ 3,138,661 $ 3,138,661 $ - $ 3,692,597 3,692,597 $ (3,270,869) 3,692,597 421,728 -100.0% N/A 12.9% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 306,235 $ 306,235 $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL PROGRAMS $ 54,363,053 $ 61,946,699 $ 66,175,594 $ 57,116,371 $ 60,598,645 $ (5,576,949) -8.4% 4,034,355 $ 235,000 3,521,180 2,750,400 10,540,935 $ 4,307,881 $ 360,000 11,487,285 1,588,239 17,743,405 $ 4,307,881 $ 360,000 11,487,285 1,754,400 17,909,566 $ 3,675,796 $ 360,000 3,145,540 2,430,133 9,611,469 $ 5,111,624 $ 360,000 11,094,611 1,572,083 18,138,318 $ (803,743) 392,674 182,317 (228,752) -18.7% 0.0% 3.4% 10.4% -1.3% 574,730 $ 550,435 1,125,165 $ 96,886 $ 95,349 192,235 $ 96,886 $ 95,349 192,235 $ 88,424 $ 80,720 169,144 $ - $ - $ 96,886 95,349 192,235 100.0% 100.0% 100.0% 1,437,611 $ 542,140 1,946,977 2,140,155 6,066,883 $ 1,980,985 $ 640,282 3,718,211 2,187,472 8,526,950 $ 1,799,683 $ 568,775 3,788,222 2,260,982 8,417,662 $ 1,875,164 $ 550,167 1,946,977 2,275,913 6,648,221 $ 105,821 90,115 1,771,234 (88,441) 1,878,729 5.3% 14.1% 47.6% -4.0% 22.0% (1,159,119) (1,159,119) -5.9% -5.9% $ - 5.9% 5.9% N/A N/A USES CDBG - COMMUNITY DEV BLOCK GRANT HLDS - HOMELESS LOW DEMAND SHELTER HMAD - HOME INVESTMENT PARTNERSHIPS WTHR - WEATHERIZATION 17CD - COMMUNITY DEVELOPMENT $ CJSA - JUSTICE INVOLVED ADLT CASE MGT CJSJ - JUSTICEINVOLVED YOUT CASE MGT 22CJ - HUMAN SERVICES INTEGR CASE MGT $ COAA - COMMUNITY ACTION AGENCY EHSN - EMERGENCY SHELTER NIGHTS FAST - FINANCIAL ASSISTANCE SAIL - SR ADULT INDEPENDENT LIVING 22CS - COMMUNITY SERVICES $ $ 1,366,119 $ 634,163 2,335,536 2,068,353 6,404,171 $ CDEV - CHILD DEV AND EARLY CHILDHD ED 22ED - CHILD DEV AND EARLY CHILDHD ED $ $ 21,051,831 $ 21,051,831 $ 20,751,209 $ 20,751,209 $ 19,583,658 $ 19,583,658 $ 19,703,554 $ 19,703,554 $ 20,742,777 $ 20,742,777 $ NBHD - NEIGHBORHOOD STABILIZATION 22NS - NEIGHBORHOOD STABILIZATION $ $ 3,443,805 $ 3,443,805 $ 4,102,725 $ 4,102,725 $ 4,102,725 $ 4,102,725 $ 4,102,725 $ 4,102,725 $ - $ - $ 4,102,725 4,102,725 100.0% 100.0% SEEK - JOB SEEKER SERVICES YOUT - YOUTH SERVICES 22WD - WORKFORCE DEVELOPMENT $ 10,187,847 $ 3,097,625 13,285,472 $ 9,248,437 $ 3,024,083 12,272,520 $ 10,997,810 $ 4,044,928 15,042,738 $ 10,551,302 $ 3,726,049 14,277,351 $ 9,786,324 $ 3,851,320 13,637,644 $ 1,211,486 193,608 1,405,094 11.0% 4.8% 9.3% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 122,819 $ 63,952 3,167,438 (952,343) 17,277 2,419,143 $ - $ 3,270,869 3,270,869 $ - $ 3,270,869 3,270,869 $ 340,042 $ 248,860 3,328,661 (2,796,910) 1,120,653 $ - $ 3,692,597 3,692,597 $ 3,270,869 (3,692,597) (421,728) N/A N/A 100.0% N/A N/A N/A -12.9% CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL OVERHEAD $ 303,984 $ (40,805) 263,179 $ - $ - $ - $ - $ 1,511,720 $ 182,846 1,694,566 $ - $ - $ - N/A N/A N/A BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 26,383 $ 26,399 119,840 172,622 $ 190,000 $ 190,000 $ 190,000 $ 190,000 $ 116,197 $ 138,307 382,586 637,090 $ - $ - $ 190,000 190,000 100.0% N/A N/A 100.0% TOTAL PROGRAMS $ 58,706,323 $ 64,589,846 $ 68,818,741 $ 59,734,214 $ 62,859,557 $ 5,959,184 8.7% $ $ $ $ $ 592 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Human Services Sources and Uses by Category FY 2013 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 54,358,673 54,358,673 $ $ 61,946,699 $ 61,946,699 $ 66,175,594 66,175,594 $ $ 57,113,958 57,113,958 $ $ 60,598,645 60,598,645 $ $ $ $ - $ - $ $ 2,413 2,413 $ $ - $ - $ $ SUBTOTAL $ 1,667 2,713 4,380 $ ALL REVENUES $ 54,363,053 $ 61,946,699 $ 66,175,594 $ 57,116,371 $ 60,598,645 $ TOTAL SOURCES $ 54,363,053 FY 2013 ACTUAL $ 61,946,699 $ FY 2014 ADOPTED 66,175,594 FY 2014 REVISED $ 57,116,371 FY 2014 FORECAST $ 60,598,645 FY 2015 ADOPTED $ 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 $ (5,576,949) (5,576,949) (5,576,949) -8.4% -8.4% N/A N/A N/A -8.4% (5,576,949) -8.4% REVISED VS ADOPTED VAR % 12,802,871 $ 23,177 47,981 5,642,734 333,596 (5,497,049) 5,506,046 18,859,356 $ 13,721,975 $ 5,148 6,017,515 9,162 (4,666,043) 4,500,377 19,588,134 $ 13,305,442 $ 25,368 29,148 6,067,268 8,974 (4,699,799) 4,488,331 19,224,732 $ 14,142,199 $ 13,358 19,901 6,011,934 (4,251,000) 4,542,328 20,478,720 $ 14,220,874 $ 27,758 5,994,601 25,833 (4,627,475) 4,791,297 20,432,888 $ (915,432) (2,390) 29,148 72,667 (16,859) (72,324) (302,966) (1,208,156) -6.9% -9.4% 100.0% 1.2% -187.9% -1.5% -6.8% -6.3% 1,352,064 $ 30,528 23,050 380,276 (145,957) 146,426 1,786,387 $ 694,795 $ 20,000 23,110 255,335 (92,436) 93,369 994,173 $ 866,873 $ 20,000 20,850 255,335 (92,436) 93,369 1,163,991 $ 1,193,876 $ 38,916 20,646 304,023 (2,590) 2,277 1,557,148 $ 973,247 $ 23,000 35,750 369,289 (154,964) 154,986 1,401,308 $ (106,374) (3,000) (14,900) (113,954) 62,528 (61,617) (237,317) -12.3% -15.0% -71.5% -44.6% 67.6% -66.0% -20.4% 17,300 $ 22,497 23,313,926 1,365,104 205,052 10,697,097 1,610,273 216,046 129,557 16,454 141,891 119,482 (1,140,654) 1,140,653 37,854,678 $ 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 $ 10,000 $ 127,214 24,139,084 1,634,117 144,000 19,128,431 2,069,566 186,696 252,076 10,142 208,221 143,000 (3,693,869) 3,874,840 48,233,518 $ 14,108 $ 152,291 22,945,386 1,643,011 305,615 9,382,533 2,123,415 280,270 231,476 12,495 204,267 146,454 (643,335) 699,727 37,497,713 $ 20,001 $ 30,000 20,581,488 1,555,916 125,800 15,816,331 2,216,057 172,280 235,371 10,750 80,000 181,740 (4,631,246) 4,630,873 41,025,361 $ (10,001) 97,214 3,557,596 78,201 18,200 3,312,100 (146,491) 14,416 16,705 (608) 128,221 (38,740) 937,377 (756,033) 7,208,157 -100.0% 76.4% 14.7% 4.8% 12.6% 17.3% -7.1% 7.7% 6.6% -6.0% 61.6% -27.1% 25.4% -19.5% 14.9% $ 205,902 $ 205,902 $ 196,500 $ 196,500 $ 196,500 $ 196,500 $ 173,633 $ 27,000 200,633 $ - $ - $ 196,500 196,500 100.0% N/A 100.0% ALL EXPENDITURES $ 58,706,323 $ 64,589,846 $ 68,818,741 $ 59,734,214 $ 62,859,557 $ 5,959,184 8.7% TOTAL USES $ 58,706,323 $ 64,589,846 $ 68,818,741 $ 59,734,214 $ 62,859,557 $ 5,959,184 8.7% 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 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 SUBTOTAL $ $ $ 593 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Human Services Sources and Uses by Fund by Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 2,213 $ 2,213 $ - $ - $ - $ - $ 2,213 $ 2,213 $ - $ - $ $ FUND TOTAL SOURCES $ 10,764,261 $ 10,764,261 $ 19,897,891 $ 19,897,891 $ 19,897,891 $ 19,897,891 $ 10,960,061 $ 10,960,061 $ 16,279,189 $ 16,279,189 $ (3,618,702) (3,618,702) -18.2% -18.2% $ FUND TOTAL SOURCES $ 43,596,579 $ 43,596,579 $ 42,048,808 $ 42,048,808 $ 46,277,703 $ 46,277,703 $ 46,154,097 $ 46,154,097 $ 44,319,456 $ 44,319,456 $ (1,958,247) (1,958,247) -4.2% -4.2% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 54,363,053 $ 54,363,053 $ FY 2013 ACTUAL 61,946,699 $ 61,946,699 $ FY 2014 ADOPTED 66,175,594 $ 66,175,594 $ FY 2014 REVISED 57,116,371 $ 57,116,371 $ FY 2014 FORECAST FUND TOTAL USES $ 2,269,494 $ 50,001 2,319,495 $ 2,260,912 $ 2,260,912 $ 2,260,912 $ 2,260,912 $ 2,260,912 $ 2,260,912 $ 2,260,912 $ 2,260,912 $ - 0.0% N/A 0.0% $ FUND TOTAL USES $ 10,826,155 $ 10,826,155 $ 19,897,891 $ 19,897,891 $ 19,897,891 $ 19,897,891 $ 10,960,061 $ 10,960,061 $ 16,279,189 $ 16,279,189 $ 3,618,702 3,618,702 18.2% 18.2% $ FUND TOTAL USES $ 44,435,508 $ 44,435,508 $ 42,048,808 $ 190,000 42,238,808 $ 46,277,703 $ 190,000 46,467,703 $ 46,154,097 $ 190,000 46,344,097 $ 44,319,456 $ 44,319,456 $ 1,958,247 190,000 2,148,247 4.2% 100.0% 4.6% $ FUND TOTAL USES $ 1,125,165 $ 1,125,165 $ 192,235 $ 192,235 $ 192,235 $ 192,235 $ 169,144 $ 169,144 $ - $ - $ 192,235 192,235 100.0% 100.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 57,531,157 $ 1,175,166 $ 58,706,323 $ 64,207,611 $ 382,235 $ 64,589,846 $ 68,436,506 $ 382,235 $ 68,818,741 $ 59,375,070 $ 359,144 $ 59,734,214 $ 62,859,557 $ - $ 62,859,557 $ 5,576,949 382,235 5,959,184 8.1% 100.0% 8.7% 217 CDBG HOUSING TRUST OPERATING 222 HUMAN SERVICES GRANTS OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT 217 CDBG HOUSING TRUST OPERATING $ 222 HUMAN SERVICES GRANTS OPERATING NON RECURRING NON PROJECT 255 DETENTION OPERATIONS NON RECURRING NON PROJECT - N/A N/A 60,598,645 $ (5,576,949) -8.4% 60,598,645 $ (5,576,949) -8.4% FY 2015 REVISED VS ADOPTED % VAR ADOPTED Staffing by Program/Activity PROGRAM ACTIVITY CHILD DEV AND EARLY CHILDHD ED CHILD DEV AND EARLY CHILDHD ED PROGRAM TOTAL COMMUNITY DEVELOPMENT COMMUNITY DEV BLOCK GRANT HOME INVESTMENT PARTNERSHIPS WEATHERIZATION PROGRAM TOTAL COMMUNITY SERVICES COMMUNITY ACTION AGENCY FINANCIAL ASSISTANCE SR ADULT INDEPENDENT LIVING PROGRAM TOTAL HUMAN SERVICES INTEGR CASE MGT JUSTICE INVOLVED ADLT CASE MGT JUSTICEINVOLVED YOUT CASE MGT PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER TECHNOLOGY SUPPORT PROGRAM TOTAL NEIGHBORHOOD STABILIZATION NEIGHBORHOOD STABILIZATION PROGRAM TOTAL WORKFORCE DEVELOPMENT JOB SEEKER SERVICES YOUTH SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 226.50 226.50 224.50 224.50 209.25 209.25 209.25 209.25 212.00 212.00 2.75 2.75 1.3% 1.3% 3.23 2.23 3.00 8.46 2.00 3.00 3.00 8.00 4.00 1.00 1.25 6.25 4.00 1.00 1.25 6.25 4.00 1.00 1.25 6.25 - 0.0% 0.0% 0.0% 0.0% 8.50 30.00 38.50 6.70 2.30 30.00 39.00 12.50 1.00 28.25 41.75 11.50 1.00 28.25 40.75 12.50 28.25 40.75 (1.00) (1.00) 0.0% (100.0%) 0.0% (2.4%) 4.00 4.00 8.00 - .00 .00 - - - - N/A N/A N/A 5.00 4.00 2.00 1.00 12.00 6.50 6.00 2.50 15.00 7.00 4.00 3.00 .00 14.00 7.00 4.00 3.00 14.00 8.00 4.00 3.00 15.00 1.00 1.00 14.3% 0.0% 0.0% N/A 7.1% 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 2.44 5.00 (2.00) (2.00) 0.0% 0.0% (45.0%) (28.6%) .54 .54 - .00 - - - - N/A N/A 75.27 3.73 79.00 380.00 63.58 7.42 71.00 364.50 78.00 9.00 87.00 365.25 82.00 9.00 91.00 368.25 84.00 9.00 93.00 372.00 6.00 6.00 6.75 7.7% 0.0% 6.9% 1.8% 594 Maricopa County Annual Business Strategies FY 2015 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 - 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 General Laborer Grant/Contract Admin Supervisor Grant-Contract Administrator Human Resources Analyst Human Resources Manager 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 Technician Program Coordinator Programmer/Analyst Social Worker Social Worker Supervisor Special Projects Manager Systems Administrator Systems Administrator - Senior/Lead 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 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 6.00 5.00 5.00 5.00 5.00 0.0% 3.50 4.00 4.00 4.00 4.00 0.0% 14.00 12.00 11.00 11.00 11.00 0.0% 3.00 1.00 1.00 1.00 1.00 0.0% 2.00 N/A 16.00 12.00 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 N/A 2.00 3.00 3.00 3.00 3.00 0.0% 1.00 N/A 4.00 3.00 5.00 7.00 4.00 133.3% 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% 46.50 41.00 41.75 41.75 41.00 (.75) (1.8%) 39.00 41.00 22.50 22.50 22.50 0.0% 35.00 39.50 58.00 58.00 58.50 .50 0.9% 40.00 39.00 28.00 28.00 28.00 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 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 2.00 0.0% 3.00 3.00 1.00 1.00 2.00 1.00 100.0% 7.00 4.00 5.00 5.00 5.00 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% 3.00 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 1.00 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% 13.00 11.00 10.00 10.00 12.00 2.00 20.0% 34.00 38.00 40.00 40.00 38.00 (2.00) (5.0%) 2.00 1.00 1.00 1.00 1.00 0.0% 6.00 2.00 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 13.00 7.00 4.00 4.00 6.00 2.00 50.0% 1.00 (1.00) (100.0%) 28.00 28.00 28.00 28.00 28.00 0.0% 3.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 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 5.00 6.00 6.00 5.00 (1.00) (16.7%) 4.00 3.00 3.00 4.00 1.00 33.3% 26.00 23.00 32.00 33.00 31.00 (1.00) (3.1%) 2.00 2.00 2.00 2.00 0.0% 2.00 5.00 6.00 5.00 0.0% 7.00 7.00 7.00 7.00 0.0% 380.00 364.50 365.25 368.25 372.00 6.75 1.8% Staffing by Fund DEPARTMENT/FUND 217 CDBG HOUSING TRUST 222 HUMAN SERVICES GRANTS 255 DETENTION OPERATIONS Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 6.00 5.00 5.00 5.00 5.00 0.0% 366.00 359.50 360.25 363.25 367.00 6.75 1.9% 8.00 N/A 380.00 364.50 365.25 368.25 372.00 6.75 1.8% 595 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Human Services Significant Variance Analysis Staffing is increased by 6.75 Staff Full Time Equivalents (FTEs) due to partial restoration in federal sequester cuts. Depending on the actual grant awards received by the Department in FY 2015, further staffing changes may be necessary. General Adjustments: Base Adjustments: CDBG Housing Trust Fund (217) • Increase Regular Benefits by $145 for the impact of changes in retirement contribution rates. • Decrease revenues by $3,618,702 and expenditures by $3,618,847 to reflect anticipated grant awards for FY 2015. Human Services Grant Fund (222) Operating • Increase Regular Benefits by $15,668 for the impact of changes in retirement contribution rates. • Increase Internal Service Charges by $83 for the impact of changes in risk management charges. • Increase revenues by $2,270,648 and expenditures by $2,254,897 to reflect anticipated grant awards for FY 2015. Programs and Activities Community Development Program The purpose of the Community Development Program is to provide community improvements and affordable and energy-efficient housing opportunities to Maricopa Urban County communities (10 cities/towns and unincorporated Maricopa County), Consortium members (8 towns/cities and Maricopa Urban County), and nonprofit agencies so they can empower low-, moderate-, and middle-income residents to develop viable communities, preserve and expand suitable housing, and stabilize neighborhoods. Program Results Measure Description Percent of CDBG-funded public infrastructure projects completed Percentage of low-moderate income residents benefitting from completed projects Percent of eligible HOME-funded activities completed Percent of low-moderate income residents benefitting from completed projects Percent of low demand shelter nights provided to men only Percent of homes weatherized meeting air leakage reduction standards FY 2013 ACTUAL 100.0% FY 2014 REVISED 75.0% FY 2014 FORECAST 75.0% FY 2015 ADOPTED 100.0% 60.0% 5.6% 5.6% 5.6% 0.0% 0.0% 100.0% 70.0% 70.0% 70.0% 0.0% 0.0% 100.0% 50.0% 50.0% 50.0% 0.0% 0.0% 2.5% 90.0% 90.0% 90.0% 0.0% 0.0% N/A N/A N/A 100.0% N/A N/A 596 REV VS ADOPTED VAR % 25.0% 33.3% Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activities that comprise this program include: • Community Development Block Grant (CDBG) • Weatherization • • Home Investment Partnerships Program Homeless Low Demand Shelter Nights Community Development Block Grant (CDBG) Activity The purpose of the Community Development Block Grant (CDBG) Activity is to provide fiscal, financial, and compliance services to Maricopa Urban County (10 towns/cities and unincorporated Maricopa County) and non-profits so they can provide community improvements and affordable housing opportunities to low- and moderate-income residents to develop viable communities, preserve and expand suitable housing, and stabilize neighborhoods. Mandates: Discretionary service. Measure Type Result Result Output Output Demand Expenditure Ratio Revenue Measure Description Percent of CDBG-funded public infrastructure projects completed Percentage of low-moderate income residents benefitting from completed projects Number of eligible public infrastructure projects completed with CDBG funds Lineal feet of water/sewer/storm drain pipelines installed and/or lineal ft of street improvements Number of eligible public infrastructure projects funded with CDBG funds Expenditure per project completed with CDBG funds FY 2013 ACTUAL 100.0% FY 2014 REVISED 75.0% FY 2014 FORECAST 75.0% FY 2015 ADOPTED 100.0% 60.0% 5.6% 5.6% 5.6% REV VS ADOPTED VAR % 25.0% 33.3% 0.0% 8 - 0.0% 11 8 8 N/A N/A N/A 11 8 8 8 $ 366,759.55 $ 538,485.13 $ 459,474.50 $ 638,953.00 $ (100,467.88) 217 - CDBG HOUSING TRUST TOTAL SOURCES $ 3,853,300 $ 3,853,300 $ 4,307,881 $ 4,307,881 $ 3,675,796 $ 3,675,796 $ 5,111,624 $ 5,111,624 $ $ 803,743 803,743 18.7% 18.7% 217 - CDBG HOUSING TRUST TOTAL USES $ 4,034,355 $ 4,034,355 $ 4,307,881 $ 4,307,881 $ 3,675,796 $ 3,675,796 $ 5,111,624 $ 5,111,624 $ $ (803,743) (803,743) -18.7% -18.7% 1,000 N/A - 0.0% N/A 0.0% -18.7% Expenditure Activity Narrative: A reduction in new funding from the U.S. Department of Housing and Urban Development is expected in FY 2015 due to a reduction in federal appropriated funds for this block grant. However, the dramatic increase in revenue and expenditures in FY 2015 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. The output measure for pipelines installed is new in FY 2015 and thus a comparison to previous years cannot be made. 597 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 to low and moderate income households. Mandates: Discretionary service. Measure Type Result Result Output Output Demand Expenditure Ratio Revenue Measure Description Percent of eligible HOME-funded activities completed Percent of low-moderate income residents benefitting from completed projects Number of eligible projects completed with HOME funds Number of activities funded with HOME funds Number of eligible projects funded with HOME funds Expenditure per project completed with HOME funds FY 2013 ACTUAL 100.0% FY 2014 REVISED 70.0% FY 2014 FORECAST 70.0% FY 2015 ADOPTED 70.0% 100.0% 50.0% 50.0% 50.0% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% 87 10 10 10 - 0.0% N/A 87 N/A 10 N/A 10 10 10 N/A - N/A 0.0% $ 40,473.33 $ 1,148,728.50 $ 314,554.00 $ 1,109,461.10 $ 39,267.40 3.4% 217 - CDBG HOUSING TRUST TOTAL SOURCES $ 3,708,163 $ 3,708,163 $ $ 11,487,285 11,487,285 $ 3,145,540 $ 3,145,540 $ $ 11,094,611 11,094,611 $ $ (392,674) (392,674) -3.4% -3.4% 217 - CDBG HOUSING TRUST TOTAL USES $ 3,521,180 $ 3,521,180 $ $ 11,487,285 11,487,285 $ 3,145,540 $ 3,145,540 $ $ 11,094,611 11,094,611 $ $ 392,674 392,674 3.4% 3.4% Expenditure Activity Narrative: The output and demand measures are new in FY 2015 and thus a comparison to prior years cannot be made. Homeless Low Demand Shelter Activity The purpose of the Homeless Low Demand Shelter Activity is to provide overnight shelter to men who are unable to get access to other shelters because of certain restrictions so they can have a place to sleep while experiencing homelessness. Mandates: Discretionary service. Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of low demand shelter nights provided to men only Number of low demand shelter nights provided Number of low demand shelter nights requested for men only Expenditures per shelter night provided FY 2013 ACTUAL 2.5% $ 3.26 $ 5.31 $ 5.31 100 - GENERAL TOTAL USES $ $ 235,000 235,000 $ $ 360,000 360,000 $ $ 360,000 360,000 FY 2014 REVISED 90.0% 72,153 N/A FY 2014 FORECAST 90.0% 87,294 75,326 REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 90.0% 87,294 75,326 87,294 75,326 - 0.0% 0.0% $ 5.31 - 0.0% $ $ 360,000 360,000 - 0.0% 0.0% $ $ Activity Narrative: The Department is currently exploring options to transition these homeless men into permanent housing. New data sources for demand and output were implemented in FY 2014 and thus comparisons to FY 2013 actual measures is not valid. 598 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 affordable and energy efficient. Mandates: Discretionary service. Measure Type Result Output Demand Expenditure Ratio Revenue FY 2014 FY 2014 FORECAST REVISED N/A N/A Measure Description Percent of homes weatherized meeting air leakage reduction standards Number of homes that receive weatherization service Number of homes referred for weatherization services via application Expenditure per home weatherized FY 2013 ACTUAL N/A $ 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 2,612,286 $ 2,612,286 $ 1,754,400 $ 1,754,400 222 - HUMAN SERVICES GRANTS TOTAL USES $ 2,750,400 $ 2,750,400 $ 1,754,400 $ 1,754,400 FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A 277 354 354 354 - 0.0% 474 705 705 705 - 0.0% 9,929.24 $ 7,190.16 $ 9,959.56 $ 6,442.96 $ 747.20 10.4% $ 2,430,133 $ 2,430,133 $ 1,572,083 $ 1,572,083 $ $ (182,317) (182,317) -10.4% -10.4% $ 2,430,133 $ 2,430,133 $ 1,572,083 $ 1,572,083 $ $ 182,317 182,317 10.4% 10.4% Expenditure Activity Narrative: The result measure is new in FY 2015 and thus a comparison to previous years cannot be made. 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 they can provide social and economic assistance to address the basic needs of low-income and below-poverty families. Program Results REV VS ADOPTED VAR % 0.0% 0.0% Measure Description Percent of respondents to Maricopa County Human Services Department annual customer satisfaction survey, Community Action Program (CAP) subcontractor section, who rate service received as satisfactory or higher. FY 2013 ACTUAL 97.1% FY 2014 REVISED 8.9% FY 2014 FORECAST 8.9% FY 2015 ADOPTED 8.9% Percent of households in Housing Authority of Maricopa County (HAMC) properties receiving case management services that reach at least a "5/Safe" on the HSD Self-Sufficiency Matrix Income or Employment domain Percent of respondents to MCHSD annual customer satisfaction survey, Community Action Program subcontractor section, who are satisfied or very satisfied with services received Percent of persons receiving case management services who stay in their homes Percent of emergency shelter nights provided N/A N/A N/A 50.0% N/A N/A 38.2% 100.0% 100.0% 100.0% 0.0% 0.0% 1.9% 0.4% 0.4% 100.0% 7.7% 100.0% 100.0% 100.0% 599 99.6% 23614.5% 0.0% 0.0% Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activities that comprise this program include: • Community Action Agency • Emergency Shelter Nights • • Financial Assistance Senior Adult Independent Living Community Action Agency Activity The purpose of the Community Action Agency Activity is to provide goods and materials (clothing/diapers, etc.), basic needs service referrals, and case management services to low-income individuals and families so they can move toward self-sufficiency. Mandates: Discretionary service. Measure Type Result Result Output Output Output Output Output Demand Demand Expenditure Ratio Expenditure Ratio Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of respondents to Maricopa County 97.1% 8.9% 8.9% 8.9% 0.0% 0.0% Human Services Department annual customer satisfaction survey, Community Action Program (CAP) subcontractor section, who rate service received as satisfactory or higher Percent of households in Housing Authority of N/A N/A N/A 50.0% N/A N/A Maricopa County (HAMC) properties receiving case management services that reach at least a "5/Safe" on the HSD Self-Sufficiency Matrix Income or Employment domain Number of contracts with local Community 69 21 21 21 0.0% Action Programs (CAPs) managed N/A N/A N/A 200 N/A N/A Number of households in Housing Authority of Maricopa County (HAMC) properties that received Family Self-Sufficiency case management services Number of individuals who received goods and N/A N/A N/A 100 N/A N/A materials (clothing/diapers, food boxes, etc.) Number of individuals who received basic N/A N/A N/A 100 N/A N/A needs service referrals Number of individuals who received N/A N/A N/A 100 N/A N/A utility/telephone discount program enrollment services Number of contracts with local Community 31 21 21 21 0.0% Action Programs (CAPs) requested Number of eligible households in Housing N/A N/A N/A 200 N/A N/A Authority of Maricopa County (HAMC) properties requesting Family Self-Sufficiency case management services Expenditure per contract managed $ 19,798.83 $ 94,332.62 $ 85,699.19 $ 89,293.52 $ 5,039.10 5.3% Expenditure per HAMC household receiving family self-sufficiency case management services N/A N/A N/A $ 18,751.64 N/A N/A Revenue 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ 819,826 819,826 $ 1,668,817 $ 1,668,817 $ 1,487,515 $ 1,487,515 $ 1,562,996 $ 1,562,996 $ $ (105,821) (105,821) -6.3% -6.3% $ $ $ $ 105,821 105,821 0.0% 6.3% 5.3% Expenditure 432,973 933,146 $ 1,366,119 312,168 1,668,817 $ 1,980,985 312,168 1,487,515 $ 1,799,683 312,168 1,562,996 $ 1,875,164 $ Activity Narrative: New result, output, demand, and expenditure measures were created for FY 2015 and baselines have not yet been established. The decrease in General Funds from FY 2013 Actual to FY 2014 is due to the elimination of one-time funding. Grant funding is expected to increase in FY 2015 based on the grant awards received in FY 2014 as reflected in FY 2014 Forecast. 600 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Emergency Homeless Shelter Nights Activity The purpose of the Emergency Homeless Shelter Nights Activity is to provide emergency shelter nights to low-income and vulnerable individuals and families so they can have a safe place to sleep when an emergency displaces them from their homes. Mandates: Discretionary service. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of emergency shelter nights provided Number of emergency shelter nights provided Number of shelter nights requested Expenditure per emergency shelter night provided FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED ADOPTED VAR % ACTUAL REVISED FORECAST 0.0% 100.0% 100.0% 0.0% 7.7% 100.0% 0.0% 85,800 85,800 85,800 224,284 0.0% 111,232 111,232 N/A 111,232 14.1% 12.15 $ 11.76 $ 1.93 13.68 $ $ 2.83 $ 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 204,476 204,476 $ $ 250,282 250,282 $ $ 181,139 181,139 $ $ 160,167 160,167 $ $ (90,115) (90,115) -36.0% -36.0% 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ 500,000 134,163 634,163 $ 390,000 250,282 640,282 $ 390,000 178,775 568,775 $ 390,000 160,167 550,167 $ 90,115 90,115 0.0% 36.0% 14.1% Expenditure $ $ $ $ $ Activity Narrative: Due to facility issues, the Department is currently reviewing other methods of housing the homeless in an emergency. Hence, this Activity will be reviewed during the FY 2016 Strategic Business Plan update process. 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 and move toward self-sufficiency. Mandates: Discretionary service. Measure Type Result Output Demand Expenditure Ratio Revenue Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of respondents to MCHSD annual 38.2% 100.0% 100.0% 100.0% 0.0% 0.0% customer satisfaction survey, Community Action Program subcontractor section, who are satisfied or very satisfied with services received Number of low-income households that 6,214 7,664 7,664 7,664 0.0% receive financial assistance Number of low-income individuals and families 881 846 846 846 0.0% requesting financial assistance Expenditure per low-income household $ 375.85 $ 652.32 $ 664.60 $ 341.57 $ 310.74 47.6% receiving financial assistance 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 2,312,999 $ 2,312,999 $ 3,718,211 $ 3,718,211 $ 3,788,222 $ 3,788,222 $ 1,946,977 $ 1,946,977 $ (1,771,234) $ (1,771,234) -47.6% -47.6% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 2,335,536 $ 2,335,536 $ 3,718,211 $ 3,718,211 $ 3,788,222 $ 3,788,222 $ 1,946,977 $ 1,946,977 $ 1,771,234 $ 1,771,234 47.6% 47.6% Expenditure Activity Narrative: The result measure was revised in FY 2014 and thus a comparison cannot be made to the FY 2013 Actual results. 601 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Senior Adult Independent Living Activity The purpose of the Senior Adult Independent Living Activity is to provide case management services to elderly and disabled individuals so they can live self-sufficiently at home. Mandates: Discretionary service. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of persons receiving case management services who stay in their homes Number of people who receive case management services Number of eligible persons referred to case management by Area Agency on Aging Expenditure per person receiving case management services FY 2013 ACTUAL 1.9% $ FY 2014 REVISED 0.4% FY 2014 FORECAST 0.4% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 99.6% 23614.5% 5,134 2,790 2,790 3,023 233 8.4% 402 15,990 15,990 15,990 - 0.0% 402.87 $ 784.04 $ 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL SOURCES 2,213 1,473,172 $ 1,475,385 $ $ 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ 810.39 $ 988,728 988,728 2,213 1,183,522 $ 1,185,735 $ $ 1,198,744 988,728 $ 2,187,472 $ 1,198,744 1,062,238 $ 2,260,982 $ 1,198,744 1,077,169 $ 2,275,913 $ 752.87 $ 31.17 4.0% 1,077,169 $ 1,077,169 $ 88,441 88,441 N/A 8.9% 8.9% (88,441) (88,441) 0.0% -8.9% -4.0% $ Expenditure 934,228 1,134,125 $ 2,068,353 $ $ Activity Narrative: The activity measures were revised during the FY 2015 Strategic Business Plan update process. Consequently, the FY 2015 result measure cannot be compared to prior years. Child Development and Early Childhood Education Program The purpose of the Child Development and Early Childhood Education Program is to provide child development and early childhood education services 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 2013 ACTUAL 96.6% FY 2014 FY 2014 REVISED FORECAST 85.7% 85.7% FY 2015 ADOPTED 85.7% REV VS ADOPTED VAR % 0.0% 0.0% Activities that comprise this program include: • Child Development and Education Child Development and Early Childhood Education Activity The purpose of the Child Development and Education Activity is to provide comprehensive child development and health services to low-income children ages 0-5 so they can achieve school readiness. Mandates: Discretionary service. 602 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Output Demand Expenditure Ratio Expenditure Ratio 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 2013 ACTUAL 96.6% FY 2014 FY 2014 REVISED FORECAST 85.7% 85.7% REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 85.7% 792 1,680 1,680 1,680 - 0.0% 2,971 3,095 3,095 3,095 - 0.0% 4,118 5,036 5,036 5,036 - 0.0% $ 26,580.59 $ 11,656.94 $ 11,728.31 $ 12,346.89 $ (689.95) -5.9% $ $ $ $ (374.51) -5.9% $ 7,085.77 6,327.51 6,366.25 6,702.03 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 20,244,491 $ 20,244,491 $ 19,583,658 $ 19,583,658 $ 19,703,554 $ 19,703,554 $ 20,742,777 $ 20,742,777 $ 1,159,119 $ 1,159,119 5.9% 5.9% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 21,051,831 $ 21,051,831 $ 19,583,658 $ 19,583,658 $ 19,703,554 $ 19,703,554 $ 20,742,777 $ 20,742,777 $ (1,159,119) $ (1,159,119) -5.9% -5.9% Expenditure Activity Narrative: The federal sequester cut was restored by the federal government, which increased grant funding for the Department as reflected in their FY 2014 Revised revenue and expenditures. Therefore, the Department expects to maintain the FY 2014 output levels in FY 2015. 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, and the incumbent workforce so they can gain the competitive edge through employment opportunities. Program Results Measure Description Percent of customers enrolled in Workforce Investment Act (WIA) program that entered employment Percent of youth enrolled in Workforce Investment Act (WIA) program receiving case management services who are placed in one or more of the following: post-secondary education, advanced training, employment, and military FY 2013 ACTUAL 75.8% 63.2% FY 2014 FY 2014 REVISED FORECAST 35.1% 59.5% 27.3% 27.3% FY 2015 ADOPTED 35.1% 27.3% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% Activities that comprise this program include: • Job Seeker Services • Youth Services Job Seeker Services Activity The purpose of the Job Seeker Services Activity is to provide 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. Mandates: Discretionary service. 603 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of customers enrolled in Workforce Investment Act (WIA) program that entered employment Number of customers enrolled in Workforce Investment Act (WIA) program Number of customers who visit the One Stop Centers requesting Workforce Investment Act (WIA) program enrollment Expenditure per customer enrolled in WIA program FY 2014 FY 2014 FORECAST REVISED 59.5% 35.1% FY 2013 ACTUAL 75.8% $ FY 2015 ADOPTED 35.1% REV VS ADOPTED % VAR 0.0% 0.0% 1,317 9,700 5,800 9,700 - 0.0% 189,294 215,000 280,000 215,000 - 0.0% 220.27 11.0% 7,735.65 $ 1,999.60 $ 6,594.56 $ 1,779.33 $ 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 11,207,040 $ 11,207,040 $ 10,997,810 $ 10,997,810 $ 10,551,302 $ 10,551,302 $ 9,786,324 $ 9,786,324 $ (1,211,486) $ (1,211,486) -11.0% -11.0% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 10,187,847 $ 10,187,847 $ 10,997,810 $ 10,997,810 $ 10,551,302 $ 10,551,302 $ 9,786,324 $ 9,786,324 $ 1,211,486 $ 1,211,486 11.0% 11.0% Expenditure Activity Narrative: The Department’s funding is expected to decrease by 11% in FY 2015 as FY 2014 reflects a partial restoration of federal sequestration cuts. This restoration is not budgeted to continue in FY 2015. Youth Services Activity The purpose of the Youth Services Activity is to provide case management services to Workforce Investment Act (WIA) eligible youth ages 14-21 so they can become economically self-sufficient. Mandates: Discretionary service. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of youth enrolled in Workforce Investment Act (WIA) program receiving case management services who are placed in one or more of the following: post-secondary education, advanced training, employment, and military Number of youth receiving case management services Number of youth requesting case management services Expenditure per youth receiving case management services FY 2013 ACTUAL 63.2% FY 2014 FY 2014 REVISED FORECAST 27.3% 27.3% FY 2015 ADOPTED 27.3% REV VS ADOPTED VAR % 0.0% 0.0% 307 3,300 3,300 3,300 - 0.0% 8,903 11,100 11,100 11,100 - 0.0% $ 10,089.98 $ 2,247.18 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 3,334,817 $ 3,334,817 $ 4,044,928 $ 4,044,928 222 - HUMAN SERVICES GRANTS TOTAL USES $ 3,097,625 $ 3,097,625 $ 4,044,928 $ 4,044,928 $ 2,070.03 $ 2,139.62 $ 107.56 4.8% $ 3,726,049 $ 3,726,049 $ 3,851,320 $ 3,851,320 $ $ (193,608) (193,608) -4.8% -4.8% $ 3,726,049 $ 3,726,049 $ 3,851,320 $ 3,851,320 $ $ 193,608 193,608 4.8% 4.8% Expenditure Activity Narrative: The measures cannot be compared to FY 2013 Actual as a change in methodology of measuring output, demand, and result occurred in FY 2014. Grant funding is expected to decrease in FY 2015 by 4.8%. FY 2014 reflects a partial restoration of federal sequestration cuts. This restoration is not budgeted to continue in FY 2015. 604 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 2,260,912 $ - FY 2014 Revised Budget $ 2,260,912 $ - FY 2015 Baseline Budget Threshold $ 2,260,912 $ - FY 2015 Adopted Budget Percent Change from Threshold Amount $ 2,260,912 $ 0.0% - CDBG Housing Trust Fund (217) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 19,897,891 $ 19,897,891 FY 2014 Revised Budget $ 19,897,891 $ 19,897,891 FY 2015 Baseline Budget Threshold $ 19,897,891 $ 19,897,891 $ 145 145 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount $ - $ (3,618,847) $ (3,618,847) (3,618,702) (3,618,702) $ 16,279,189 $ 16,279,189 -18.2% -18.2% CDBG Housing Trust Fund (217) Fund Balance Summary FY 2014 ADOPTED FY 2013 ACTUAL (232,399) $ FY 2014 REVISED (232,399) $ FY 2015 ADOPTED FY 2014 FORECAST (232,399) $ (294,294) $ (294,294) Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 10,764,261 10,764,261 $ $ 19,897,891 19,897,891 $ $ 19,897,891 19,897,891 $ $ 10,960,061 10,960,061 $ $ 16,279,189 16,279,189 Uses: Operating Total Uses: $ $ 10,826,155 10,826,155 $ $ 19,897,891 19,897,891 $ $ 19,897,891 19,897,891 $ $ 10,960,061 10,960,061 $ $ 16,279,189 16,279,189 Structural Balance $ (61,894) $ - $ - $ - $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (294,294) (294,294) $ (232,399) (232,399) $ 605 (232,399) (232,399) $ (294,294) (294,294) $ (294,294) (294,294) Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Human Services Human Services Grant Fund (222) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Human Svcs Grant Recon Feb 2014 $ 42,048,808 $ 4,228,895 4,228,895 $ 46,277,703 $ (4,228,895) $ (4,228,895) $ 42,048,808 $ 15,668 15,668 83 83 $ 42,048,808 Agenda Item: C-22-14-054-2-00 FY 2014 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Human Svcs Grant Recon Feb 2014 $ 4,228,895 4,228,895 $ 46,277,703 Agenda Item: C-22-14-054-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation (4,228,895) (4,228,895) $ 42,048,808 Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ 2,254,897 2,254,897 $ - $ $ 2,270,648 2,270,648 44,319,456 $ 44,319,456 5.4% 5.4% Human Services Grant Fund (222) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED $ Sources: Operating Total Sources: $ $ 43,596,579 43,596,579 $ $ 42,048,808 42,048,808 $ $ 46,277,703 46,277,703 $ 44,435,508 44,435,508 $ $ $ 42,048,808 190,000 42,238,808 $ 46,277,703 190,000 46,467,703 (838,929) $ - $ - $ $ Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ 17 (860,186) $ FY 2014 FORECAST Beginning Spendable Fund Balance Uses: Operating Non-Recurring Total Uses: (860,186) $ FY 2014 REVISED $ (1,699,098) (1,699,098) $ (1,050,186) (1,050,186) $ 606 (860,186) $ FY 2015 ADOPTED (1,699,098) $ (1,889,098) $ $ 46,154,097 46,154,097 $ $ 44,319,456 44,319,456 $ $ $ 46,154,097 190,000 46,344,097 $ 44,319,456 44,319,456 - $ - $ - - $ - $ - (1,050,186) (1,050,186) $ (1,889,098) (1,889,098) $ (1,889,098) (1,889,098) Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2015 Adopted Budget Integrated Criminal Justice Information System Integrated Criminal Justice Information System Analysis by Idamarie C. Flaherty, Management Budget Analyst 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 July 2015, 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: Currently, ICJIS is implementing hardware, software, and processes now at the NLETS datacenter in north central Phoenix to facilitate a DR site that will support all data exchanges. Infrastructure will be in place by April 2014 with DR for major applications. By July 2015, all data exchanges will be covered by the DR infrastructure. Currently 30% complete with this goal. Department Specific By June 2017, 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: Currently, ICJIS anticipates that this project will be completed for all data exchanges prior to July 2017. This goal is 15% complete with the recent addition of two critical positions. Department Specific By June 2015, 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: Currently, ICJIS is implementing new infrastructure at MCSO HQ datacenter. This will be in place prior to June 30, 2014, to allow for retirement of current equipment. This goal is 75% complete. 607 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2015 Adopted Budget Integrated Criminal Justice Information System Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % USES DTEX - ELECTRONIC DATA EXCAHNGE 42EX - ELECTRONIC DATA EXCAHNGE $ $ - $ - $ - $ - $ POOL - POOLED COSTS 99AS - INDIRECT SUPPORT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ $ $ - BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 1,879,986 $ 1,879,986 $ 1,570,945 $ 1,570,945 $ 1,657,057 $ 1,657,057 $ 1,596,958 $ 1,596,958 $ - $ - $ 1,657,057 1,657,057 100.0% 100.0% TOTAL PROGRAMS $ 1,879,986 $ 1,564,383 $ 1,659,930 $ 1,599,826 $ 1,628,554 $ 31,376 1.9% $ $ $ (9,435) (9,435) 2,873 2,873 $ - $ - $ $ $ $ 2,873 2,873 $ - $ - $ $ $ $ 2,868 2,868 $ 1,587,128 $ 1,587,128 $ $ $ $ 38,674 2,752 41,426 $ $ $ $ $ (1,587,128) (1,587,128) N/A N/A N/A N/A (38,674) N/A 2,873 100.0% (2,752) N/A (38,553) -1341.9% Uses by Category FY 2013 ACTUAL CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 491,249 $ 122,710 613,959 $ 676,892 $ 183,206 860,098 $ 728,498 $ 188,459 916,957 $ 685,080 $ 167,436 852,516 $ 728,931 $ 188,922 917,853 $ 52,750 $ 52,750 $ 4,500 $ 4,500 $ 9,000 $ 20,000 29,000 $ 8,666 $ 20,046 28,712 $ 5,125 $ 14,000 19,125 $ 3,875 6,000 9,875 $ 227,773 $ 2,324 278,270 49,950 623 41,812 600,752 $ 358,281 $ 2,600 260,632 36,395 4,050 80 662,038 $ 371,161 $ 2,600 227,632 50,000 3,500 12,000 80 666,973 $ 378,389 $ 2,515 227,632 49,565 3,404 10,100 39 671,644 $ 321,425 $ 25,314 260,000 52,632 3,500 12,000 80 674,951 $ 49,736 (22,714) (32,368) (2,632) (7,978) $ $ 612,525 $ 612,525 $ 37,747 $ 37,747 $ 47,000 $ 47,000 $ 46,954 $ 46,954 $ 16,625 $ 16,625 $ 30,375 30,375 64.6% 64.6% ALL EXPENDITURES $ 1,879,986 $ 1,564,383 $ 1,659,930 $ 1,599,826 $ 1,628,554 $ 31,376 1.9% TOTAL USES $ 1,879,986 $ 1,564,383 $ 1,659,930 $ 1,599,826 $ 1,628,554 $ 31,376 1.9% FY 2014 ADOPTED FY 2014 REVISED 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 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ (433) (463) (896) -0.1% -0.2% -0.1% 43.1% 30.0% 34.1% 13.4% -873.6% -14.2% -5.3% 0.0% 0.0% 0.0% -1.2% Uses by Fund and Function FY 2013 ACTUAL FUND / FUNCTION CLASS 255 DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT $ FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 1,196,163 $ 683,823 1,879,986 $ 1,564,383 $ 1,564,383 $ 1,618,430 $ 41,500 1,659,930 $ 1,558,326 $ 41,500 1,599,826 $ 1,628,554 $ 1,628,554 $ (10,124) 41,500 31,376 -0.6% 100.0% 1.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,196,163 $ 683,823 $ 1,879,986 $ 1,564,383 $ - $ 1,564,383 $ 1,618,430 $ 41,500 $ 1,659,930 $ 1,558,326 $ 41,500 $ 1,599,826 $ 1,628,554 $ - $ 1,628,554 $ (10,124) 41,500 31,376 -0.6% 100.0% 1.9% Staffing by Program and Activity PROGRAM ACTIVITY ELECTRONIC DATA EXCAHNGE ELECTRONIC DATA EXCAHNGE PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % - - .00 - - 6.00 6.00 6.00 6.00 N/A N/A 5.00 5.00 5.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 (6.00) (6.00) - (100.0%) (100.0%) 0.0% 608 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2015 Adopted Budget Integrated Criminal Justice Information System Staffing by Market Range Title MARKET RANGE TITLE Data Architect IT Consultant IT Division Manager IT Program Manager Programmer/Analyst - Senior/Lead Software Architect Department Total FY 2015 FY 2014 FY 2014 FY 2014 FY 2013 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE N/A 2.00 1.00 1.00 2.00 0.0% 1.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 (100.0%) (1.00) 1.00 1.00 0.0% 6.00 6.00 5.00 6.00 6.00 Staffing by Fund DEPARTMENT/FUND 255 DETENTION OPERATIONS Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 5.00 6.00 6.00 6.00 6.00 0.0% 5.00 6.00 6.00 6.00 6.00 0.0% General Adjustments Personnel: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: Detention Fund (255) • Increase Regular Benefits by $373 for the impact of changes in retirement contribution rates. • Decrease expenditures by $121 for the impact of changes in risk management charges. Programs and Activities Electronic Data Exchange Program The purpose of the Electronic Data Exchange Program is to provide reliable online electronic information to law enforcement agencies and criminal justice stakeholders so that they can have timely, accurate, and complete information to make decisions regarding public safety and to facilitate their efforts in meeting the standards for legal due process. Program Results Measure Description Percent of Service Request Responses Completed to Requestor Parties’ Overall Satisfaction Percent of the Time Electronic Data Exchanges are Available Online FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A N/A N/A Activities that comprise this program include: • Electronic Data Exchange Activity Mandates: Administrative mandate. 609 N/A FY 2015 ADOPTED 99.0% 99.5% REV VS ADOPTED VAR % N/A N/A N/A N/A Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2015 Adopted Budget Integrated Criminal Justice Information System Measure Type Result Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of Service Request Responses Completed to Requestor Parties’ Overall Satisfaction Percent of the Time Electronic Data Exchanges are Available Online Number of Service Request Responses Completed Number of Service Requests Received Total Activity Expenditure per Service Request Response Completed 255 - DETENTION OPERATIONS TOTAL USES FY 2013 ACTUAL N/A $ $ FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED 99.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 99.5% N/A N/A N/A N/A N/A 100 N/A N/A N/A N/A N/A N/A N/A 100 N/A $ 15,871.28 N/A N/A N/A N/A $ (1,587,128) $ (1,587,128) N/A N/A - $ $ - $ $ - $ 1,587,128 $ 1,587,128 Activity Narrative: The department developed ICJIS specific programs and activities during the FY 2015 Strategic Business Plan update process. This is a new activity for the department in FY 2015. Appropriated Budget Reconciliations Detention Fund (255) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP FY 14 IT Mark et Study Adjustments - $ 54,047 $ 44,175 9,872 - $ 1,618,430 $ - $ 9,872 $ (9,872) 19,744 - $ 1,628,302 $ - $ 373 $ 373 (121) $ (121) - 1,628,554 $ 0.0% - C-49-13-092-2-00 C-49-14-041-2-00 Agenda Item: C-49-14-041-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management 1,564,383 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments FY 14 IT Mark et Study Adjustments Annual Mark et Adjustment - IT $ Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount (121) $ 610 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Internal Audit Internal Audit Analysis by Dreamlyn Johnson, 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 and Responsibility 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. Status: It is anticipated Internal Audit will achieve a 100% rating in FY 2015. Fiscal Strength and Responsibility 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. Status: It is anticipated Internal Audit will achieve a 100% rating in FY 2015. Fiscal Strength and Responsibility 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. 611 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % USES AUDT - AUDIT SERVICES 23AS - INTERNAL AUDIT SERVICES $ $ 1,582,200 $ 1,582,200 $ 1,609,611 $ 1,609,611 $ 1,648,329 $ 1,648,329 $ 1,525,111 $ 1,525,111 $ 1,642,683 $ 1,642,683 $ BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT 99AS - INDIRECT SUPPORT $ 10,861 $ 9,104 116,854 2,902 139,721 $ 8,208 $ 11,121 115,251 (18,340) 2,781 119,021 $ 8,586 $ 12,082 121,791 3,023 145,482 $ 8,877 $ 12,153 121,666 3,044 145,740 $ 13,669 $ 6,048 121,904 601 142,222 $ (5,083) 6,034 (113) 2,422 3,260 -59.2% 49.9% -0.1% N/A 80.1% 2.2% $ - $ 4,092 4,092 $ - $ 5,573 5,573 $ - $ 5,573 5,573 $ - $ 5,568 5,568 $ 9,897 $ 4,535 14,432 $ (9,897) 5,573 (4,535) (8,859) N/A 100.0% N/A -159.0% TOTAL PROGRAMS $ 1,726,013 $ 1,734,205 $ 1,799,384 $ 1,676,419 $ 1,799,337 $ $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 5,646 5,646 47 0.3% 0.3% 0.0% 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 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED 1,226,684 $ 13,478 368 395,688 10,000 (16,063) 1,630,155 $ 1,204,802 $ 54,592 412,030 (19,175) 1,652,249 $ 1,217,718 $ 134,424 402,801 (19,175) 1,735,768 $ 1,211,815 $ 52,619 150 373,788 (22,567) 1,615,805 $ 1,279,459 $ 59,552 420,661 (20,800) 1,738,872 $ SUBTOTAL $ 9,809 $ 37,174 46,983 $ 4,268 $ 4,268 $ 4,268 $ 4,268 $ 5,118 $ 161 5,279 $ 4,000 $ 4,000 $ 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 $ 9,678 $ 1,454 14,604 6,450 16,655 34 48,875 $ 1,726,013 $ 37,364 $ 1,600 200 16,334 4,000 18,090 100 77,688 $ 1,734,205 $ 19,024 $ 1,600 200 16,334 4,000 18,090 100 59,348 $ 1,799,384 $ 16,952 $ 1,320 83 15,869 5,348 15,532 231 55,335 $ 1,676,419 $ 16,956 $ 1,625 200 15,935 5,000 16,649 100 56,465 $ 1,799,337 $ TOTAL USES $ 1,726,013 $ 1,734,205 $ 1,799,384 $ 1,676,419 $ 1,799,337 $ SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ REVISED VS ADOPTED VAR % (61,741) 74,872 (17,860) 1,625 (3,104) -5.1% 55.7% N/A -4.4% N/A 8.5% -0.2% 268 268 6.3% N/A 6.3% 2,068 (25) 399 (1,000) 1,441 2,883 47 10.9% -1.6% 0.0% 2.4% -25.0% 8.0% 0.0% 4.9% 0.0% 47 0.0% Sources and Uses by Fund by Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 1,726,013 $ 1,726,013 $ 1,734,205 $ 1,734,205 $ 1,799,384 $ 1,799,384 $ 1,676,419 $ 1,676,419 $ 1,799,337 $ 1,799,337 $ 47 47 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,726,013 $ 1,726,013 $ 1,734,205 $ 1,734,205 $ 1,799,384 $ 1,799,384 $ 1,676,419 $ 1,676,419 $ 1,799,337 $ 1,799,337 $ 47 47 0.0% 0.0% 612 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Internal Audit Staffing by Program and Activity PROGRAM ACTIVITY INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL INTERNAL AUDIT SERVICES AUDIT SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED REVISED TO ADOPTED FY 2014 FY 2014 FY 2015 REVISED FORECAST ADOPTED VARIANCE VAR % .15 1.20 .15 .05 1.55 .10 1.20 .20 .05 1.55 .10 1.20 .20 .05 1.55 .10 1.20 .20 .05 1.55 .15 1.29 .10 .01 1.55 .05 .09 (.10) (.04) - 50.0% 7.5% (50.0%) (80.0%) 0.0% 17.45 17.45 19.00 17.45 17.45 19.00 17.20 17.20 18.75 17.20 17.20 18.75 16.45 16.45 18.00 (.75) (.75) (.75) (4.4%) (4.4%) (4.0%) Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Deputy Director Deputy Director - Intrnl Audit Director - Internal Audit Executive Assistant Internal Audit Manager Internal Audit Supervisor Internal Audit Supervisor – Specialized Internal Auditor Internal Auditor Senior Internal Auditor Senior – Specialized Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 N/A 1.00 N/A 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 N/A 3.00 3.00 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 3.50 3.50 3.50 3.50 2.75 (.75) (21.4%) 4.00 5.00 5.00 4.50 5.00 0.0% 2.50 2.50 2.25 2.75 2.25 0.0% 19.00 19.00 18.75 18.75 18.00 (.75) (4.0% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 19.00 19.00 18.75 18.75 18.00 (.75) (4.0%) 19.00 19.00 18.75 18.75 18.00 (.75) (4.0% ) Significant Variance Analysis Inactivation of 0.75 FTE Internal Auditor to increase budgeted rates of remaining Internal Auditor positions. With the assistance and input of Employee Compensation, this action was taken to improve the recruitment and retention of the Internal Auditor position. The Department indicates this will not impact output and overall, will assist the department in achieving results. General Adjustments Personnel: FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY 2014. Base Adjustments: General Fund (100) • Increase Regular Benefits by $687 for the impact of changes in retirement contribution rates. • Decrease Internal Service Charges by $1,038 for the impact of changes in risk management charges. 613 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 94.6% 92.0% 93.0% 93.0% 1.0% 1.1% 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 Expenditure Ratio Expenditure Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Board of Supervisors satisfied with 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% the Internal Audit Services Program Percent of audit reports completed within 90 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% days after fiscal year-end Percent of audit recommendations 94.6% 92.0% 93.0% 93.0% 1.0% 1.1% implemented within three years Number of audit reports completed 20 25 20 20 (5) -20.0% Number of Board of Supervisors satisfaction 39 50 50 50 0.0% surveys received (responses include BOS, Audit Committee, and Chief of Staff responses) Number of audit recommendations 1,075 200 200 200 0.0% Number of audit reports demanded by the 20 25 20 20 (5) -20.0% Board of Supervisors (annually survey BOS for audit coverage); expressed as a number Total Activity Expenditure per audit report $ 79,110.00 $ 65,933.16 $ 76,255.55 $ 82,134.15 $ (16,200.99) -24.6% 100 - GENERAL TOTAL USES $ 1,582,200 $ 1,582,200 $ 1,648,329 $ 1,648,329 $ 1,525,111 $ 1,525,111 $ 1,642,683 $ 1,642,683 $ $ 5,646 5,646 0.3% 0.3% 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 2015 as it was in FY 2014 and FY 2013. The department will update this activity during the FY 2016 Strategic Business Plan update process. 614 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliation General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 3rd and 4th Quarter Retention Pay and Mark et Adj - $ 65,179 $ 65,033 146 - $ 1,799,384 $ - $ 304 $ (146) 450 - $ 1,799,688 $ - $ 687 $ 687 (1,038) $ (1,038) - 1,799,337 $ 0.0% - C-49-13-092-2-00 C-49-14-043-2-00 Agenda Item: C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management 1,734,205 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount (1,038) $ 615 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Analysis by Ron Forster, Senior 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 Safe Communities By June 2015, 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 26 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 calendar year 2014. Fiscal Strength and Responsibility By June 2015, the Justice Courts will expand timely access to accurate and coordinated financial information to increase revenue collections from 70% to 80% during fiscal year 2015. Status: The revenue collection rate in the Justice Courts during FY 2013 was reported at 75.8%, with the first two quarters of FY 2014 reporting a collection rate of 69.5%. Civil Traffic and Criminal Traffic violations case filings have been down slightly in FY 2014. Safe Communities By June 2015, the Justice Courts will provide timely, fair, and impartial justice in case processing by resolving 98% of all court cases in compliance with established standards. Status: The past couple years have shown case clearance rates higher than filings, indicating an excessive backlog. The Department now reports no excessive backlog for Small Claims, Eviction Actions, and Small Civil Cases in compliance with established standards. 616 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2015 Adopted Budget Safe Communities 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 continue to solidify the administrative and operational requirements of Supreme Court Administrative Order 2008-59. 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 continues to meet and discuss more uniform ways to further case processing goals and improve customer service ongoing as part of Administrative Order 2008-59. The Best Practices Committee is used as a filter to garner judicial consensus on the implementation of new administrative standards and efficiencies. Two recent examples of improved technology are the Pay Portal and the Electronic Document Management system. While the Department is in compliance with AO 2008-59, they continue to strive for improvement. Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % MCAD - MISDEMEANOR CRIM ADJUDICATION 80CJ - CRIMINAL JUSTICE $ $ 11,624,968 11,624,968 $ $ 11,791,129 11,791,129 $ $ 11,791,129 11,791,129 $ $ 10,712,512 10,712,512 $ $ 11,091,119 11,091,119 $ $ (700,010) (700,010) -5.9% -5.9% CIVT - CIVIL TRAFFIC SMCV - SMALL CIVIL $ 3,133,829 7,945,325 $ 2,881,766 7,944,943 $ 2,881,766 7,944,943 $ 2,939,663 7,854,489 $ 3,125,979 7,586,540 $ 244,213 (358,403) 8.5% -4.5% $ 11,079,154 $ 10,826,709 $ 10,826,709 $ 10,794,152 $ 10,712,519 $ (114,190) -1.1% $ $ - $ $ 8,600 8,600 $ $ 8,600 8,600 $ $ 8,006 8,006 $ $ 7,900 7,900 $ $ (700) (700) -8.1% -8.1% TOTAL PROGRAMS $ 22,704,122 $ 22,626,438 $ 22,626,438 $ 21,514,670 $ 21,811,538 $ (814,900) -3.6% 1,494,955 1,809,871 616,965 3,921,791 $ 1,893,138 1,734,284 587,490 4,214,912 $ 1,932,634 1,758,416 595,353 4,286,403 $ 1,719,843 1,841,145 620,612 4,181,600 $ 2,061,198 1,691,803 593,374 4,346,375 $ (128,564) 66,613 1,979 (59,972) -6.7% 3.8% 0.3% -1.4% 7,870,344 1,417,288 3,630,071 711,736 795,481 2,074,848 16,499,768 $ 8,264,155 1,413,800 3,474,480 672,317 735,612 2,023,980 16,584,344 $ $ 8,112,251 1,539,078 3,525,761 696,827 794,351 2,115,653 16,783,921 $ $ 8,886,036 1,471,544 3,433,733 688,603 753,453 2,043,012 17,276,381 202,619 22,702 (15,901) 68,713 31,044 79,458 388,635 2.3% 1.5% -0.5% 10.0% 4.1% 3.9% 2.2% 684,946 $ 115,009 1,334,159 (208,895) 1,925,219 $ 759,287 121,237 1,378,287 2,258,811 $ 907,984 128,267 1,025,668 2,061,919 $ (221,375) (71,868) 1,243,780 (98,846) (495,354) 356,337 -29.2% -59.3% 90.2% N/A N/A 15.8% $ 100.0% N/A 100.0% N/A -296.2% 80CV - CIVIL AND TAX JUSTICE GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD 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 80CV - CIVIL AND TAX JUSTICE $ BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ $ $ $ $ $ 656,623 209,645 989,225 1,855,493 $ $ GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 65,688 65,688 BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 744,450 744,450 TOTAL PROGRAMS $ 23,087,190 $ $ $ 745 74,455 75,200 $ 745 74,455 75,200 $ $ 936,836 936,836 $ $ 936,836 936,836 $ 23,736,511 $ 24,833,631 617 $ $ $ $ $ 745 74,453 75,198 $ $ 771,539 771,539 $ 23,874,177 $ $ $ $ $ 8,683,417 1,448,842 3,449,634 619,890 722,409 1,963,554 16,887,746 $ 980,662 193,105 134,507 98,846 495,354 1,902,474 $ $ $ $ 222,876 75,035 297,911 $ $ 745 (222,876) 74,455 (75,035) (222,711) $ $ 1,564,951 1,564,951 $ $ (628,115) (628,115) -67.0% -67.0% $ 24,999,457 $ (165,826) -0.7% Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 10,988,735 10,988,735 $ $ 11,012,700 11,012,700 $ $ 11,012,700 11,012,700 $ $ 10,769,728 10,769,728 $ $ 10,898,500 10,898,500 $ $ (114,200) (114,200) -1.0% -1.0% $ 10,766,602 $ 10,655,738 $ 10,655,738 $ 9,974,574 $ 9,955,738 $ (700,000) -6.6% $ $ $ 7,900 949,400 957,300 $ $ 8,006 762,362 770,368 $ $ 8,600 949,400 958,000 $ $ 8,600 949,400 958,000 $ SUBTOTAL $ 10,260 938,525 948,785 $ (700) (700) -8.1% 0.0% -0.1% ALL REVENUES $ 22,704,122 $ 22,626,438 $ 22,626,438 $ 21,514,670 $ 21,811,538 $ (814,900) -3.6% 22,704,122 $ 22,626,438 $ 22,626,438 $ 21,514,670 $ 21,811,538 $ (814,900) -3.6% 0637 - FINES & FORFEITS 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 $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 12,415,700 $ 486,308 57,613 5,388,565 87,959 (4,565,776) 5,194,624 19,064,993 $ 12,625,725 $ 401,477 106,004 5,793,221 21,740 (4,834,628) 5,463,476 19,577,015 $ 13,179,984 $ 727,320 106,004 5,832,675 571,740 (4,834,628) 5,463,476 21,046,571 $ 13,437,718 $ 680,568 70,754 5,904,236 6,456 (4,590,945) 5,191,451 20,700,238 $ 13,492,218 $ 945,445 106,481 5,903,017 114,151 (4,732,625) 5,344,595 21,173,282 $ (312,234) (218,125) (477) (70,342) 457,589 (102,003) 118,881 (126,711) -2.4% -30.0% -0.4% -1.2% 80.0% -2.1% 2.2% -0.6% 1,106,044 $ 7,139 65,566 1,178,749 $ 965,984 $ 59,000 1,024,984 $ 965,984 $ 59,000 1,024,984 $ 642,701 $ 14,014 656,715 $ 679,897 $ 67,054 746,951 $ 286,087 (8,054) 278,033 29.6% N/A -13.7% 27.1% $ 2,008 $ 842,132 1,195,776 156,019 346,000 44,660 70,781 129,619 2,786,995 $ 2,012 $ 1,219,463 1,305,110 135,108 318,526 18,906 20,487 114,900 3,134,512 $ 2,012 $ 847,027 1,305,110 135,108 318,526 18,906 20,487 114,900 2,762,076 $ 3,911 $ 456 574,404 1,233,830 140,129 316,060 46,755 81,762 109,949 320 2,507,576 $ 2,012 $ 762,453 1,195,761 135,108 318,526 18,506 19,558 115,300 2,567,224 $ 84,574 109,349 400 929 (400) 194,852 0.0% N/A 10.0% 8.4% 0.0% 0.0% 2.1% 4.5% -0.3% N/A 7.1% $ $ 56,453 $ 56,453 $ - $ - $ - $ - $ 9,648 $ 9,648 $ 512,000 $ 512,000 $ (512,000) (512,000) N/A N/A ALL EXPENDITURES $ 23,087,190 $ 23,736,511 $ 24,833,631 $ 23,874,177 $ 24,999,457 $ (165,826) -0.7% TOTAL USES $ 23,087,190 $ 23,736,511 $ 24,833,631 $ 23,874,177 $ 24,999,457 $ (165,826) -0.7% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ 618 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 REVISED FY 2014 ADOPTED FY 2013 ACTUAL FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED % VAR 15,520,219 15,520,219 $ $ 15,238,738 15,238,738 $ $ 15,238,738 15,238,738 $ $ 14,467,929 14,467,929 $ $ 14,538,738 14,538,738 $ $ $ $ 760,249 760,249 $ $ 792,000 792,000 $ $ 792,000 792,000 $ $ 783,255 783,255 $ $ 792,000 792,000 $ $ $ $ 5,616 5,616 $ $ 6,200 6,200 $ $ 6,200 6,200 $ $ 1,942 1,942 $ $ 1,800 1,800 $ $ (4,400) (4,400) -71.0% -71.0% $ $ 6,418,038 6,418,038 $ $ 6,589,500 6,589,500 $ $ 6,589,500 6,589,500 $ $ 6,261,544 6,261,544 $ $ 6,479,000 6,479,000 $ $ (110,500) (110,500) -1.7% -1.7% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 22,704,122 22,704,122 $ $ 22,626,438 22,626,438 $ $ 22,626,438 22,626,438 $ $ 21,514,670 21,514,670 $ $ 21,811,538 21,811,538 $ $ (814,900) (814,900) -3.6% -3.6% 15,843,786 48,985 15,892,771 $ 15,792,908 15,792,908 $ (829,629) 550,000 (512,000) (791,629) -5.1% 100.0% N/A -4.7% 250,000 250,000 0.0% 100.0% 24.0% 4,400 260,903 265,303 71.0% 85.3% 85.0% 1.7% N/A 1.7% -3.0% 49.6% -0.7% 100 GENERAL OPERATING NON RECURRING NON PROJECT ELEC DOCUMENT MGMNT SYSTEM FUND TOTAL USES 204 JUSTICE CT JUDICIAL ENHANCEMNT OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 237 JUST COURTS PHOTO ENFORCEMENT OPERATING ELEC DOCUMENT MGMNT SYSTEM FUND TOTAL USES 245 JUSTICE COURTS SPECIAL REVENUE OPERATING NON RECURRING NON PROJECT FUND TOTAL USES $ $ $ $ $ 608,167 175,676 783,843 $ $ $ $ $ $ $ 6,589,500 6,589,500 $ $ $ 23,180,608 555,903 23,736,511 $ $ $ 6,166,166 84,467 6,250,633 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 22,618,119 469,071 23,087,190 $ $ $ 6,200 305,903 312,103 159,943 159,943 $ 792,000 250,000 1,042,000 $ 16,340,028 550,000 16,890,028 792,000 250,000 1,042,000 $ $ $ $ 6,200 305,903 312,103 $ $ $ 6,589,500 6,589,500 $ $ $ 23,727,728 1,105,903 24,833,631 $ 16,891,568 16,891,568 739,649 739,649 $ $ $ $ 975 201,345 202,320 $ $ $ 6,040,640 6,040,640 $ $ $ 23,672,832 201,345 23,874,177 $ 17,169,657 512,000 17,681,657 792,000 792,000 (700,000) (700,000) -4.6% -4.6% $ $ FUND TOTAL SOURCES 204 JUSTICE CT JUDICIAL ENHANCEMNT OPERATING FUND TOTAL SOURCES 237 JUST COURTS PHOTO ENFORCEMENT OPERATING FUND TOTAL SOURCES 245 JUSTICE COURTS SPECIAL REVENUE OPERATING FUND TOTAL SOURCES - $ $ $ $ 1,800 45,000 46,800 $ $ $ 6,479,000 6,479,000 $ 110,500 110,500 $ $ $ 24,442,457 557,000 24,999,457 $ $ $ (714,729) 548,903 (165,826) $ $ 0.0% 0.0% Staffing by Program and Activity PROGRAM ACTIVITY CIVIL AND TAX JUSTICE CIVIL SMALL CLAIMS CIVIL TRAFFIC FORCIBLE DETAINER INJUNCTIONS AGAINST HARASS ORDERS OF PROTECTION SMALL CIVIL PROGRAM TOTAL CRIMINAL JUSTICE CRIMINAL TRAFFIC MISDEMEANOR CRIM ADJUDICATION MISDEMEANOR DUI PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 ADOPTED FY 2014 ADOPTED FY 2014 REVISED FY 2014 FY 2015 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 27.50 101.03 57.00 13.00 12.00 36.00 246.53 27.00 98.53 57.00 13.00 11.00 36.00 242.53 29.00 97.50 58.00 12.00 11.00 36.00 243.50 29.00 101.50 56.00 12.00 11.00 36.00 245.50 29.00 100.50 56.00 12.00 11.00 36.00 244.50 3.00 (2.00) 1.00 0.0% 3.1% (3.4%) 0.0% 0.0% 0.0% 0.4% 25.50 32.00 11.00 68.50 27.50 30.00 11.00 68.50 26.50 32.00 11.00 69.50 26.50 30.00 11.00 67.50 27.50 30.00 11.00 68.50 1.00 (2.00) (1.00) 3.8% (6.3%) 0.0% (1.4%) 9.00 9.00 2.00 20.00 335.03 10.00 9.00 2.00 21.00 332.03 11.00 9.00 2.00 .00 22.00 335.00 11.00 9.00 2.00 22.00 335.00 11.00 2.00 3.00 7.00 23.00 336.00 (7.00) 1.00 7.00 1.00 1.00 0.0% (77.8%) 50.0% N/A 4.5% 0.3% 619 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Justice Courts Staffing by Market Range Title MARKET RANGE TITLE Admin & Operations Mgr Business Systems Analyst Business Systems Analyst-Sr/Ld 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 IT Operations 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 PC/LAN Technician - Senior/Lead Program Coordinator Programmer/Analyst - Senior/Lead Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 4.00 4.00 3.00 3.00 (1.00) (25.0%) 1.00 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 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 0.0% 1.00 1.00 1.00 0.0% 26.00 26.00 26.00 26.00 26.00 0.0% 237.03 233.03 235.00 235.00 235.00 0.0% 25.00 25.00 25.00 25.00 25.00 0.0% 25.00 25.00 25.00 25.00 25.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 9.00 7.00 6.00 7.00 7.00 1.00 16.7% 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 1.00 0.0% 335.03 332.03 335.00 335.00 336.00 1.00 0.3% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 204 JUSTICE CT JUDICIAL ENHANCEMNT Department Total FY 2013 FY 2014 ADOPTED ADOPTED 332.03 329.03 3.00 3.00 335.03 332.03 FY 2014 FY 2014 FY 2015 REVISED FORECAST ADOPTED 331.00 331.00 333.00 4.00 4.00 3.00 335.00 335.00 336.00 REVISED TO ADOPTED VARIANCE VAR % 2.00 0.6% (1.00) (25.0%) 1.00 0.3% General Adjustments Personnel: FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY 2014. Base Adjustments: General Fund (100) • Decrease Regular Benefits by $108,527 for the impact of changes in retirement contribution rates. • Increase Overtime and Overtime Benefits by $66,816. • Increase Internal Services Charges by $1,303 for the impact of changes in risk management charges. • Increase Funding for Pro Tem coverage by $611,365. • Increase in base appropriation by $116,580 due to a reduction in Salary and Benefits Savings. • Decrease revenue $700,000 based on trend analysis. • Increase base appropriation by $98,846 for Justice System Support Market increases. General Fund (100) Electronic Document Management System • Budget $512,000 for the deployment of the Electronic Document Management System. 620 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Judicial Enhancement Fund (204) Operating • Increase Regular Benefits by $49,762 for the impact of changes in retirement contribution rates. • Decrease expenditures by $49,762 to maintain structural balance. Justice Courts Photo Enforcement Fund (237) Operating • Decrease revenue by $4,400 due to trend analysis. • Decrease expenditures by $4,400 to maintain structural balance. Justice Courts Photo Enforcement Fund (237) Electronic Document Management System • Budget $45,000 for the deployment of the Electronic Document Management System. Justice Courts Special Revenue Fund (245) Operating • Decrease court fee revenue by $110,500 based on trend analysis. • Decrease expenditures by $110,500 to maintain structural balance. Programs and Activities Civil Justice Program The purpose of the Civil Justice Program is to resolve civil cases for litigants so that they are afforded timely and just legal resolutions. Program Results Measure Description Percent of Civil Traffic cases resolved within 180 days. Percent of Small Claims cases resolved within 180 days. Percent of Forcible Detainer Cases resolved within established court standards Percent of Injunctions Against Harassment issued within established court standards Percent of Orders of Protection issued within established court standards Percent of Small Civil cases resolved within 180 days. FY 2013 ACTUAL 89.8% FY 2014 REVISED 90.2% FY 2014 FORECAST 89.1% FY 2015 ADOPTED 89.9% 61.9% 61.9% 59.0% 60.0% (1.9%) -3.1% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 61.5% 65.1% 55.9% 62.0% (3.1%) -4.8% Activities that comprise this program include: • Civil Traffic • Forcible Detainer (Evictions) • Orders of Protection • • • REV VS ADOPTED VAR % (0.3%) -0.4% 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. §28-1552 establishes that municipal and justice courts have concurrent jurisdiction over civil traffic violations. 621 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue FY 2013 ACTUAL 89.8% FY 2014 FY 2014 REVISED FORECAST 90.2% 89.1% REV VS ADOPTED VAR % (0.3%) -0.4% 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. $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 237 - JUST COURTS PHOTO ENFORCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 1,357,097 4,928 5,616 1,766,188 $ 3,133,829 $ 1,119,266 5,400 1,757,100 $ 2,881,766 $ 1,172,744 1,042 1,765,877 $ 2,939,663 $ 1,119,276 1,700 2,005,003 $ 3,125,979 $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 237 - JUST COURTS PHOTO ENFORCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 4,967,927 627,920 159,943 2,114,554 $ 7,870,344 $ 4,845,967 523,663 312,103 3,204,303 $ 8,886,036 $ 4,864,676 571,009 202,320 2,474,246 $ 8,112,251 $ 5,087,178 455,636 46,800 3,093,803 $ 8,683,417 $ 119,550 121,609 65.83 $ 120,100 120,100 73.99 $ 120,075 115,504 67.56 FY 2015 ADOPTED 89.9% $ 120,450 120,100 72.09 $ $ 350 1.90 0.3% 0.0% 2.6% 10 (3,700) 247,903 244,213 0.0% N/A -68.5% 14.1% 8.5% (241,211) 68,027 265,303 110,500 202,619 -5.0% 13.0% 85.0% 3.4% 2.3% Expenditure $ Activity Narrative: FY 2014 data for cases filed is down slightly while the number of cases resolved is slightly higher than expectations. While the number of cases filed has been trending lower since FY 2011, court fee proceeds from the Special Revenue Fund (245) are expected to be lower in the 2nd half of FY 2014. Justice Courts Special Revenue Fund (245) is expected to increase in FY 2015 due to Administrative Order 2014-027. The administrative order increased the fee for the Defensive Driving School Diversion program by $20. 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 $3,500 (excluding interest, costs, and attorney fees). Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of Small Claims cases resolved within 180 days. Number of Small Claims cases resolved. Number of Small Claims (CVSC) cases filed. Cost per Small Claims case resolved. FY 2013 ACTUAL 61.9% $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 1,010,899 6,153 400,236 $ 1,417,288 10,267 9,517 138.04 FY 2014 REVISED 61.9% $ 10,941 9,900 134.50 $ 1,194,119 23,374 254,051 $ 1,471,544 FY 2014 FORECAST 59.0% $ 10,957 10,173 140.47 $ 1,218,177 6,250 314,651 $ 1,539,078 REV VS ADOPTED VAR % (1.9%) -3.1% FY 2015 ADOPTED 60.0% $ 9,900 9,900 146.35 $ 1,175,493 19,298 254,051 $ 1,448,842 $ $ $ (1,041) (11.85) -9.5% 0.0% -8.8% 18,626 4,076 22,702 1.6% 17.4% 0.0% 1.5% Activity Narrative: Case filings are flat based on trend data in FY 2014. 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 when the amount involved (exclusive of interest, costs and awarded attorney fees when authorized by law) is $10,000 or less, while A.R.S. §12-1179 and 12- 622 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2015 Adopted Budget 1182 allow for forcible detainer appeals to be filed in the Superior Court and the Supreme Court, respectively. Measure Type Result Output Demand Expenditure Ratio 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 2013 ACTUAL 100.0% $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 2,851,690 7,239 771,142 $ 3,630,071 FY 2014 REVISED 100.0% 63,991 64,615 56.73 $ 64,363 64,340 53.35 $ 2,933,629 27,615 472,489 $ 3,433,733 FY 2014 FORECAST 100.0% $ 65,635 64,709 53.72 $ 2,898,284 13,581 613,896 $ 3,525,761 FY 2015 ADOPTED 100.0% $ 64,363 64,340 53.60 $ 2,965,178 11,967 472,489 $ 3,449,634 REV VS ADOPTED VAR % 0.0% 0.0% (0.25) 0.0% 0.0% -0.5% (31,549) 15,648 (15,901) -1.1% 56.7% 0.0% -0.5% $ $ $ Activity Narrative: Case filings have been flat in FY 2014. 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 Expenditure Ratio Expenditure Measure Description Percent of Injunctions Against Harassment issued within established court standards Number of Injunctions Against Harassment issued. Number of Injunctions Against Harassment (INJH) requested. Cost per Injunction Against Harassment issued. 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES FY 2013 ACTUAL 100.0% FY 2014 REVISED 100.0% FY 2014 FORECAST 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 100.0% 2,637 2,748 2,450 2,650 (98) -3.6% 2,637 2,748 2,450 2,650 (98) -3.6% $ 269.90 $ 250.58 $ 284.42 $ 233.92 $ 16.66 6.6% $ 520,706 2,391 188,639 711,736 $ 583,428 9,962 95,213 688,603 $ 549,616 3,611 143,600 696,827 $ 514,048 10,629 95,213 619,890 $ 69,380 (667) 68,713 11.9% -6.7% 0.0% 10.0% $ $ $ $ $ Activity Narrative: The number of requests has declined based on trend data in FY 2014. 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. 623 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of Orders of Protection issued within established court standards Number of Orders of Protection issued. Number of Orders of Protection (ORDP) requested. Cost per Order of Protection issued. 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES FY 2013 ACTUAL 100.0% FY 2014 REVISED 100.0% 3,833 3,833 FY 2014 FORECAST 100.0% 3,897 3,897 REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 100.0% 3,661 3,661 3,800 3,800 (97) (97) -2.5% -2.5% $ 207.53 $ 193.34 $ 216.98 $ 190.11 $ 3.23 1.7% $ 599,531 147 195,803 795,481 $ 685,856 12,289 55,308 753,453 $ 664,207 2,638 127,506 794,351 $ 655,472 11,629 55,308 722,409 $ 30,384 660 31,044 4.4% 5.4% 0.0% 4.1% $ $ $ $ $ Activity Narrative: The number of requests has declined slightly based on trend data in FY 2014. Small Civil (Justice Courts) Activity The purpose of the Small Civil Activity is to resolve Justice Court civil cases for litigants so that they are afforded timely and just legal resolutions. Mandates: A.R.S. §22-201 gives the Justice Courts exclusive jurisdiction in all civil actions where the amount involved (exclusive of interest, costs and awarded attorney fees when authorized by law) is $10,000 or less. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of Small Civil cases resolved within 180 days. Number of Small Civil cases resolved. Number of Small Civil (SMCV) cases filed. Cost per Small Civil case resolved. FY 2013 ACTUAL 61.5% FY 2014 REVISED 65.1% $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 4,500,789 506,677 2,937,859 $ 7,945,325 $ 4,348,472 496,471 3,100,000 $ 7,944,943 $ 4,461,448 511,562 2,881,479 $ 7,854,489 $ 4,348,472 496,471 2,741,597 $ 7,586,540 $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 1,479,914 8,962 585,972 $ 2,074,848 $ 1,708,128 13,916 320,968 $ 2,043,012 $ 1,663,840 6,799 445,014 $ 2,115,653 $ 1,634,619 7,967 320,968 $ 1,963,554 $ 71,287 65,129 29.11 $ 72,981 69,773 27.99 FY 2014 FORECAST 55.9% $ 76,226 63,200 27.76 FY 2015 ADOPTED 62.0% $ 70,000 66,000 28.05 REV VS ADOPTED VAR % (3.1%) -4.8% $ $ (2,981) (3,773) (0.06) -4.1% -5.4% -0.2% (358,403) (358,403) 0.0% 0.0% -11.6% -4.5% 73,509 5,949 79,458 4.3% 42.7% 0.0% 3.9% Expenditure $ 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. The number of cases resolved is higher than filings indicating a reduction in backlog. The FY 2015 Recommended number of cases resolved is less due to a lower backlog. 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. 624 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2015 Adopted Budget Program Results Measure Description Percent of Criminal Traffic cases resolved within 180 days. Percent of Misdemeanor Criminal cases resolved within 180 days. Percent of Misdemeanor DUI cases resolved within 180 days. FY 2013 ACTUAL 69.1% FY 2014 REVISED 70.2% FY 2014 FORECAST 69.2% FY 2015 ADOPTED 70.0% 55.7% 65.0% 44.4% 60.0% (5.0%) -7.7% 70.2% 70.0% 68.1% 70.0% 0.0% 0.0% Activities that comprise this program include: • Criminal Traffic • Misdemeanor DUI • REV VS ADOPTED VAR % (0.2%) -0.3% 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. A.R.S. §22301 gives Justice Courts jurisdiction over criminal offenses punishable by a fine not exceeding $2,500, or imprisonment in the county jail for not to exceed six months, or by both a fine and imprisonment. Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of Criminal Traffic cases resolved within 180 days. Number of Criminal Traffic cases resolved. Number of Criminal Traffic (CTRF) cases filed. Cost per Criminal Traffic case resolved. 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES FY 2013 ACTUAL 69.1% $ $ FY 2014 REVISED 70.2% 43,196 41,019 34.61 910,212 4,744 579,999 $ 1,494,955 $ 42,294 40,887 45.70 $ 1,087,656 19,924 825,054 $ 1,932,634 FY 2014 FORECAST 69.2% $ 41,122 38,877 41.82 $ 1,058,125 6,555 655,163 $ 1,719,843 FY 2015 ADOPTED 70.0% $ 42,000 41,000 49.08 $ 1,220,846 15,298 825,054 $ 2,061,198 REV VS ADOPTED VAR % (0.2%) -0.3% $ $ $ (294) 113 (3.38) -0.7% 0.3% -7.4% (133,190) 4,626 (128,564) -12.2% 23.2% 0.0% -6.7% Activity Narrative: The number of cases filed is anticipated to decline slightly based on trend data in FY 2014. 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 in the county jail for more than six months or fines in excess of $2,500, or by both a fine and imprisonment. A.R.S. §28-1552 establishes that municipal and justice courts have concurrent jurisdiction over misdemeanor criminal violations. 625 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue 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 2013 ACTUAL 55.7% FY 2014 REVISED 65.0% $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 9,662,333 248,644 1,713,991 $ 11,624,968 $ 9,771,000 290,129 1,730,000 $ 11,791,129 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 1,403,927 7,978 397,966 $ 1,809,871 $ 1,527,619 25,909 204,888 $ 1,758,416 FY 2014 FORECAST 44.4% REV VS ADOPTED VAR % (5.0%) -7.7% FY 2015 ADOPTED 60.0% 17,667 17,124 19,406 17,000 (124) -0.7% 17,969 18,072 15,391 17,000 (1,072) -5.9% 3.17 3.1% 102.44 $ 102.69 $ 94.88 $ 99.52 $ $ 8,833,737 267,049 1,611,726 $ 10,712,512 $ 9,070,990 290,129 1,730,000 $ 11,091,119 $ $ 1,537,474 8,390 295,281 $ 1,841,145 $ 1,468,279 18,636 204,888 $ 1,691,803 $ $ (700,010) (700,010) -7.2% 0.0% 0.0% -5.9% 59,340 7,273 66,613 3.9% 28.1% 0.0% 3.8% Expenditure $ Activity Narrative: The decline in the number of cases filed from previous years has declined slightly. 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 appears to be continuing, while Special Revenue Fund (245) court fee proceeds are also trending down for FY 2014, but are expected to return to FY 2014 revised levels. A reduction in General Fund revenue is anticipated with expenditures rising slightly. 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 in the county jail for more than six months or fines in excess of $2,500, or by both a fine and imprisonment. A.R.S. §28-1552 establishes that municipal and justice courts have concurrent jurisdiction over misdemeanor criminal violations. Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of Misdemeanor DUI cases resolved within 180 days. Number of Misdemeanor DUI cases resolved. Number of Misdemeanor DUI cases filed. Cost per Misdemeanor DUI case resolved. 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES FY 2013 ACTUAL 70.2% $ $ $ FY 2014 REVISED 70.0% 8,836 9,532 69.82 423,108 2,119 191,738 616,965 $ $ $ 7,763 8,688 76.69 485,405 14,609 95,339 595,353 FY 2014 FORECAST 68.1% $ $ $ 7,890 8,912 78.66 472,917 4,053 143,642 620,612 FY 2015 ADOPTED 70.0% $ $ $ 7,900 9,300 75.11 485,406 12,629 95,339 593,374 REV VS ADOPTED VAR % 0.0% 0.0% $ $ $ 137 612 1.58 1.8% 7.0% 2.1% (1) 1,980 1,979 -0.0% 13.6% 0.0% 0.3% Activity Narrative: The number of Misdemeanor DUI cases filed has been forecasted to increase based on trend data in FY 2014. Forecasted expenditures have increased marginally during the period. The FY 2014 data shows a normalizing of cases resolved. 626 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Market Adj 2nd Quarter Retention Pay and Market Adj FY 14 IT Market Study Adjustments 3rd and 4th Quarter Retention Pay and Market Adj 547,120 526,808 9,637 3,657 3,981 3,037 $ 16,340,028 $ 15,238,738 $ - $ 15,238,738 Agenda Item: $ C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 $ 43,246 $ 1,817 (3,657) (3,981) (3,037) 7,962 44,142 16,383,274 - $ 15,238,738 Agenda Item: $ $ $ FY 2015 Tentative Budget Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Justice System Support Market Adjustment $ C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Personnel Additions and Related Costs Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec 15,792,908 Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Market Adj 2nd Quarter Retention Pay and Market Adj FY 14 IT Market Study Adjustments 3rd and 4th Quarter Retention Pay and Market Adj Annual Market Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ $ (108,527) $ (108,527) 796,064 $ 66,816 1,303 611,365 116,580 - $ - (700,000) (700,000) 17,070,811 $ 14,538,738 4.2% -4.6% Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ 627 98,846 98,846 $ - 17,169,657 $ 14,538,738 4.8% -4.6% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Justice Courts General Fund (100) (continued) Expenditures Revenue ELEC DOCUMENT MGMNT SYSTEM FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 512,000 $ 512,000 - $ 512,000 $ - $ - $ - $ 550,000 $ 208,895 341,105 - $ 550,000 $ - $ (550,000) $ (208,895) (341,105) - FY 2015 Baseline Budget Threshold $ - $ - FY 2015 Adopted Budget $ - $ - Adjustments: Information and Communications Technology Technology Projects Other Technology Projects Agenda Item: FY 2015 Adopted Budget NON RECURRING NON PROJECT FY 2014 Adopted Budget Adjustments: Non Recurring Justice Courts Vacancy Savings Budget Adjustment Justice Courts Contingency Agenda Item: C-24-14-004-2-00 C-24-14-005-2-00 FY 2014 Revised Budget Adjustments: Non Recurring Justice Courts Vacancy Savings Budget Adjustment Justice Courts Contingency Agenda Item: C-24-14-004-2-00 C-24-14-005-2-00 Justice Courts Judicial Enhancement Fund (204) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 792,000 $ 792,000 FY 2014 Revised Budget $ 792,000 $ 792,000 $ 14,188 $ 14,188 (14,188) (14,188) - $ 792,000 $ 792,000 $ 49,762 $ 49,762 (49,762) $ (49,762) - 792,000 $ 0.0% 792,000 0.0% Adjustments: Employee Salary Adjustments Annual Market Adjustment - IT Structural Balance Structural Balance Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Structural Balance Structural Balance Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ 628 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Judicial Enhancement Fund (204) Fund Balance Summary FY 2014 REVISED FY 2014 ADOPTED FY 2013 ACTUAL FY 2015 ADOPTED FY 2014 FORECAST Beginning Spendable Fund Balance $ 1,123,259 $ 547,616 $ 547,616 $ 1,099,652 $ 1,143,258 Sources: Operating Total Sources: $ $ 760,249 760,249 $ $ 792,000 792,000 $ $ 792,000 792,000 $ $ 783,255 783,255 $ $ 792,000 792,000 $ $ $ 739,649 739,649 $ $ 792,000 250,000 1,042,000 $ $ 792,000 250,000 1,042,000 $ $ 608,167 175,676 783,843 $ 792,000 792,000 Structural Balance $ 152,082 $ - $ - $ 43,606 $ - Accounting Adjustments $ (13) $ - $ - $ - $ - $ $ 297,616 297,616 $ $ 297,616 297,616 $ $ 1,143,258 1,143,258 $ $ 1,143,258 1,143,258 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,099,652 1,099,652 Justice Courts Photo Enforcement Fund (237) OPERATING FY 2014 Adopted Budget $ 6,200 $ 6,200 FY 2014 Revised Budget $ 6,200 $ 6,200 FY 2015 Baseline Budget Threshold $ 6,200 $ 6,200 $ - $ (4,400) $ (4,400) (4,400) (4,400) - $ 1,800 $ -71.0% -100.0% FY 2014 Adopted Budget $ 305,903 $ - FY 2014 Revised Budget $ 305,903 $ - Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount ELEC DOCUMENT MGMNT SYSTEM Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: (305,903) FY 2015 Baseline Budget Threshold Adjustments: Technology Projects Other Technology Projects - $ - $ - $ 45,000 $ 45,000 - $ 45,000 $ - Agenda Item: FY 2015 Adopted Budget 629 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Photo Enforcement Fund (237) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 399,705 $ 332,957 $ 332,957 $ 245,378 $ 45,000 Sources: Operating Total Sources: $ $ 5,616 5,616 $ $ 6,200 6,200 $ $ 6,200 6,200 $ $ 1,942 1,942 $ $ 1,800 1,800 $ $ $ 975 201,345 202,320 $ $ 6,200 305,903 312,103 $ $ 6,200 305,903 312,103 $ $ 159,943 159,943 $ 1,800 45,000 46,800 $ 5,616 $ - $ - $ 967 $ - $ $ 245,378 245,378 $ $ 27,054 27,054 $ $ 27,054 27,054 $ $ 45,000 45,000 $ $ - Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Structural Balance Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance Justice Courts Special Revenue Fund (245) OPERATING FY 2014 Adopted Budget $ 6,589,500 $ 6,589,500 FY 2014 Revised Budget $ 6,589,500 $ 6,589,500 FY 2015 Baseline Budget Threshold $ 6,589,500 $ 6,589,500 Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ - $ (110,500) $ (110,500) (110,500) (110,500) - 6,479,000 $ -1.7% 6,479,000 -1.7% Justice Courts Special Revenue Fund (245) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 416,382 $ 692,559 $ 692,559 $ 583,794 $ 804,698 Sources: Operating Total Sources: $ $ 6,418,038 6,418,038 $ $ 6,589,500 6,589,500 $ $ 6,589,500 6,589,500 $ $ 6,261,544 6,261,544 $ $ 6,479,000 6,479,000 $ $ $ $ 6,040,640 6,040,640 $ $ 6,589,500 6,589,500 $ $ 6,589,500 6,589,500 $ 6,479,000 6,479,000 Uses: Operating Non-Recurring Total Uses: $ 6,166,166 84,467 6,250,633 Structural Balance $ 251,872 $ - $ - $ 220,904 $ - Accounting Adjustments $ 7 $ - $ - $ - $ - $ $ 583,794 583,794 $ $ 692,559 692,559 $ $ 692,559 692,559 $ $ 804,698 804,698 $ $ 804,698 804,698 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance 630 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Analysis by Jacqueline M. Edwards, Senior Management and Budget Analyst Summary Mission The Mission of the Juvenile Probation Department is to provide access to evidence-based early intervention, supervision, treatment and secure care to youth and families so they can learn accountability and responsibility, and community safety is enhanced. Vision Maricopa County Juvenile Probation is a place where justice means promoting public safety while improving & enriching the lives of youth, victims, families and the community. Strategic Goals Safe Communities By June 2014, the Department will demonstrate the use of evidence-based strategies for 85% of youth. Status: In FY 2014, the Department is a stakeholder in the statewide rollout of evidence-based practices instituted by the Juvenile Services Division of the Administrative Office of the Courts. There are several stages to this rollout, including the first of which is to conduct a self-assessment of readiness for implementation. In addition, the Department is working with both the Judicial Branch’s Court Technology Services and Administrative Office of the Courts (AOC) to develop an automated case plan, which is expected to be utilized in FY 2015. This goal will be revised during the FY 2016 Strategic Business Plan update process. Department Specific By June 2015, the Department will increase overall stakeholder satisfaction with services by 15%. Status: During FY 2014, the Department continued to train supervisors and staff in “Communicating with Values and Ethical Decision Making.” In FY 2014, the department participated in the Judicial Branch Employee Satisfaction Survey and has now identified areas to address in FY 2015. By the end of FY 2014, the Department plans to establish an external customer satisfaction survey. 631 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Safe Communities Department Strategic Plans and Budgets Juvenile Probation By June 2015, the Department will reduce overrepresentation of minority youth in secure detention by 10%. Where We Are: Detentions in FY2013 By Ethnicity African American Asian / Pacific Islander 5.3% Percent of Juveniles Referred 13.1% 3.1% 0.9% 0.6% Caucasian 44.9% 45.2% 31.5% Hispanic 41.6% 34.5% 44.7% Native American 1.7% 3.4% 4.0% Other* 3.4% 2.9% 0.7% Race Percent of Population Percent of Juveniles Detained 18.6% Status: In FY 2014, the Juvenile Detention Alternatives Initiative (JDAI) Disproportionate Minority Contact (DMC) workgroup began to meet regularly. The group identified equal access to treatment services as its primary goal. As youth may remain detained while waiting for residential treatment, this goal is expected to influence the detention population. Maricopa County’s portion of a statewide DMC assessment will be presented to the Department and other interested stakeholders by the end of FY 2014 in order to facilitate the development of additional strategies to address disproportionality. 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 as well as dually adjudicated youth. This will direct resources toward the youth most in need of services in order to reduce recidivism and increase their chances of success. 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 recidivism rate decreased from 13.0% in FY 2011 to 11.9% in FY 2012. In order to allow one whole year for recidivism from the end of the fiscal year, the FY 2013 the recidivism rate will not be available until July 2014. 632 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % (1,481,735) (1,481,735) -37.0% -37.0% DVRN - JUVENILE COURT DIVERSION 27DV - JUVENILE COURT DIVERSION $ $ 2,514,230 2,514,230 $ $ 2,718,386 2,718,386 $ $ 4,004,188 4,004,188 $ $ 2,432,148 2,432,148 $ $ 2,522,453 2,522,453 $ $ JCUS - JUV DETENTION CUSTODY AND CTRL $ 477,585 $ 493,572 $ 306,829 $ 257,991 $ 479,000 $ 172,171 56.1% $ 477,585 $ 493,572 $ 306,829 $ 257,991 $ 479,000 $ 172,171 56.1% JRPS - JUV RESTITUTION AND PUBLIC SVC $ 2,511 $ 9,135 $ 9,135 $ 1,111 $ 9,135 $ - 0.0% JSTD - JUVENILE STANDARD SUPERVISION 27JP - COMMUNITY SUPERVISION $ 636,362 638,873 $ 579,376 588,511 $ 962,110 971,245 $ 527,633 528,744 $ 447,485 456,620 $ 27JD - JUVENILE DETENTION DRUG - JUVENILE DRUG COURT JTMS - JUVENILE TREATMENT MGMT SVCS JVOH - JUVENILE OUT OF HOME CASE MGMT 27JT - JUVENILE TREATMENT JLED - JUVENILE LAW RELATED EDUCATION 27PR - JUVENILE CRIME PREVENTION BDFS - BUDGET AND FINANCIAL SERVICES 99AS - INDIRECT SUPPORT GGOV - GENERAL GOVERNMENT $ 27,935 542,104 - $ 27,600 545,232 - $ 13,800 545,420 - $ 39,071 473,593 - $ 544,882 $ (514,625) (514,625) -53.5% -53.0% (13,800) (545,420) 544,882 -100.0% -100.0% N/A -2.6% $ 570,039 $ 572,832 $ 559,220 $ 512,664 $ 544,882 $ (14,338) $ 594,168 $ - $ - $ - $ 676,039 $ 676,039 $ 594,168 $ - $ - $ - $ 676,039 $ 676,039 $ 15,514 $ 14,750 $ 14,750 $ 9,952 $ 4,750 $ (10,000) N/A N/A -67.8% $ 15,514 $ 14,750 $ 14,750 $ 9,952 $ 4,750 $ (10,000) -67.8% $ 3,247,808 $ 4,201,274 $ 3,810,584 $ 4,222,240 $ 3,305,158 $ (505,426) -13.3% $ 3,247,808 $ 4,201,274 $ 3,810,584 $ 4,222,240 $ 3,305,158 $ (505,426) -13.3% TOTAL PROGRAMS $ 8,058,217 $ 8,589,325 $ 9,666,816 $ 7,963,739 $ 7,988,902 $ (1,677,914) -17.4% 2,226,752 525,658 491,468 3,243,878 $ 2,332,321 531,665 494,830 3,358,816 $ 2,684,682 556,083 524,918 3,765,683 $ 2,462,832 467,312 463,358 3,393,502 $ 2,043,042 639,517 657,877 3,340,436 $ 641,640 (83,434) (132,959) 425,247 23.9% -15.0% -25.3% 11.3% 72,568 (2,278,903) (160,816) (20,871) (2,388,022) 2.0% -9.9% -5.9% -1.9% -7.9% 13,485 2,478,644 (8,870) (3,009,294) (526,035) 0.6% 100.0% -3.0% -37.5% -4.0% (3,317) (105,306) 952,072 (590,354) 253,095 -0.5% -12.8% 100.0% -146.7% 8.9% 99GV - GENERAL OVERHEAD 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 $ BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT RMGT - RISK MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD BUAS - BUSINESS APPLICATION DEV SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ $ $ $ $ 2,870,718 21,389,160 2,597,358 1,130,469 27,987,705 1,565,988 2,340,369 228,186 6,883,713 11,018,256 $ $ $ $ $ 454,537 734,481 861,924 341,038 2,391,980 $ 577,004 422,987 999,991 $ 2,483,367 996,901 1,709,168 140,440 131,584 5,461,460 1,304,819 1,304,819 $ 1,266,648 51,060 1,317,708 TOTAL PROGRAMS $ 53,725,797 $ $ $ $ $ $ $ 3,345,155 20,996,847 2,582,045 1,206,405 28,130,452 1,952,129 2,286,477 264,929 7,367,323 11,870,858 $ $ $ $ $ $ 3,598,469 22,916,817 2,715,307 1,126,378 30,356,971 2,209,869 2,478,644 294,171 8,024,266 13,006,950 $ $ $ $ $ 2,125,139 2,411,287 299,633 7,571,076 12,407,135 $ $ $ $ $ 481,310 850,082 956,156 346,399 2,633,947 $ $ 634,906 453,131 1,088,037 $ 1,775,898 $ 1,443,565 970,482 (458,843) 186,227 129,962 4,047,291 $ 1,745,271 $ 1,432,426 1,168,691 (117,846) 186,227 129,962 4,544,731 $ 1,540,027 1,371,173 1,099,551 124,011 141,413 4,276,175 1,429,228 1,429,228 1,429,228 1,429,228 1,376,842 1,376,842 366,282 742,922 971,188 371,222 2,451,614 $ 753,303 486,414 1,239,717 $ $ 2,186,949 56,868 2,243,817 $ 54,771,793 633 $ $ $ $ $ 3,030,384 23,220,886 2,823,339 1,141,340 30,215,949 660,182 820,486 952,172 402,378 2,835,218 $ 896,607 621,234 1,517,841 $ 2,186,949 56,868 2,243,817 $ 59,700,439 $ $ $ $ $ 1,191,289 86,868 1,278,157 $ 56,669,744 $ $ $ $ $ $ $ 3,525,901 25,195,720 2,876,123 1,147,249 32,744,993 2,196,384 303,041 11,033,560 13,532,985 $ $ $ $ $ 663,499 925,792 100 992,732 2,582,123 $ 885,110 525,302 1,410,412 $ 1,396,723 1,152,971 172,703 27,927 125,480 68,115 1,129,308 4,073,227 567,144 723,607 1,290,751 $ $ $ $ $ $ $ 1,039,196 1,039,196 $ $ $ 60,014,123 $ 11,497 95,932 107,429 1.3% 15.4% 7.1% 348,548 279,455 995,988 (145,773) 60,747 61,847 (1,129,308) 471,504 20.0% 19.5% 85.2% 123.7% 32.6% 47.6% N/A 10.4% (567,144) 1,429,228 (723,607) 138,477 N/A 100.0% N/A 9.7% 1,147,753 56,868 1,204,621 52.5% 100.0% 53.7% (313,684) -0.5% Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE FY 2013 ACTUAL 3,927,263 21,158 3,948,421 FY 2014 ADOPTED $ FY 2014 REVISED $ 4,416,881 5,000 4,421,881 $ 709,131 $ 709,131 $ 733,670 733,670 $ $ $ FY 2014 FORECAST 5,494,372 5,000 5,499,372 4,126,906 2,080 4,128,986 $ $ 733,670 $ 733,670 $ REVISED VS ADOPTED VAR % FY 2015 ADOPTED $ $ 533,207 $ 533,207 $ 3,615,983 549,882 4,165,865 $ (1,878,389) 544,882 (1,333,507) -34.2% 10897.6% -24.2% 503,994 $ 503,994 $ (229,676) (229,676) -31.3% -31.3% (106,731) -3.1% -40.2% 0.0% -23.7% -17.4% $ $ 3,361,542 $ 3,400,000 $ 3,400,000 $ 3,281,959 $ 3,293,269 $ $ $ $ 16,501 3,086 19,587 $ $ 19,889 13,885 33,774 $ $ 19,889 13,885 33,774 $ SUBTOTAL $ 11,159 3,751 14,910 $ 11,889 13,885 25,774 $ (8,000) (8,000) ALL REVENUES $ 8,034,004 $ 8,589,325 $ 9,666,816 $ 7,963,739 $ 7,988,902 $ (1,677,914) OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 24,213 24,213 $ $ - $ - $ - $ $ - $ $ - $ $ - 8,058,217 FY 2013 ACTUAL $ 9,666,816 FY 2014 REVISED $ 7,963,739 FY 2014 FORECAST $ 7,988,902 FY 2015 ADOPTED $ (1,677,914) -17.4% REVISED VS ADOPTED VAR % TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 8,589,325 FY 2014 ADOPTED $ $ N/A N/A 28,562,698 $ 188,569 922,928 11,571,149 320,732 (6,557,562) 12,851,154 47,859,668 $ 29,509,721 $ 39,732 721,800 13,070,392 213,500 (6,816,047) 11,204,742 47,943,840 $ 33,375,057 $ 124,644 721,800 14,027,690 313,171 (6,816,047) 11,023,952 52,770,267 $ 32,282,870 $ 207,781 933,953 13,251,902 303,510 (6,619,266) 11,347,912 51,708,662 $ 33,966,327 $ 242,212 629,964 14,479,901 180,240 (7,115,436) 11,592,563 53,975,771 $ (591,270) (117,568) 91,836 (452,211) 132,931 299,389 (568,611) (1,205,504) -1.8% -94.3% 12.7% -3.2% 42.4% 4.4% -5.2% -2.3% SUBTOTAL $ 743,546 $ 90,350 53,770 86,829 (64,332) 440,521 1,350,684 $ 1,003,661 $ 91,200 51,800 46,500 (64,323) 537,253 1,666,091 $ 1,142,380 $ 91,200 51,800 31,500 (64,323) 537,253 1,789,810 $ 713,540 $ 79,519 54,298 13,201 (64,317) 483,109 1,279,350 $ 640,033 $ 85,873 58,112 37,545 (86,725) 459,921 1,194,759 $ 502,347 5,327 (6,312) (6,045) 22,402 77,332 595,051 44.0% 5.8% -12.2% -19.2% 34.8% 14.4% 33.2% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 273 $ 1,280,032 252,008 436,260 762,716 1,031,657 185,359 103,384 45,126 3,978 (470,554) 835,138 4,465,377 $ - $ 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 $ - $ 1,345,200 1,520,214 328,458 245,815 1,118,055 151,100 16,650 27,550 3,300 (444,850) 656,870 4,968,362 $ - $ 1,250,470 201,847 414,208 177,517 1,007,456 221,371 36,190 23,949 58,543 (390,784) 566,998 3,567,765 $ - $ 1,346,667 1,391,204 422,326 189,300 1,009,365 161,760 48,000 33,950 3,850 (390,991) 571,162 4,786,593 $ (1,467) 129,010 (93,868) 56,515 108,690 (10,660) (31,350) (6,400) (550) (53,859) 85,708 181,769 N/A -0.1% 8.5% -28.6% 23.0% 9.7% -7.1% -188.3% -23.2% -16.7% -12.1% 13.0% 3.7% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ 25,855 25,855 $ (32,000) 147,000 115,000 N/A 85.5% 66.9% ALL EXPENDITURES $ (313,684) -0.5% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ $ $ 172,000 172,000 53,701,584 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 24,213 24,213 TOTAL USES $ 53,725,797 $ $ 172,000 172,000 54,771,793 $ $ $ - $ 54,771,793 $ 113,967 113,967 $ 32,000 25,000 57,000 59,700,439 $ 56,669,744 $ 60,014,123 $ $ $ - $ $ - $ $ - $ $ $ 59,700,439 $ 56,669,744 $ 60,014,123 $ 634 $ $ $ (313,684) N/A N/A -0.5% Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 36,672 $ 36,672 $ 19,750 $ 19,750 $ 19,750 $ 19,750 $ 12,032 $ 12,032 $ 19,750 $ 19,750 $ $ SOURCES $ 3,929,037 $ 3,929,037 $ 4,424,881 $ 4,424,881 $ 5,502,372 $ 5,502,372 $ 4,131,595 $ 4,131,595 $ 4,160,865 $ 4,160,865 $ (1,341,507) (1,341,507) -24.4% -24.4% $ SOURCES $ 3,787,232 $ 3,787,232 $ 3,830,500 $ 3,830,500 $ 3,830,500 $ 3,830,500 $ 3,561,497 $ 3,561,497 $ 3,546,769 $ 3,546,769 $ (283,731) (283,731) -7.4% -7.4% $ SOURCES $ 2,792 $ 2,792 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 1,890 $ 1,890 $ 10,000 $ 10,000 $ - 0.0% 0.0% $ SOURCES $ 24,213 $ 24,213 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ SOURCES $ 278,271 $ 278,271 $ 304,194 $ 304,194 $ 304,194 $ 304,194 $ 256,725 $ 256,725 $ 251,518 $ 251,518 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 8,034,004 $ 24,213 $ 8,058,217 $ FY 2013 ACTUAL 8,589,325 $ - $ 8,589,325 $ FY 2014 ADOPTED 9,666,816 $ - $ 9,666,816 $ FY 2014 REVISED 7,963,739 $ - $ 7,963,739 $ FY 2014 FORECAST 227 JUVENILE PROBATION GRANTS OPERATING FUND TOTAL 228 JUVENILE PROBATION SPECIAL FEE OPERATING FUND TOTAL 229 JUVENILE RESTITUTION OPERATING FUND TOTAL 255 DETENTION OPERATIONS NON RECURRING NON PROJECT FUND TOTAL 275 JUVENILE PROBATION DIVERSION OPERATING FUND TOTAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT $ $ 15,428,434 15,428,434 $ 16,961,911 16,961,911 $ 16,870,047 16,870,047 $ 17,279,942 17,279,942 $ $ $ 4,062,363 4,062,363 $ $ 4,424,881 4,424,881 $ $ 5,502,372 5,502,372 $ $ 4,131,595 4,131,595 $ $ 4,160,865 4,160,865 $ $ $ $ $ 3,546,769 283,731 3,830,500 $ $ 3,568,439 3,568,439 $ $ 3,830,500 3,830,500 $ $ 3,830,500 3,830,500 $ $ 3,599,153 84,143 3,683,296 $ $ 9,260 9,260 $ $ 10,000 10,000 $ $ 10,000 10,000 $ $ 7,205 7,205 $ $ 10,000 10,000 $ $ $ 28,876,654 721,384 29,598,038 $ 29,539,463 1,234,321 30,773,784 $ 31,830,773 1,234,321 33,065,094 $ 31,756,734 8,379 31,765,113 $ 33,172,371 1,225,942 34,398,313 $ $ $ 251,518 82,985 334,503 $ $ 327,345 327,345 $ $ 330,562 330,562 $ $ 304,194 304,194 $ $ 302,501 6,657 309,158 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 52,889,400 836,397 53,725,797 $ $ $ 53,537,472 1,234,321 54,771,793 $ $ $ 58,466,118 1,234,321 59,700,439 $ $ $ 56,661,365 8,379 56,669,744 $ $ $ 58,421,465 1,592,658 60,014,123 $ $ $ 635 $ $ $ 0.0% 0.0% -17.3% -17.3% 7,988,902 $ (1,677,914) -17.4% - $ N/A 7,988,902 $ (1,677,914) -17.4% FY 2015 REVISED VS ADOPTED ADOPTED VAR % 16,039,469 24,213 16,063,682 FUND TOTAL USES 228 JUVENILE PROBATION SPECIAL FEE OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 229 JUVENILE RESTITUTION OPERATING FUND TOTAL USES 255 DETENTION OPERATIONS OPERATING JUVENILE KITCHEN EQUIP JUV DETENTION TECH PROJECTS FUND TOTAL USES 275 JUVENILE PROBATION DIVERSION OPERATING NON RECURRING NON PROJECT FUND TOTAL USES $ (52,676) (52,676) FUND TOTAL USES $ 227 JUVENILE PROBATION GRANTS OPERATING $ - $ $ $ $ (318,031) (318,031) 1,341,507 1,341,507 283,731 (283,731) - -1.9% N/A -1.9% 24.4% 24.4% 7.4% N/A 0.0% 0.0% 0.0% (1,341,598) (1,225,942) 1,234,321 (1,333,219) -4.2% N/A 100.0% -4.0% $ 79,044 (82,985) (3,941) 23.9% N/A -1.2% $ $ $ 44,653 (358,337) (313,684) 0.1% -29.0% -0.5% $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Staffing by Program and Activity PROGRAM ACTIVITY COMMUNITY SUPERVISION JUV PRE DISP INVESTIGATIONS JUV RESTITUTION AND PUBLIC SVC JUVENILE INTENSIVE SUPERVISION JUVENILE STANDARD SUPERVISION PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT 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 2013 FY 2014 ADOPTED ADOPTED REVISED TO ADOPTED FY 2014 FY 2014 FY 2015 REVISED FORECAST ADOPTED VARIANCE VAR % 41.38 5.50 41.80 105.72 194.40 41.68 5.50 40.00 96.37 183.55 40.33 5.50 39.45 98.17 183.45 41.03 5.50 39.45 97.47 183.45 6.00 38.70 145.84 190.54 (40.33) .50 (.75) 47.67 7.09 (100.0%) 9.1% (1.9%) 48.6% 3.9% 17.00 7.10 24.10 18.00 13.25 31.25 19.00 12.25 .00 31.25 20.00 12.25 32.25 4.00 11.00 15.00 30.00 (15.00) (1.25) 15.00 (1.25) (78.9%) (10.2%) N/A (4.0%) 42.18 6.50 6.50 55.18 42.58 6.50 6.50 55.58 38.58 5.50 6.50 50.58 38.58 5.50 6.50 50.58 33.33 8.50 8.80 50.63 (5.25) 3.00 2.30 .05 (13.6%) 54.5% 35.4% 0.1% 9.10 5.70 14.80 9.10 5.90 15.00 9.10 5.90 15.00 9.10 5.90 15.00 10.80 5.60 16.40 1.70 (.30) 1.40 18.7% (5.1%) 9.3% 20.00 316.43 23.00 9.00 368.43 24.00 295.43 24.00 14.00 357.43 24.00 295.43 25.00 12.00 356.43 24.00 295.43 25.00 12.00 356.43 23.00 295.43 25.00 12.00 355.43 (1.00) (1.00) (4.2%) 0.0% 0.0% 0.0% (0.3%) 16.05 11.15 7.00 16.99 51.19 708.10 15.65 9.85 7.30 17.49 50.29 693.10 15.65 9.85 7.30 17.59 50.39 687.10 15.65 9.85 7.30 17.59 50.39 688.10 16.63 11.33 18.14 46.10 689.10 .98 1.48 10.84 (17.59) (4.29) 2.00 6.3% 15.0% 148.5% (100.0%) (8.5%) 0.3% 636 Maricopa County Annual Business Strategies FY 2015 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 - Probation 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 Medical Assistant Mental Health Director – Juvenile Nurse Nurse Practitioner 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 2014 FY 2015 FY 2013 FY 2014 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 4.00 4.00 7.00 7.00 7.00 N/A 3.00 6.00 6.00 6.00 6.00 6.00 0.0% 4.00 4.00 3.00 3.00 3.00 0.0% 25.00 26.00 27.00 27.00 27.00 0.0% 240.10 220.10 220.10 220.10 221.10 1.00 0.5% 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% 4.00 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 34.00 34.00 34.00 34.00 0.0% 34.00 1.00 1.00 1.00 1.00 1.00 0.0% 5.00 6.00 6.00 6.00 0.0% 5.00 3.00 4.00 5.00 6.00 5.00 0.0% 4.00 0.0% 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 1.00 13.00 13.00 14.00 14.00 14.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 2.00 0.0% 2.00 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 6.00 6.00 6.00 6.00 6.00 0.0% 1.00 0.4% 238.00 230.00 223.00 223.00 224.00 0.0% 35.00 38.00 38.00 38.00 38.00 4.00 4.00 4.00 4.00 4.00 0.0% 4.00 3.00 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 0.0% 4.00 4.00 1.00 1.00 1.00 0.0% 1.00 45.00 45.00 45.00 45.00 46.00 1.00 2.2% 2.00 3.00 3.00 2.00 (1.00) (33.3%) 708.10 693.10 687.10 688.10 689.10 2.00 0.3% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 227 JUVENILE PROBATION GRANTS 255 DETENTION OPERATIONS 275 JUVENILE PROBATION DIVERSION Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 272.00 267.00 266.00 267.00 271.00 5.00 1.9% 60.00 60.00 56.00 56.00 53.00 (3.00) (5.4%) 372.10 362.10 361.10 361.10 361.10 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 708.10 693.10 687.10 688.10 689.10 2.00 0.3% Significant Variance Analysis Due to grant funding ending, 3.0 Full-Time Equivalent (FTE) positions are being eliminated in the Juvenile Probation Grants Fund (227) in FY 2015. However, these three positions are able to be absorbed into the Department’s General Fund (100) by right-sizing supplies and services. The other 3.0 FTE positions added to the General Fund (100) include 2.0 FTE Probation Officers and 1.0 Surveillance Officer to meet the increased needs of youth who are both in the Juvenile Detention/Probation System and the Child Protective Services System. This increase is offset by a transfer to Superior Court. 637 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation General Adjustments Personnel: FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY 2014. Base Adjustments: General Fund (100) • Increase Regular Benefits by $73,122 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $48,307 for the impact of the changes in risk management charges. • Decrease Personnel Savings by $214,386 based on prior years’ actuals and FY 2014 Forecast. This results in changing the budgeted personnel savings rate from 6.4% in FY 2014 to 5.3% in FY 2015. • Decrease Supplies and Services by $134,892 to right-size based on the FY 2014 Forecast. • Reallocate $168,132 from the General Fund (100) to the Detention Fund (255) for the Administrative Cost Distribution. • Increase Expenditures by $18,964 for Justice Support Market Adjustment. • Decrease Expenditures by $117,846 for the transfer of positions from Juvenile Probation to Superior Court. Juvenile Probation Grants Fund (227) • Increase Regular Benefits by $12,989 for the impact of changes in retirement contribution rates. • Decrease revenues and expenditures by $264,016 to reflect an expected reduction in grant awards for FY 2015. • Decrease Expenditures by $12,989 to maintain structural balance. Juvenile Probation Special Fee Fund (228) Operating • Decrease Revenues by $283,731 to reflect a decrease in probation surcharge and fee collection in FY 2015. • Decrease Expenditures by $283,731 to maintain structural balance. Detention Fund (255) Operating • Increase Regular Benefits by $77,160 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $51,772 for the impact of the changes in risk management charges. • Decrease Personnel Savings by $944,457 based on prior years’ actuals and FY 2014 Forecast. This results in changing the budgeted personnel savings rate from 10.3% in FY 2014 to 6.5% in FY 2015. • Reallocate $168,132 from the General Fund (100) to the Detention Fund (255) for the Administrative Cost Distribution. • Increase Expenditures by $8,963 for Justice System Support Market Adjustment. Detention Fund (255) Juvenile Kitchen Equipment • Increase Expenditures by $1,225,942 for the Juvenile Detention Production Kitchen construction and equipment at two locations (Durango and South East Facilities). 638 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Diversion Fund (275) Operating • Increase Regular Benefits by $1,276 for the impact of changes in retirement contribution rates. • Decrease Revenues by $52,676 to reflect a decrease in probation diversion fee collection in FY 2015. • Decrease Expenditures by $53,952 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 Detention 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 Detention Mental Health services without leaving the facility FY 2013 ACTUAL 77.0% FY 2014 REVISED 77.5% FY 2014 FORECAST 85.5% FY 2015 ADOPTED 79.6% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 0.8% 1.2% 1.7% 0.8% (0.3%) -28.3% N/A N/A N/A 100.0% N/A N/A Activities that comprise this program include: • Juvenile Detention Alternatives • Juvenile Detention Medical Clinic • • REV VS ADOPTED VAR % 2.0% 2.6% Juvenile Detention Custody & Control Juvenile Mental Health Juvenile Detention Alternatives Activity The purpose of the Juvenile Detention Alternatives Activity is to provide court-ordered alternatives to detention to youth so they can be crime free and law abiding without secure care detention, enhancing community safety. Mandates: A.R.S. §8-321 establishes that the juvenile court in cooperation with 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. 639 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Expenditure 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 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES FY 2013 ACTUAL 77.0% $ FY 2014 FY 2014 REVISED FORECAST 77.5% 85.5% REV VS ADOPTED VAR % 2.0% 2.6% FY 2015 ADOPTED 79.6% 3,775 1,857 1,998 1,969 112 6.0% 1,918 1,857 1,998 1,969 112 6.0% 760.46 113,696 2,599 2,754,423 $ 2,870,718 $ $ 1,937.79 217,014 3,000 3,378,455 $ 3,598,469 $ $ 1,516.71 $ 165,012 2,500 2,862,872 $ 3,030,384 $ $ 1,790.71 $ 147.08 7.6% 154,568 3,371,333 $ 3,525,901 $ 62,446 3,000 7,122 72,568 28.8% 100.0% 0.2% 2.0% $ Activity Narrative: The methodology for measuring this activity changed in FY 2014, so comparison to previous years is not valid. The number of youth requiring alternatives to detention is expected to increase in FY 2015 due to the Department’s enhanced focus on detention alternatives. Due to the Department conducting a staffing and process review in FY 2014, it is anticipated that the changes in process and caseload assignment will cause the result measure to increase in FY 2015. 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 Expenditure Ratio Revenue REV VS ADOPTED Measure FY 2013 FY 2014 FY 2014 FY 2015 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Incidents resulting in an injury to 0.8% 1.2% 1.7% 0.8% (0.3%) -28.3% detained youth or detention staff Number of screened youth detained during the 5,365 5,630 4,927 4,950 (680) -12.1% reporting period Number of detained youth (total detained youth 7,960 695 602 608 (87) -12.5% population) Number of youth screened by the Juvenile 7,269 7,683 6,695 6,728 (955) -12.4% Detention Assessment Center (JDAC) Total activity expenditures per juvenile $ 2,687.08 $ 2,749.80 $ 3,215.74 $ 3,454.31 $ (704.51) -25.6% detainee during the reporting period 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL SOURCES $ $ 453,372 24,213 477,585 $ $ 306,829 306,829 $ $ 257,991 257,991 $ $ 15,000 464,000 479,000 $ $ 15,000 157,171 172,171 N/A 51.2% N/A 56.1% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 17,253 420,381 20,951,526 $ 21,389,160 20,986 781,009 22,114,822 $ 22,916,817 $ $ 23,997 532,892 22,663,997 $ 23,220,886 $ 21,093 614,642 24,559,985 $ 25,195,720 $ (107) 166,367 (2,445,163) $ (2,278,903) -0.5% 21.3% -11.1% -9.9% Activity Narrative: The methodology for measuring the number of detained youth changed in FY 2014, so comparison to prior years is not applicable. The number of detained youth (i.e. juvenile 640 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget detention population) is expected to continue decreasing due to the Department’s focus on the Juvenile Detention Alternatives. As the Department continues to implement revised evidenced-based practices, it is expected that detained youth will decrease while youth requiring detention alternatives will increase. If the juvenile detention population continues to decrease, the Department has the ability to redeploy personnel currently committed to this activity to the Juvenile Detention Alternatives Activity. This result measure is expected to decrease by 28.3% from FY 2014 Revised based on the FY 2013 Actual and FY 2014 Forecast data. A further decrease in the percent of incidents resulting in injury is not expected as those youth in detention have more complex needs than in the past. 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 Expenditure Ratio Expenditure Measure Description Percent of detained youth who received Detention Medical Health services without leaving the facility Number of Detention Medical Health services delivered during the time period Number of Detention Medical Health services requested Total activity expenditures per Detention Medical service delivered 255 - DETENTION OPERATIONS TOTAL USES FY 2013 ACTUAL 100.0% $ FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 104,609 117,492 81,016 84,094 (33,398) -28.4% 104,609 117,492 81,016 84,094 (33,398) -28.4% 24.83 $ 2,597,358 $ 2,597,358 $ 23.11 $ 2,715,307 $ 2,715,307 $ 34.85 $ 2,823,339 $ 2,823,339 $ 34.20 $ (11.09) -48.0% $ 2,876,123 $ 2,876,123 $ $ (160,816) (160,816) -5.9% -5.9% Activity Narrative: The greatest portion of medical health services is the deliverance of medications to the youth. Since each juvenile detained represents multiple medication encounters within their stay, the population reduction directly attributes to the reduction in demand and output of Detention Medical Health Services delivered. 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. 641 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of detained youth who received Detention Mental Health services without leaving the facility Number of Detention Mental Health services provided during the month Number of Detention Mental Health services requested during the month Total activity expenditures per Detention Mental Health Service provided FY 2013 ACTUAL N/A 255 - DETENTION OPERATIONS TOTAL USES FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 8,151 N/A N/A N/A N/A N/A 8,151 N/A N/A N/A N/A N/A $ 140.75 N/A N/A (20,871) (20,871) -1.9% -1.9% $ 1,130,469 $ 1,130,469 $ 1,126,378 $ 1,126,378 $ 1,141,340 $ 1,141,340 $ 1,147,249 $ 1,147,249 $ $ Activity Narrative: These measures are new in FY 2015. 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 2013 ACTUAL 84.5% FY 2014 FY 2014 REVISED FORECAST 79.4% 77.2% FY 2015 ADOPTED 79.9% REV VS ADOPTED VAR % 0.5% 0.6% 79.6% 77.9% 80.9% 82.5% 4.5% 5.8% 78.7% 79.1% 76.2% 79.2% 0.2% 0.2% 85.4% 84.3% 87.5% 87.0% 2.7% 3.2% 80.4% 82.9% 77.6% 78.6% (4.4%) -5.3% 83.0% 83.5% 82.1% 81.6% (1.9%) -2.3% 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 juvenile court in cooperation with 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. 642 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio 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 2013 ACTUAL 84.5% $ FY 2014 FY 2014 FORECAST REVISED 79.4% 77.2% REV VS ADOPTED VAR % 0.5% 0.6% FY 2015 ADOPTED 79.9% 79.6% 77.9% 80.9% 82.5% 4.5% 5.8% 5,352 6,527 6,262 6,286 (241) -3.7% 5,352 6,527 6,262 6,286 (241) -3.7% 416.06 $ 411.32 $ 393.30 $ 325.01 $ 86.30 21.0% Revenue 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL SOURCES $ 2,239,346 274,884 $ 2,514,230 $ 3,705,518 298,670 $ 4,004,188 $ 2,180,306 251,842 $ 2,432,148 $ 2,276,459 245,994 $ 2,522,453 $ (1,429,059) (52,676) $ (1,481,735) -38.6% -17.6% -37.0% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ $ $ $ $ -16.2% 44.0% 1.9% 23.9% Expenditure 595,708 1,488,701 142,343 $ 2,226,752 786,535 1,741,474 156,673 $ 2,684,682 763,370 1,549,613 149,849 $ 2,462,832 914,210 975,132 153,700 $ 2,043,042 $ (127,675) 766,342 2,973 641,640 Activity Narrative: The methodology for measuring this Activity changed in FY 2014, so comparisons to prior years is invalid. Based on the FY 2014 Forecast, it is expected that the percent of juveniles that complete Diversion successfully without subsequent referral will increase to 82.5% in FY 2015. This is primarily due to the decrease in demand and, subsequently, the lower case loads managed. Base Adjustments: General Fund (100) • Increase Expenditures by $91,904 for 2.0 FTE Probation Officers and 1.0 FTE Surveillance Officer positions to support the trend of “Crossover Youth” (i.e. juveniles who are both in the Child Protective Services & Juvenile Probation/Detention systems). Juvenile Probation Diversion Fund (275) Non Recurring Non Project • Increase Expenditures by $82,985 to offset the decrease in operating revenue in Juvenile Probation Diversion Fund (275) by reallocating personnel expenses. 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 juvenile court in cooperation with 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. 643 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Output Demand Expenditure Ratio Revenue FY 2015 FY 2014 FY 2014 FY 2013 Measure REV VS ADOPTED ADOPTED VAR % FORECAST REVISED ACTUAL Description 24.2% (2.6%) -9.6% 22.8% 26.8% 27.4% Percent of youth who successfully complete Drug Court 84.9% 84.9% 0.0% 0.0% 84.9% Percent of youth who do not receive a 80.6% subsequent adjudication (including VOP) while participating in Drug Court during the year 81.3% 5.6% 7.4% 87.6% 75.7% N/A Percent of juveniles who did not reoffend with a new delinquent referral within the time period 16.0% 8 56 58 50 67 Number of new youth participants in Drug Court -24.7% (48) 146 146 Number of youth who are screened to 186 194 participate in Drug Court 13.4% Total activity expenditure per youth participant $ 6,784.13 $ 13,203.64 $ 8,594.82 $ 11,439.64 $ 1,764.00 in Drug Court 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ 27,935 27,935 $ $ 13,800 13,800 $ $ 39,071 39,071 $ $ - $ $ (13,800) (13,800) -100.0% -100.0% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 317,459 137,078 454,537 $ 365,693 294,489 660,182 $ 440,114 41,196 481,310 $ 509,389 154,110 663,499 $ (143,696) 140,379 (3,317) -39.3% 47.7% -0.5% Expenditure $ $ $ $ $ Activity Narrative: This Activity’s methodology for measurement was revised in FY 2014, so a comparison to FY 2013 Actual and FY 2014 Revised is not valid as a measurement baseline was not yet set. The Department expects the trends of FY 2014 Forecast to continue into FY 2015, which will be the new baseline for measurement. 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: Discretionary services. Measure Type Result Result Output Demand Expenditure Ratio 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 2013 ACTUAL 78.7% FY 2014 FY 2014 REVISED FORECAST 79.1% 76.2% FY 2015 ADOPTED 79.2% REV VS ADOPTED VAR % 0.2% 0.2% 85.4% 84.3% 87.5% 87.0% 2.7% 3.2% 1,029 1,078 1,105 1,008 (70) -6.5% 1,029 1,078 1,105 1,008 (70) -6.5% $ 477.62 $ 486.94 $ 419.33 $ 652.66 $ (165.72) -34.0% $ 237,334 169,993 84,141 491,468 $ 257,944 175,397 91,577 524,918 $ 244,544 125,849 92,965 463,358 $ 182,700 380,712 94,465 657,877 $ 75,244 (205,315) (2,888) (132,959) 29.2% -117.1% -3.2% -25.3% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ $ $ $ $ Activity Narrative: The methodology for measures was revised in FY 2014, so comparison to previous years is not valid. Based on the grants expected to be received in FY 2015, the Department is increasing their grant funding allocated to this Activity. 644 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Juvenile Crime Prevention Program The purpose of the Juvenile Crime Prevention Program is to provide crime prevention programs and educational opportunities to youth in Maricopa County so they can increase knowledge about the law and reduce their risk of formal court involvement. Program Results Measure Description Percent of youth who attended law related education that report an increased awareness of the legal system (survey results) Percent of youth who attended law related education that report a feeling of safety while on school campus Percent of participants in CUTS-lite conferences that do not receive subsequent truancy referrals FY 2013 ACTUAL 97.2% FY 2014 FY 2014 REVISED FORECAST 98.6% 98.5% FY 2015 ADOPTED 98.5% REV VS ADOPTED VAR % (0.0%) -0.0% 91.2% 95.2% 95.1% 95.1% (0.0%) -0.0% 96.3% 98.6% 97.4% 97.9% (0.7%) -0.7% Activities that comprise this program include: • Juvenile Law Related Education • Juvenile Truancy Reduction Base Adjustments: General Fund (100) • Shift Expenditures from the Juvenile Probation Grafts Fund (227) in the amount of $134,892 in the Juvenile Law Related Education & Juvenile Truancy Education Activities for 3.0 FTE Probation Officer positions to support crime prevention and educational activities to prevent at risk juveniles from entering the Juvenile Detention system. 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: Discretionary services. 645 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Demand Demand Expenditure Ratio REV VS ADOPTED Measure FY 2013 FY 2014 FY 2014 FY 2015 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of youth who attended law related 97.2% 98.6% 98.5% 98.5% (0.0%) -0.0% education that report an increased awareness of the legal system (survey results) Percent of youth who attended law related 91.2% 95.2% 95.1% 95.1% (0.0%) -0.0% education that report a feeling of safety while on school campus Number of youth participants (volunteers) in 45,995 51,911 45,542 46,458 (5,453) -10.5% Teen Court plus the number of LRE Youth contacts Number of Law Related Education Hours 1,789 2,005 1,556 1,608 (397) -19.8% delivered Number of youth requesting Teen Court 8,106 8,555 7,662 7,871 (684) -8.0% Volunteer training plus the Safe Schools population. Number of Law Related Education Hours 1,789 2,005 1,556 1,608 (397) -19.8% requested $ 12.54 $ Total activity expenditures per youth who 17.27 $ 13.94 $ 19.05 $ (1.78) -10.3% receives LRE, attends Teen Court Volunteer Training, or is a volunteer in Teen Court during the reporting period Revenue 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ 594,168 594,168 $ $ - $ $ - $ $ 676,039 676,039 $ $ 676,039 676,039 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 67,054 509,950 577,004 $ 258,690 637,917 896,607 $ 89,867 545,039 634,906 $ 455,959 429,151 885,110 $ (197,269) 208,766 11,497 N/A N/A Expenditure $ $ $ $ $ -76.3% 32.7% 1.3% 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 applicable. The Department anticipates that the trends of FY 2014 will continue into FY 2015. 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: Discretionary services. Measure Type Result Output Demand Expenditure Ratio 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 2013 ACTUAL 96.3% FY 2014 REVISED 98.6% FY 2014 FORECAST 97.4% FY 2015 ADOPTED 97.9% 671 474 578 614 - 1,228 939 1,092 REV VS ADOPTED VAR % (0.7%) -0.7% 140 29.5% (136) -11.1% $ 630.38 $ 1,310.62 $ 783.96 $ 855.54 $ 455.08 34.7% $ 110,064 312,923 422,987 $ 182,997 438,237 621,234 $ 125,763 327,368 453,131 $ 246,255 279,047 525,302 $ (63,258) 159,190 95,932 -34.6% 36.3% 15.4% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ $ $ $ $ Activity Narrative: The methodology for measuring this Activity was revised in FY 2014, so a comparison to FY 2013 Actual is not valid. With the additional General Fund resources allocated to this Activity in FY 2015, it is anticipated the Department will be able to increase the number of participants in the Truancy Reduction program by 29.5% 646 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Community Supervision Program The purpose of the Community Supervision Program is to provide appropriate levels of community supervision to adjudicated juveniles who have been placed on probation so they can become law abiding members of the community. Program Results Measure Description Percent of juveniles without a subsequent adjudication (including VOP) 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 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 2013 ACTUAL 75.7% FY 2014 FY 2014 REVISED FORECAST 78.0% 56.2% FY 2015 ADOPTED 56.2% REV VS ADOPTED VAR % -28.0% (21.8%) N/A 51.5% 68.6% 63.8% 12.3% 24.0% 83.3% 62.0% 77.6% 73.9% 11.9% 19.2% N/A 82.5% 74.4% 74.4% (8.1%) -9.8% 99.7% 67.5% 99.6% 63.9% 99.6% 99.7% 72.4% 70.7% 0.1% 6.8% 10.6% Activities that comprise this program include: • Juvenile Intensive Supervision • Juvenile Restitution & Public Service • 0.1% Juvenile Standard Supervision 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 and 8-353 establish the conditions for intensive probation under the supervision of a juvenile probation officer and caseload restrictions. 647 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio 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 2013 ACTUAL 75.7% FY 2014 FY 2014 REVISED FORECAST 78.0% 56.2% N/A $ FY 2015 ADOPTED 56.2% REV VS ADOPTED VAR % (21.8%) -28.0% 51.5% 68.6% 63.8% 399 360 409 434 74 20.6% 399 361 409 434 73 20.2% 1,077.73 17.6% 3,924.78 $ 6,138.53 $ 5,195.94 $ 12.3% 5,060.79 $ $ 2,134,799 61,585 $ 2,196,384 $ 24.0% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 1,557,425 8,563 $ 1,565,988 $ 2,176,479 33,390 $ 2,209,869 $ 2,116,269 8,870 $ 2,125,139 $ 41,680 (28,195) 13,485 1.9% -84.4% 0.6% Activity Narrative: The methods for measuring this activity changed in FY 2014, and thus a comparison to FY 2013 is not valid. The Department anticipates the trends in FY 2014 will continue into FY 2015. 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 juvenile court in cooperation with 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 Expenditure Ratio 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 Service (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 2014 FY 2014 FORECAST REVISED 99.6% 99.6% 63.9% 72.4% FY 2013 ACTUAL 99.7% 67.5% FY 2015 ADOPTED 99.7% 70.7% 1,544 1,506 1,368 1,401 1,042 966 990 998 1,549 1,512 1,374 1,404 REV VS ADOPTED VAR % 0.1% 0.1% 6.8% 10.6% (105) -7.0% 32 3.3% (108) -7.1% $ 218.99 $ 304.52 $ 302.66 $ 303.65 $ 0.88 0.3% 229 - JUVENILE RESTITUTION TOTAL SOURCES $ $ 2,511 2,511 $ $ 9,135 9,135 $ $ 1,111 1,111 $ $ 9,135 9,135 $ $ - 0.0% 0.0% 100 - GENERAL 229 - JUVENILE RESTITUTION TOTAL USES $ 218,926 9,260 228,186 $ 284,171 10,000 294,171 $ 292,428 7,205 299,633 $ 293,041 10,000 303,041 $ Revenue Expenditure $ $ 648 $ $ $ (8,870) (8,870) -3.1% 0.0% -3.0% Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activity Narrative: Measures cannot be compared to FY 2013 Actuals as methodology for measurement changed in FY 2014. Based on the FY 2014 Forecast actual data, the Department expects the same trends to continue into FY 2015 and set a new baseline. 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 and 8-353 require 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 Measure Description Percent of juveniles who did not reoffend with a new delinquent referral within the quarter while supervised under Standard Supervision FY 2013 ACTUAL 83.3% Result 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 N/A Output Demand Expenditure Ratio FY 2014 FY 2014 REVISED FORECAST 62.0% 77.6% REV VS ADOPTED VAR % 11.9% 19.2% FY 2015 ADOPTED 73.9% 82.5% 74.4% 74.4% (8.1%) -9.8% 2,471 2,448 2,198 2,238 (210) -8.6% 2,471 2,448 2,198 2,238 (210) -8.6% $ 2,785.80 $ 3,277.89 $ 3,444.53 $ 4,930.10 $ (1,652.21) -50.4% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE $ 21,158 195,231 419,973 $ 5,000 532,110 425,000 $ 2,080 252,165 273,388 $ 199,485 248,000 $ (5,000) (332,625) (177,000) -100.0% -62.5% -41.6% TOTAL SOURCES $ 636,362 $ 962,110 $ 527,633 $ 447,485 $ (514,625) -53.5% Revenue Expenditure 100 - GENERAL $ 3,630,791 227 - JUVENILE PROBATION GRANTS 144,450 228 - JUVENILE PROBATION SPECIAL FEE 3,108,472 $ 4,631,335 137,251 3,255,680 $ 4,519,980 57,481 2,993,615 $ 6,627,842 575,218 3,830,500 $ (1,996,507) (437,967) (574,820) -43.1% -319.1% -17.7% TOTAL USES $ 8,024,266 $ 7,571,076 $ 11,033,560 $ (3,009,294) -37.5% $ 6,883,713 Activity Narrative: Beginning in FY 2014 the methodology for measuring data for this Activity was changed from prior years; therefore, year-to-year comparison is not valid. Additional funding is allocated to this Activity in FY 2015 to meet the State-revised evidence-based practices in Juvenile Probation. With these revised practices, the Department expects the percent of juveniles who did not reoffend with a new delinquent referral within the quarter while supervised will increase by 19.2%. Although the demand is expected to decrease, additional resources are needed as caseloads have been adjusted to meet the new evidence-based practices. Juvenile Probation Special Fees Fund (228) Non Recurring Non Project • Increase Expenditures by $283,731 to offset the decrease in operating revenue in Juvenile Probation Special Fees Fund (228) by allocating General Fund (100) personnel expenses. 649 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation 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. 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 FY 2013 ACTUAL 27.4% FY 2014 FY 2014 REVISED FORECAST 26.8% 22.8% 80.6% 84.9% 84.9% 84.9% 0.0% 0.0% 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 N/A 75.7% 87.6% 81.3% 5.6% 7.4% 91.9% 88.9% 91.8% 91.9% 3.0% 3.4% N/A 87.5% 97.3% 94.5% 7.1% 8.1% 93.0% 88.5% 81.9% 81.7% (6.8%) -7.7% N/A 97.6% 96.7% 97.0% (0.6%) -0.6% Activities that comprise this program include: • Juvenile Drug Court • Juvenile Out of Home Case Management • FY 2015 ADOPTED 24.2% REV VS ADOPTED VAR % (2.6%) -9.6% Juvenile Sex Offender Case Management 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: Discretionary services. 650 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Output Demand Expenditure Ratio Revenue FY 2015 FY 2014 FY 2014 FY 2013 Measure REV VS ADOPTED ADOPTED VAR % FORECAST REVISED ACTUAL Description 24.2% (2.6%) -9.6% 22.8% 26.8% 27.4% Percent of youth who successfully complete Drug Court 84.9% 84.9% 0.0% 0.0% 84.9% Percent of youth who do not receive a 80.6% subsequent adjudication (including VOP) while participating in Drug Court during the year 81.3% 5.6% 7.4% 87.6% 75.7% N/A Percent of juveniles who did not reoffend with a new delinquent referral within the time period 16.0% 8 56 58 50 67 Number of new youth participants in Drug Court -24.7% (48) 146 146 Number of youth who are screened to 186 194 participate in Drug Court 13.4% Total activity expenditure per youth participant $ 6,784.13 $ 13,203.64 $ 8,594.82 $ 11,439.64 $ 1,764.00 in Drug Court 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ 27,935 27,935 $ $ 13,800 13,800 $ $ 39,071 39,071 $ $ - $ $ (13,800) (13,800) -100.0% -100.0% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 317,459 137,078 454,537 $ 365,693 294,489 660,182 $ 440,114 41,196 481,310 $ 509,389 154,110 663,499 $ (143,696) 140,379 (3,317) -39.3% 47.7% -0.5% Expenditure $ $ $ $ $ Activity Narrative: The methodology for measuring data was modified in FY 2014; therefore, comparison to prior years is not valid. The change in measures in FY 2015 is based on the FY 2014 Forecast. Due to the anticipated increase in the number of new youth participants in Drug Court, the Department has allocated 39.3% more General Fund resources to this Activity in FY 2015. 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: Discretionary services. Measure Type Result Result Output FY 2013 ACTUAL 91.9% 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 FY 2014 FY 2014 REVISED FORECAST 91.8% 88.9% FY 2015 ADOPTED 91.9% REV VS ADOPTED VAR % 3.0% 3.4% 87.5% 97.3% 94.5% 7.1% 8.1% 492 427 704 718 291 68.1% 492 427 704 718 291 68.1% N/A Demand Number of new youth requiring Out of Home therapeutic treatment (and aftercare) supervised by the Treatment Supervision Unit Expenditure Ratio Total activity expenditure per youth requiring Out of Home therapeutic treatment (and aftercare) supervised by the Treatment Supervision Unit $ 693.17 $ 942.34 $ 492.04 $ 1,382.64 $ (440.30) 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ - $ $ - $ $ - $ $ 544,882 544,882 $ $ 544,882 544,882 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 341,038 341,038 $ 402,378 402,378 $ 346,399 346,399 $ 784,177 208,555 992,732 $ (381,799) (208,555) (590,354) -46.7% Revenue N/A N/A Expenditure $ $ 651 $ $ $ -94.9% N/A -146.7% Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activity Narrative: The data used for these measures were revised in FY 2014, so a comparison to prior years is not applicable. Additionally, FY 2014 Revised output and demand were overstated based on the change in measurement. Consequently, FY 2014 Forecast is being used as the baseline measurement and it is anticipated these trends will continue into FY 2015. The increase of expenditures by 146.7% is a result of the consolidation of the Juvenile Treatment Management Services activity into the Juvenile Out of Home Case Management Activity in FY 2015. 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 Expenditure Ratio REV VS ADOPTED Measure FY 2013 FY 2014 FY 2014 FY 2015 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of youth who do not receive a 93.0% 88.5% 81.9% 81.7% (6.8%) -7.7% subsequent adjudication (including VOP) while supervised by the Special Supervision Unit Percent of youth who did not reoffend with a N/A 97.6% 96.7% 97.0% (0.6%) -0.6% new delinquent referral within the quarter Number of new youth adjudicated of a sexual 105 98 95 97 (1) -1.0% offense and supervised by the Special Supervision Unit (SSU) Number of youth adjudicated of a sexual 120 116 104 101 (15) -12.9% offense Total activity expenditure per youth supervised $ 6,995.06 $ 8,372.31 $ 8,948.23 $ 9,544.25 $ (1,171.94) -14.0% by the Special Supervision Unit (SSU) Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ $ 590,561 143,920 734,481 $ $ 638,377 182,109 820,486 $ $ 705,044 145,038 850,082 $ $ 767,012 158,780 925,792 $ $ (128,635) 23,329 (105,306) -20.2% 12.8% -12.8% Activity Narrative: The data used for these measures were revised in FY 2014, so a comparison to prior years is not valid. The Department is allocating additional funding to this Activity in FY 2015 to try to prevent a further decline in the percent of youth who not receive subsequent adjudication while in supervision. 652 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj 3rd and 4th Quarter Retention Pay and Mark et Adj Reallocations Jud Branch Interdeptl Transfer 15,428,434 $ 19,750 $ 1,705,523 $ 1,702,037 730 2,685 71 (172,046) $ (172,046) - $ 16,961,911 $ 19,750 $ 39,480 $ 14 (2,685) (71) 42,222 117,846 $ 117,846 - $ 17,119,237 $ 19,750 $ 73,122 $ 73,122 354,597 $ 48,307 - 91,904 214,386 - Agenda Item: C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-043-2-00 $ MEMO FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj 3rd and 4th Quarter Retention Pay and Mark et Adj 2nd to 4th Quarter Retention Pay Plan Reallocations Jud Branch Interdeptl Transfer $ Agenda Item: C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-043-2-00 $ MEMO FY 2015 Budget Threshold Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Costs Personnel Additions and Related Costs Personnel Savings Personnel Savings (6.4% to 5.3%) Reallocations Reallocation Between Funds Reallocate funds from General Fund to Detention Fund for Administrative Cost Distribution $ $ $ $ 48,307 214,386 $ (168,132) $ (168,132) - $ 17,378,824 $ 1.5% 19,750 0.0% $ 18,964 $ 18,964 (117,846) $ (117,846) - 17,279,942 $ 0.9% 19,750 0.0% (168,132) FY 2015 Tentative Budget Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Justice System Support Mark et Adjustment Reallocations Jud Branch Interdeptl Transfer Transfer of PCNs from Juvenile Probation to Superior Court Agenda Item: $ MEMO $ FY 2015 Adopted Budget Percent Change from Threshold Amount (117,846) $ 653 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Grants Fund (227) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Juv Prob FY 14 Grant Recon $ 4,424,881 $ 4,424,881 $ 1,077,491 $ 1,077,491 1,077,491 1,077,491 $ 5,502,372 $ 5,502,372 $ (1,077,491) $ (1,077,491) (1,077,491) (1,077,491) $ 4,424,881 $ 4,424,881 $ 12,989 $ 12,989 - $ (264,016) $ (264,016) (12,989) $ (12,989) (264,016) (264,016) - 4,160,865 $ -6.0% 4,160,865 -6.0% Agenda Item: C-27-14-002-2-00 FY 2014 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Juv Prob FY 14 Grant Recon Agenda Item: C-27-14-002-2-00 FY 2015 Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Structural Balance Structural Balance Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ Juvenile Probation Grants Fund (227) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED (63,394) $ FY 2014 FORECAST FY 2014 REVISED (63,394) $ (63,394) $ FY 2015 ADOPTED (196,713) $ (196,713) Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 3,929,037 3,929,037 $ $ 4,424,881 4,424,881 $ $ 5,502,372 5,502,372 $ $ 4,131,595 4,131,595 $ $ 4,160,865 4,160,865 Uses: Operating Total Uses: $ $ 4,062,363 4,062,363 $ $ 4,424,881 4,424,881 $ $ 5,502,372 5,502,372 $ $ 4,131,595 4,131,595 $ $ 4,160,865 4,160,865 Structural Balance $ (133,326) $ - $ - $ - $ - Accounting Adjustments $ $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ 7 (196,713) (196,713) $ (63,394) (63,394) $ 654 (63,394) (63,394) $ (196,713) (196,713) $ (196,713) (196,713) Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Special Fees Fund (228) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 3,830,500 $ 3,830,500 FY 2014 Revised Budget $ 3,830,500 $ 3,830,500 FY 2015 Budget Threshold $ 3,830,500 $ 3,830,500 $ - $ (283,731) $ (283,731) (283,731) (283,731) - 3,546,769 $ -7.4% 3,546,769 -7.4% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ Expenditures Revenue NON-RECURRING FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Budget Threshold $ - $ - $ 283,731 $ 283,731 - $ 283,731 $ - Adjustments: Non Recurring Other Non Recurring Increased Juvenile Standard Supervision Activity Agenda Item: $ 283,731 FY 2015 Adopted Budget Percent Change from Threshold Amount Juvenile Probation Special Fees Fund (228) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 1,213,486 $ 1,399,828 $ 1,399,828 $ 1,317,421 $ 1,310,479 Sources: Operating Total Sources: $ $ 3,787,232 3,787,232 $ $ 3,830,500 3,830,500 $ $ 3,830,500 3,830,500 $ $ 3,561,497 3,561,497 $ $ 3,546,769 3,546,769 Uses: Operating Total Uses: $ $ 3,599,153 3,683,296 $ $ 3,830,500 3,830,500 $ $ 3,830,500 3,830,500 $ $ 3,568,439 3,568,439 $ $ 3,546,769 3,830,500 Structural Balance $ 188,079 $ - $ - $ (6,942) $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,317,421 1,317,421 $ $ 1,399,828 1,399,828 $ $ 1,399,828 1,399,828 $ $ 655 1,310,479 1,310,479 $ $ 1,026,748 1,026,748 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Juvenile Probation Restitution Fund (229) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 10,000 $ 10,000 FY 2014 Revised Budget $ 10,000 $ 10,000 FY 2015 Budget Threshold $ 10,000 $ 10,000 FY 2015 Adopted Budget Percent Change from Threshold Amount $ 10,000 $ 0.0% 10,000 0.0% Juvenile Probation Restitution Fund (229) Fund Balance Summary FY 2014 REVISED FY 2014 ADOPTED FY 2013 ACTUAL FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 65,541 $ 65,541 $ 65,541 $ 59,073 $ 53,758 Sources: Operating Total Sources: $ $ 2,792 2,792 $ $ 10,000 10,000 $ $ 10,000 10,000 $ $ 1,890 1,890 $ $ 10,000 10,000 Uses: Operating Total Uses: $ $ 9,260 9,260 $ $ 10,000 10,000 $ $ 10,000 10,000 $ $ 7,205 7,205 $ $ 10,000 10,000 Structural Balance $ (6,468) $ - $ - $ (5,315) $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 59,073 59,073 $ $ 65,541 65,541 $ $ 65,541 65,541 $ $ 53,758 53,758 $ $ 53,758 53,758 656 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Detention Fund (255) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj 3rd and 4th Quarter Retention Pay and Mark et Adj - $ 2,291,310 $ 2,398,061 (180,790) 66,413 7,626 - $ 31,830,773 $ - $ 91,114 $ 24 (66,413) (7,626) 116,961 48,168 - $ 31,921,887 $ - $ 77,160 $ 77,160 996,229 $ 51,772 - 944,457 - $ 168,132 $ 168,132 - $ 33,163,408 $ 3.9% - $ 8,963 $ 8,963 - $ 33,172,371 $ 3.9% - C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-043-2-00 Agenda Item: C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-043-2-00 FY 2015 Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Costs Personnel Savings Personnel Savings (10.3% to 6.5%) Reallocations Reallocation Between Funds Reallocate funds from General Fund to the Detention Fund for Administrative Cost Distribution 29,539,463 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj 3rd and 4th Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - Health Care 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ 51,772 $ 944,457 $ FY 2015 Tentative Budget 168,132 Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Justice System Support Mark et Adjustment Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 657 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Detention Fund (255) (continued) Expenditures Revenue NON-RECURRING FY 2014 Adopted Budget $ 1,234,321 $ - FY 2014 Revised Budget $ 1,234,321 $ - Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: (1,234,321) FY 2015 Budget Target Adjustments: Agenda Item: Non Recurring Non Recurring Carry Forward Juvenile Detention Production Kitchen Equipment for (2) Sites FY 2015 Adopted Budget Percent Change from Target Amount 658 $ - $ - $ - $ 1,225,942 $ 1,225,942 - $ 1,225,942 $ - 1,225,942 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Juvenile Probation Diversion Fund (275) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments 2nd Quarter Retention Pay and Mark et Adj 304,194 $ 26,368 $ 26,368 - $ 330,562 $ 304,194 $ (26,368) $ (26,368) - $ 304,194 $ 304,194 $ 1,276 $ 1,276 - $ (53,952) $ (53,952) (52,676) (52,676) - 251,518 $ -17.3% 251,518 -17.3% C-49-14-032-2-00 Agenda Item: C-49-14-032-2-00 FY 2015 Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance 304,194 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 2nd Quarter Retention Pay and Mark et Adj $ Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ Revenue Expenditures NON RECURRING NON PROJECT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Budget Threshold $ - $ - $ 82,985 82,985 $ - $ 82,985 $ - Adjustments: Agenda Item: Non Recurring Other Non Recurring Risk Management Costs Personnel Savings (6.4% to 5.3%) Reallocate funds from General Fund to Detention Fund for Administrative Cost Distribution FY 2015 Adopted Budget Percent Change from Threshold Amount 659 $ 48,307 214,386 (168,132) Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Diversion Fund (275) Fund Balance Summary FY 2013 ACTUAL FY 2014 REVISED FY 2014 ADOPTED FY 2015 ADOPTED FY 2014 FORECAST Beginning Spendable Fund Balance $ 818,353 $ 789,902 $ 789,902 $ 787,470 $ 716,850 Sources: Operating Total Sources: $ $ 278,271 278,271 $ $ 304,194 304,194 $ $ 304,194 304,194 $ $ 256,725 256,725 $ $ 251,518 251,518 $ $ 327,345 327,345 $ $ 330,562 330,562 $ $ 304,194 304,194 $ $ 302,501 6,657 309,158 $ 251,518 82,985 334,503 Structural Balance $ (24,230) $ - $ (26,368) $ (70,620) $ - Accounting Adjustments $ 4 $ - $ - $ - $ - $ $ 787,470 787,470 $ $ 789,902 789,902 $ $ 763,534 763,534 $ $ 716,850 716,850 $ $ 633,865 633,865 Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance 660 $ Maricopa County Annual Business Strategies FY 2015 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 and Responsibility 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 2013, the actual mandated state contributions reflected as a percent of the General Fund Operating revenue decreased to 20.8% from 23.1% in FY 2012. While operating revenue decreased by nearly $36 million in FY 2013, it was offset by the reduction in mandated payments to the state of $31 million, primarily due to the non-continuance of the County Contribution to the State of Arizona’s General Fund ($26 million in FY 2012). Additional gains in this measure are a result of decreased contributions to the Arizona Long Term Care System (ALTC) and AHCCCS collectively by $6 million. In FY 2014, budgeted mandated state contributions are expected to increase to 21.2% due to a decrease in budgeted revenue collections and increased ALTCS, Arnold v. Sarn and Sexually Violent Persons (SVPs) costs. Of these three state contribution categories, Arnold v. Sarn is increasing by more than $2 million as a result of the annual 5% contribution rate inflator for Serious Mental Illness (SMI) Behavioral Health services ($45 million in FY 2014). 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 State’s projected revenue shortfall in the coming years, 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. 661 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Fiscal Strength and Responsibility 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 was a new goal for FY 2014 which measures operating budget expenditures. Based on the FY 2015 Adopted Budget, it is anticipated that 87.8% of budgeted operating expenditures will support direct program activities. Fiscal Strength and Responsibility 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 was a new goal for FY 2014. Based on the FY 2015 Adopted Budget, the percent of net operating revenue from sources other than taxes is budgeted to be 25.1%, moving towards the 28% target for this goal. Fiscal Strength and Responsibility 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 2014, the total County tax revenue as a percentage of personal income was .71%, slightly below the target of .8%. Personal income in Maricopa County is estimated to have increased collectively by 5.1% or $8 billion. Furthermore, in FY 2014, the total County tax-based revenue (property tax, state shared sales tax, jail tax, vehicle license tax and highway user revenue fund) was 3.3% higher than FY 2013. Personal income and revenue estimates for the FY 2015 Adopted Budget indicate the ratio for this measure will increase to .73% as a result of an improving economy. FY 2015 is estimated to be the fourth consecutive year that Maricopa County has remained below the benchmark value of .80%. Personal Income is expected to rise by 5.4% and the total County tax-based revenues are expected to increase overall by 8%. Vehicle License Tax and Highway User Funds (HURF) are the two largest increases in revenue at 10.95% and 13.28% respectively, as a result of increased new car sales (VLT) and the state legislature’s reversion of a significant portion of the HURF revenue back to the statutory funding formula. Budgeted revenue for state-shared sales tax, state-shared vehicle license tax and jail tax is expected to continue to significantly increase year-over-year due to the utilization of the “Most Likely” forecast for these revenues. The accuracy of the FY 2015 estimate is largely dependent on the stability of the economy; however, it is likely that the total County tax revenue as a percentage of personal income will be below .8%. 662 Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % USES BDMF - BUDGET DEV MON FORECASTING 49PB - PLANNING AND BUDGETING $ $ 1,817,223 $ 1,817,223 $ 2,058,563 $ 2,058,563 $ 2,119,968 $ 2,119,968 $ 2,009,082 $ 2,009,082 $ 2,040,356 $ 2,040,356 $ BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 39,104 $ 211,987 251,091 $ 62,318 $ 170,923 (19,024) 214,217 $ 64,734 $ 181,450 246,184 $ 64,800 $ 177,410 242,210 $ 64,758 $ 48,683 212,687 326,128 $ (24) 132,767 (212,687) (79,944) 0.0% 73.2% N/A N/A -32.5% $ - $ 4,560 4,560 $ - $ 6,101 6,101 $ - $ 6,101 6,101 $ - $ 5,364 5,364 $ 10,476 $ 5,690 16,166 $ (10,476) 6,101 (5,690) (10,065) N/A 100.0% N/A -165.0% TOTAL PROGRAMS $ 2,072,874 $ 2,278,881 $ 2,372,253 $ 2,256,656 $ 2,382,650 $ (10,397) -0.4% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 79,612 79,612 3.8% 3.8% Sources and Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED 1,269,921 $ 2,809 394,831 (22,015) 292,220 1,937,766 $ 1,278,716 $ 415,772 2,844 348,428 2,045,760 $ 1,357,467 $ 409,203 2,847 368,359 2,137,876 $ 1,369,159 $ 419,866 1,188 327,697 2,117,910 $ 1,306,430 $ 403,399 66,850 377,970 2,154,649 $ $ SUBTOTAL $ 5,907 $ 5,907 $ 15,003 $ 15,003 $ 15,003 $ 15,003 $ 11,036 $ 11,036 $ 10,280 $ 10,280 $ 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 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ ALL EXPENDITURES $ 82,349 $ 12,401 109 32,677 1,619 46 129,201 $ 2,072,874 $ 173,760 $ 8,000 3,000 25,758 500 6,700 400 218,118 $ 2,278,881 $ 175,016 $ 8,000 3,000 25,758 500 6,700 400 219,374 $ 2,372,253 $ 84,078 $ 6,483 1,250 27,784 645 7,214 246 10 127,710 $ 2,256,656 $ TOTAL USES $ 2,072,874 $ 2,278,881 $ 2,372,253 $ 2,256,656 $ SUPPLIES 0801 - GENERAL SUPPLIES REVISED VS ADOPTED VAR % 51,037 5,804 (64,003) (9,611) (16,773) 3.8% N/A 1.4% -2248.1% N/A -2.6% -0.8% 4,723 4,723 31.5% 31.5% 166,583 $ 8,004 3,000 32,034 500 7,200 400 217,721 $ 2,382,650 $ 8,433 (4) (6,276) (500) 1,653 (10,397) 4.8% -0.1% 0.0% -24.4% 0.0% -7.5% 0.0% N/A 0.8% -0.4% 2,382,650 $ (10,397) -0.4% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 2,072,874 $ 2,072,874 $ 2,278,881 $ 2,278,881 $ 2,372,253 $ 2,372,253 $ 2,256,656 $ 2,256,656 $ 2,382,650 $ 2,382,650 $ (10,397) (10,397) -0.4% -0.4% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,072,874 $ 2,072,874 $ 2,278,881 $ 2,278,881 $ 2,372,253 $ 2,372,253 $ 2,256,656 $ 2,256,656 $ 2,382,650 $ 2,382,650 $ (10,397) (10,397) -0.4% -0.4% 663 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Management and Budget Staffing by Program and Activity PROGRAM ACTIVITY EMPLOYEE COMPENSATION EMPLOYEE COMPENSATION PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL PLANNING AND BUDGETING BUDGET DEV MON FORECASTING PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED REVISED TO ADOPTED FY 2014 FY 2014 FY 2015 REVISED FORECAST ADOPTED VARIANCE VAR % .40 .40 - .00 - - - - N/A N/A 1.30 1.30 1.00 1.30 2.30 1.00 1.30 2.30 1.00 1.30 2.30 1.00 .30 1.30 (1.00) (1.00) 0.0% (76.9%) (43.5%) 16.30 16.30 18.00 16.70 16.70 19.00 15.70 15.70 18.00 15.70 15.70 18.00 16.70 16.70 18.00 1.00 1.00 - 6.4% 6.4% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Administrator Budget Administrator Budget Analyst Budget Supervisor Deputy Director - Budget Finance/Business Analyst Department Total FY 2014 FY 2014 FY 2015 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 1.00 1.00 1.00 0.0% 11.00 11.00 11.00 11.00 11.00 0.0% 3.00 3.00 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 0.0% 18.00 19.00 18.00 18.00 18.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2013 REVISED TO ADOPTED FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 18.00 19.00 18.00 18.00 18.00 0.0% 18.00 19.00 18.00 18.00 18.00 0.0% General Adjustments Personnel: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: General Fund (100) • Increase Regular Benefits by $683 for the impact of changes in retirement contribution rates. • Decrease expenditures by $408 for the impact of changes in risk management charges and net amount of reallocation to the Deputy County Manager (920). Programs and Activities Planning and Budgeting Program The purpose of the Planning and Budgeting Program is to provide planning, performance management, and budgeting services to the Board of Supervisors, Departments, and Districts so they can plan the provision of services to the residents of Maricopa County, provide those services in a financially effective manner, and be accountable for transparently measuring and reporting progress in meeting measurable goals and in meeting their Board approved budget. 664 Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2015 Adopted 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 2013 ACTUAL 99.4% FY 2014 FY 2014 REVISED FORECAST 100.0% 99.3% 48.3% 70.0% FY 2015 ADOPTED 100.0% 55.0% REV VS ADOPTED VAR % 0.0% 0.0% 70.0% (0.0%) -0.0% 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 Expenditure Ratio Expenditure Ratio Expenditure 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 100 - GENERAL TOTAL USES FY 2013 ACTUAL 99.4% FY 2014 FY 2014 REVISED FORECAST 100.0% 99.3% REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 100.0% 48.3% 70.0% 55.0% 70.0% 322 300 301 307 7 2.3% 772 794 745 747 (47) -5.9% 322 300 307 307 7 2.3% (0.0%) -0.0% $ 783 5,643.55 $ 794 7,066.56 $ 747 6,674.69 $ 747 6,646.11 $ (47) 420.45 -5.9% 5.9% $ 2,353.92 $ 2,669.98 $ 2,696.75 $ 2,731.40 $ (61.42) -2.3% $ 2,040,356 $ 2,040,356 $ $ 79,612 79,612 3.8% 3.8% $ 1,817,223 $ 1,817,223 $ 2,119,968 $ 2,119,968 $ 2,009,082 $ 2,009,082 Activity Narrative: The decrease in the Budget Development, Monitoring and Forecast Activity is due to realigning activities to more accurately reflect the services provided by the department. The change in the efficiency, demand and output of the number of appropriated budgets is due to the consolidation of operating major maintenance appropriations for FY 2014. 665 Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue All Functions FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 2,278,881 $ - $ 93,372 $ 81,804 1,956 9,612 - $ 2,372,253 $ - $ 10,122 $ (1,956) (9,612) 19,223 2,467 - $ 2,382,375 $ - $ 683 $ 683 (3,459) $ (3,459) 3,051 $ 3,051 - 2,382,650 $ 0.0% - Agenda Item: C-49-13-092-2-00 C-49-14-032-2-00 C-49-14-041-2-00 FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: C-49-14-032-2-00 C-49-14-041-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Reallocations Reallocation Between Depts $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ 666 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Medical Examiner Analysis by Dreamlyn Johnson, Management and Budget Analyst Summary Mission The Mission of the Office of the Medical Examiner is to provide professional death investigation, examinations, tests and reports to determine the cause and manner of death to decedents’ families, the judicial system and public health communities so they can protect public health and ensure justice. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals Government Operations By July 2017, 98% (from 61.9% as of June 30, 2013) 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 65.6% of decedents within 24 business hours of examination, which is an increase from FY 2013. The addition of the Community Liaison position provides a single point of contact and is expected to improve the release percentage. The Department anticipates reaching the goal by the target date. Government Operations By July 2017, 25% (from 21.2% as of June 30, 2013) 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 18.9% of jurisdictional cases directly to families’ funeral homes of choice, which is a decrease from FY 2013. As the newly hired Medicolegal Death Investigators become more experienced, the number of Cases Not Admitted (CNA) will increase. The Department anticipates reaching the goal by the target date. Government Operations By July 2017, the Office of the Medical Examiner will improve service to families by completing cases within established timeframes of 80% (40.1% as of June 30, 2013) of cases closed within 45 days and 95% (from 82.1.0% as of June 30, 2013) of cases closed within 90 days. Status: The Medical Examiner’s office is currently closing 29.5% of cases in 45 days and 54.1% of cases in 90 days due to higher caseloads per doctor. By the end of FY 2014, the department will have filled two of three vacant Medical Examiner positions. The third vacancy is expected to be filled in FY 2015. A full staff will decrease the caseload per doctor to a more manageable level and see 667 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2015 Adopted Budget the closure percentage increase. The Department anticipates reaching the goal by the target date. Safe Communities By July 2017, 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 stakeholders on a Mass Fatality Plan and is refining the current plan with preparedness drills. A Mass Fatality Morgue build-out is scheduled for the end of April 2014. The Department anticipates reaching the goal by the target date. Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ 310,362 $ 83,902 8,460 31,123 282,000 $ 104,002 - 282,000 $ 378,799 7,682 324,950 $ 381,252 7,682 320,000 $ 40,388 - 38,000 (338,411) (7,682) 13.5% -89.3% N/A -100.0% 29ME - MEDICAL EXAMINERS $ 433,847 $ 386,002 $ 668,481 $ 713,884 $ 360,388 $ (308,093) -46.1% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ (4,027) $ (4,027) $ - $ - $ - $ - $ (5,379) $ (5,379) $ - $ - $ TOTAL PROGRAMS $ 429,820 $ 386,002 $ 668,481 $ 708,505 $ 360,388 $ (308,093) -46.1% 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 $ 298,752 $ 3,110,233 1,440,568 1,310,574 59,515 810,615 7,030,257 $ 263,504 $ 3,512,311 1,455,316 1,201,608 66,699 821,634 7,321,072 $ 273,977 $ 4,014,522 1,480,995 1,264,492 74,289 843,227 7,951,502 $ 251,470 $ 3,836,525 1,504,593 1,174,773 75,684 838,003 7,681,048 $ 262,136 $ 3,695,494 1,512,622 1,213,266 74,261 841,801 7,599,580 $ 11,841 319,028 (31,627) 51,226 28 1,426 351,922 4.3% 7.9% -2.1% 4.1% 0.0% 0.2% 4.4% HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 32,373 $ 365,577 59,679 457,629 $ 85,859 $ 373,416 (73,529) 58,478 444,224 $ 72,030 $ 383,829 61,389 517,248 $ 74,496 $ 383,191 62,056 519,743 $ 76,667 $ 321,984 1,687 61,790 17,617 479,745 $ (4,637) 61,845 (1,687) (401) (17,617) 37,503 -6.4% 16.1% N/A -0.7% N/A 7.3% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 53,748 53,748 $ - $ 74,993 74,993 $ - $ 74,993 74,993 $ - $ 74,988 74,988 $ 39,971 $ 142,097 182,068 $ (39,971) 74,993 (142,097) (107,075) N/A 100.0% N/A -142.8% TOTAL PROGRAMS $ 7,541,634 $ 7,840,289 $ 8,543,743 $ 8,275,779 $ 8,261,393 $ CREM - CREMATION AUTHORIZATIONS EXAM - DECEDENT MEDICAL EXAMINATION INVG - DECEDENT MEDICAL INVESTIGATION MELB - MEDICAL EXAMINER LAB SERVICES - N/A N/A USES $ $ 668 282,350 3.3% Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category FY 2013 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ SUBTOTAL $ ALL REVENUES $ TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2014 ADOPTED 84,760 84,760 FY 2014 REVISED FY 2014 FORECAST $ $ 63,614 63,614 $ $ 346,093 $ 346,093 $ 340,687 340,687 345,060 $ 345,060 $ 322,388 322,388 $ $ 322,388 $ 322,388 $ 367,791 $ 367,791 $ - $ - $ - $ - $ - $ $ 429,820 $ 386,002 $ 429,820 $ 386,002 FY 2014 FY 2013 ADOPTED ACTUAL $ 668,481 $ 27 27 REVISED VS ADOPTED VAR % FY 2015 ADOPTED $ $ $ $ 708,505 $ - $ - $ (346,093) (346,093) -100.0% -100.0% 360,388 360,388 $ $ 38,000 38,000 11.8% 11.8% - $ $ - N/A N/A 360,388 $ (308,093) -46.1% 668,481 $ 708,505 $ 360,388 $ (308,093) -46.1% FY 2014 FY 2014 FY 2015 REVISED VS ADOPTED REVISED FORECAST ADOPTED VAR % 4,626,368 $ 12,879 122,484 1,632,138 55,132 39,828 6,488,829 $ 4,855,364 $ 82,754 1,743,755 21,350 39,826 6,743,049 $ 5,228,625 $ 82,754 1,763,438 21,350 39,826 7,135,993 $ 5,012,166 $ 121,761 1,698,133 40,144 39,828 6,912,032 $ 5,355,465 $ 87,046 1,838,198 31,750 40,435 7,352,894 $ (126,840) (4,292) (74,760) (10,400) (609) (216,901) -2.4% N/A -5.2% -4.2% -48.7% -1.5% -3.0% 105,130 $ 349,330 29,535 8,812 492,807 $ 76,300 $ 289,676 44,000 11,500 421,476 $ 76,300 $ 317,707 44,000 11,500 449,507 $ 105,492 $ 281,883 32,675 10,770 430,820 $ 80,500 $ 303,158 36,000 11,500 431,158 $ (4,200) 14,549 8,000 18,349 -5.5% 4.6% 18.2% 0.0% 4.1% $ 74,056 $ 102,661 14,508 112,505 110,161 65,760 10,257 10,144 34,652 534,704 $ 116,314 $ 84,414 14,200 101,500 137,594 25,500 11,000 9,200 7,500 507,222 $ 141,111 $ 84,414 14,200 101,500 137,594 33,182 11,000 9,200 7,500 539,701 $ 40,651 $ 77,068 11,441 105,754 136,786 111,898 11,412 8,035 16,689 30 519,764 $ 37,500 $ 84,414 13,680 97,500 176,770 25,500 11,000 9,200 21,777 477,341 $ 103,611 520 4,000 (39,176) 7,682 (14,277) 62,360 73.4% 0.0% 3.7% 3.9% -28.5% 23.2% 0.0% 0.0% -190.4% N/A 11.6% $ $ 25,294 $ 25,294 $ 168,542 $ 168,542 $ 418,542 $ 418,542 $ 413,163 $ 413,163 $ - $ - $ 418,542 418,542 100.0% 100.0% ALL EXPENDITURES $ 7,541,634 $ 7,840,289 $ 8,543,743 $ 8,275,779 $ 8,261,393 $ 282,350 3.3% TOTAL USES $ 7,541,634 $ 7,840,289 $ 8,543,743 $ 8,275,779 $ 8,261,393 $ 282,350 3.3% 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 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ 669 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 345,060 $ 345,060 $ 322,388 $ 322,388 $ 322,388 $ 322,388 $ 367,791 $ 367,791 $ 360,388 $ 360,388 $ $ FUND TOTAL SOURCES $ 84,760 $ 84,760 $ 63,614 $ 63,614 $ 346,093 $ 346,093 $ 340,714 $ 340,714 $ - $ - $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 429,820 $ 429,820 $ FY 2013 ACTUAL 386,002 $ 386,002 $ FY 2014 ADOPTED 668,481 $ 668,481 $ FY 2014 REVISED 708,505 $ 708,505 $ FY 2014 FORECAST FUND TOTAL USES $ 7,471,313 $ 7,471,313 $ 7,608,133 $ 168,542 7,776,675 $ 8,029,108 $ 168,542 8,197,650 $ 7,766,523 $ 168,542 7,935,065 $ 8,261,393 $ 8,261,393 $ $ FUND TOTAL USES $ 70,321 $ 70,321 $ 63,614 $ 63,614 $ 346,093 $ 346,093 $ 340,714 $ 340,714 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 7,541,634 $ - $ 7,541,634 $ 7,671,747 $ 168,542 $ 7,840,289 $ 8,375,201 $ 168,542 $ 8,543,743 $ 8,107,237 $ 168,542 $ 8,275,779 $ 224 MEDICAL EXAMINER GRANT OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT 224 MEDICAL EXAMINER GRANT OPERATING $ 38,000 38,000 11.8% 11.8% (346,093) -100.0% (346,093) -100.0% 360,388 $ (308,093) -46.1% 360,388 $ (308,093) -46.1% FY 2015 REVISED VS ADOPTED ADOPTED VAR % (232,285) 168,542 (63,743) -2.9% 100.0% -0.8% - $ - $ 346,093 346,093 100.0% 100.0% 8,261,393 $ - $ 8,261,393 $ 113,808 168,542 282,350 1.4% 100.0% 3.3% Staffing by Program and Activity PROGRAM ACTIVITY INDIRECT SUPPORT 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 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 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% 4.28 24.63 24.70 11.95 .79 16.00 82.35 86.35 4.28 24.78 24.70 11.95 .54 16.25 82.50 86.50 3.73 25.28 23.75 11.95 .54 16.25 81.50 85.50 3.73 25.28 23.75 11.95 .54 16.25 81.50 85.50 3.73 25.28 24.75 12.95 .54 16.25 83.50 87.50 1.00 1.00 2.00 2.00 0.0% 0.0% 4.2% 8.4% 0.0% 0.0% 2.5% 2.3% 670 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Administrative Manager Administrative Services Mgr Administrative Staff Supv Administrative Supervisor Chief Medical Examiner Crime Scene Specialist Crime Scene Supervisor Deputy Chief Medical Examiner Director - Medical Examiner Forensic Anthropologist Forensic Chemist Forensic Chemist Senior Forensic Chemist Supervisor Forensic Odontologist Forensic Services Supervisor Forensic Technician Human Resources Analyst Laboratory Manager Laboratory Technician Medical Examiner Office Assistant Office Assistant Specialized Photographer Photographer Supervisor Procurement Specialist Social Worker Department Total REVISED TO ADOPTED FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 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 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% 23.00 23.00 21.00 21.00 21.00 0.0% 3.00 3.00 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% .60 .75 .75 .75 .75 0.0% 8.00 8.00 6.00 6.00 7.00 1.00 16.7% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% .75 .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 3.00 3.00 3.00 0.0% 11.00 11.00 10.00 10.00 10.00 0.0% 4.00 3.00 2.50 2.50 2.50 0.0% 12.00 12.00 12.00 12.00 12.00 0.0% 2.00 2.00 1.50 1.50 1.50 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 86.35 86.50 85.50 85.50 87.50 2.00 2.3% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 86.35 86.50 85.50 85.50 87.50 2.00 2.3% 86.35 86.50 85.50 85.50 87.50 2.00 2.3% General Adjustments Personnel: FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY 2014. Base Adjustments: General Fund (100) • Increase Regular Benefits by $2,733 for the impact of changes in retirement contribution rates. • Increase Internal Service Charges by $67,104 for the impact of changes in risk management charges. 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. 671 Maricopa County Annual Business Strategies FY 2015 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 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 99.7% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 40.0% 52.0% 27.0% 40.0% (12.0%) -23.0% 53.2% 77.0% 33.2% 40.0% (37.0%) -48.0% 82.1% 78.0% 48.4% 65.0% (13.0%) -16.6% 64.3% 21.2% 7.7% 59.7% 24.0% 8.8% 65.4% 19.2% 8.1% 65.0% 20.0% 8.5% 5.3% (4.0%) (0.3%) 8.9% -16.7% -3.2% 93.2% 92.1% 68.6% 85.0% (7.1%) -7.7% 5.7% 40.0% 1.6% 45.6% 5.6% 13.9% 42.6% 56.2% 38.8% 57.7% 42.0% 58.5% 40.0% 60.0% 1.3% 2.3% 3.2% 4.0% 84.8% 96.2% 86.1% 96.0% (0.2%) -0.2% 78.6% 62.4% 69.2% 68.0% 5.6% 9.0% 98.1% 98.5% 98.3% 98.5% 0.0% 0.0% 53.2% 85.9% 43.3% 50.0% (35.9%) -41.8% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 61.7% 71.9% 49.7% 50.0% (21.9%) -30.5% 32.1% 49.1% 31.1% 35.0% (14.1%) -28.7% N/A 60.1% 65.7% 64.0% 3.9% 6.5% N/A 29.4% 100.0% 100.0% 70.6% 240.0% N/A 81.6% 96.3% 97.0% 15.4% 18.8% N/A 18.4% 4.0% 3.0% (15.4%) -83.6% 672 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activities that comprise this program include: • Cremation Authorizations • Decedent Medical Examination • Decedent Medical Investigation • • • Office Support Lab Services Legal Support Cremation Authorizations Activity The purpose of Cremation Authorizations Activity is to provide certification for cremation to the public so they can legally cremate a person's remains. Mandates: A.R.S. §11-594 which states the Office of the Medical Examiner gives approval for cremation of a dead body after a death investigation and record the approval on the death certificate. A.R.S. §11-599 provides 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 Expenditure Ratio Revenue Measure Description Percent of cremation authorizations completed within 1 day of receipt. Number of cremation authorizations completed Number of cremation authorizations requested FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 99.7% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 22,072 21,000 22,008 22,000 1,000 4.8% 22,072 21,000 22,008 22,000 1,000 4.8% Expenditure per cremation authorization $ 13.54 $ 13.05 $ 11.43 $ 11.92 $ 1.13 8.7% 100 - GENERAL TOTAL SOURCES $ $ 310,362 310,362 $ $ 282,000 282,000 $ $ 324,950 324,950 $ $ 320,000 320,000 $ $ 38,000 38,000 13.5% 13.5% 100 - GENERAL TOTAL USES $ $ 298,752 298,752 $ $ 273,977 273,977 $ $ 251,470 251,470 $ $ 262,136 262,136 $ $ 11,841 11,841 4.3% 4.3% Expenditure Activity Narrative: The number of cremation authorizations completed will increase with the increased demand from the public to utilize cremation services in FY 2015 leading to an improved efficiency. Base Adjustments: General Fund (100) • Increase Other Charges for Service by $38,000 due to the Department working with the Maricopa County Attorney’s Office to collect outstanding fees from funeral homes. 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. which 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 673 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2015 Adopted Budget accompanied by such other information regarding the physical description and the date and place of death as the Department of Public Safety may require. A.R.S. §11-594 mandates: A. The county medical examiner or alternate medical examiner shall direct a death investigation, shall determine whether an external examination or autopsy is required and shall: 1. Take charge of the dead body. 2. Certify to the cause and manner of death following completion of the death investigation, unless the medical examiner or alternate medical examiner determines there is no jurisdiction pursuant to section 11-593, reduce the findings to writing and promptly make a full report on forms prescribed for that purpose. 3. Have subpoena authority for all documents, records and papers deemed useful in the death investigation. 4. Execute a death certificate provided by the state registrar of vital statistics indicating the cause and the manner of death for those bodies for which a death investigation has been conducted and jurisdiction is assumed. 5. Give approval for cremation of a dead body after a death investigation and record the approval on the death certificate. 6. Notify the county attorney or other law enforcement authority when death is found to be from other than natural causes. 7. Carry out the duties specified under section 28-668. 8. Carry out the duties specified under section 36-860 and 36-861. 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 Expenditure Ratio 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 2014 FY 2014 REVISED FORECAST 52.0% 27.0% FY 2013 ACTUAL 40.0% $ REV VS ADOPTED VAR % (12.0%) -23.0% 53.2% 77.0% 33.2% 40.0% (37.0%) -48.0% 82.1% 78.0% 48.4% 65.0% (13.0%) -16.6% 64.3% 21.2% 7.7% 59.7% 24.0% 8.8% 65.4% 19.2% 8.1% 65.0% 20.0% 8.5% 5.3% (4.0%) (0.3%) 8.9% -16.7% -3.2% 93.2% 92.1% 68.6% 85.0% (7.1%) -7.7% 3,765 369 3,720 428 3,888 391 3,950 412 230 (16) 6.2% -3.7% 3,765 826.09 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL SOURCES $ 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL USES $ 3,066,264 43,969 $ 3,110,233 $ FY 2015 ADOPTED 40.0% 34,698 49,204 83,902 $ $ $ 3,720 1,079.17 40,388 338,411 378,799 $ $ $ 3,888 986.76 42,841 338,411 381,252 $ $ $ 3,950 935.57 40,388 40,388 $ $ $ 230 143.60 6.2% 13.3% (338,411) (338,411) 0.0% -100.0% -89.3% (19,383) 338,411 319,028 -0.5% 100.0% 7.9% Expenditure $ 3,676,111 338,411 $ 4,014,522 $ 3,503,493 333,032 $ 3,836,525 $ 3,695,494 $ 3,695,494 $ $ Activity Narrative: The percent of cases completed within 45 and 90 days should increase from the FY 2014 Forecast to the FY 2015 Adopted budget due to full staffing of this activity. Three Medical Examiner positions were vacant for most of FY 2014. By the end of FY 2014, two positions will be 674 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Medical Examiner filled, and it is anticipated that the remaining vacancy will be filled in early FY 2015. Grant funding in FY 2014 was for one-time purchases and will not occur in FY 2015. Having been understaffed for most of FY 2013 and FY 2014, a substantial backlog of cases has occurred which will drive-down the percent of completed cases for FY 2015 when compared to FY 2014 Revised. The Medical Examiners recruited and hired have less experience than the employees that they have replaced. Until the Medical Examiners gain more experience and learn the procedures of the Department, it is expected to have a negative effect on completion percentages compared to the FY 2014 Revised. 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 which states: 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: 1. 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. 2. 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 that 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. 675 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Output Demand Expenditure Ratio 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 2014 FY 2014 REVISED FORECAST 40.0% 1.6% FY 2013 ACTUAL 5.7% 42.6% 56.2% $ 8,321 8,321 173.12 224 - MEDICAL EXAMINER GRANT TOTAL SOURCES $ $ 8,460 8,460 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL USES $ 1,435,851 4,717 $ 1,440,568 38.8% 57.7% $ 7,980 7,980 185.59 $ $ - FY 2015 ADOPTED 45.6% 42.0% 58.5% $ 8,300 8,300 181.28 $ $ - REV VS ADOPTED % VAR 5.6% 13.9% 40.0% 60.0% 1.3% 2.3% 3.2% 4.0% 4.0% 4.0% 1.8% N/A N/A $ 8,300 8,300 182.24 $ 320 320 3.34 $ $ - $ $ - $ 1,512,622 $ 1,512,622 $ Expenditure $ 1,480,995 $ 1,480,995 $ 1,504,593 $ 1,504,593 $ (31,627) (31,627) -2.1% N/A -2.1% Activity Narrative: The percentage of investigative summaries completed by the day of an exam will increase in FY 2015, as a procedural issue has been corrected. Previously, the investigative summary was logged as completed in the Case Management System (CME) once the Preliminary Report of Death (PROD) was completed. The investigative summary and PROD have been combined to create one report that the Medical Examiner will review prior to the exam. This report will provide more information to the doctors and will allow the Department to better track the percent of investigative summaries completed. Base Adjustments: General Fund (100) • Increase Personal Services by $64,086 for the addition of a Social Worker position at 1.0 FTE. 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 which states 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. 676 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Demand Expenditure Ratio Expenditure FY 2014 FY 2014 FORECAST REVISED 96.2% 86.1% FY 2013 ACTUAL 84.8% FY 2015 ADOPTED 96.0% 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 $ 106.56 $ 96.00 $ 142.74 $ 140.30 100 - GENERAL TOTAL USES $ $ 810,615 810,615 $ $ 843,227 843,227 $ $ 838,003 838,003 $ $ 841,801 841,801 78.6% 62.4% 69.2% 68.0% 7,607 8,784 5,871 3,765 7,607 3,720 8,784 3,888 5,871 REV VS ADOPTED % VAR (0.2%) -0.2% 5.6% 9.0% 6,000 (2,784) -31.7% 3,948 6,000 228 (2,784) 6.1% -31.7% $ (44.30) -46.2% $ $ 1,426 1,426 0.2% 0.2% Activity Narrative: Investigators will now be responsible for transcribing their own investigative summary reports in FY 2015 that will reduce the Output of total number of reports transcribed by office staff. This activity will be reviewed during FY 2016 the Strategic Business Plan update period. Lab Services Activity The purpose of the Lab Services Activity is to provide professionally administered drug analyses reports, test results and microscopic slide results (according to established standards) to family/next of kin and/or law enforcement so they can be advised of whether or not drugs or chemicals contributed to the cause and manner of death. Mandates: A.R.S. §11-594 which states that 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. 677 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Result Result Output Output Output Demand Demand Expenditure Ratio Revenue Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of toxicology tests completed in house 98.1% 98.5% 98.3% 98.5% 0.0% 0.0% of total tests requested (excluding weekends and holidays) 53.2% 85.9% 43.3% Percent of toxicology reports produced within 50.0% (35.9%) -41.8% 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) 71.9% 49.7% 50.0% Percent of examined cases requiring 61.7% (21.9%) -30.5% microscopic slides to be produced Percent of toxicology reports produced within 32.1% 49.1% 31.1% 35.0% (14.1%) -28.7% 35 days of exam (excluding weekends and holidays) 3,592 5.7% 67,000 Number of toxicology tests produced 66,097 63,408 63,289 254 3,650 7.5% 3,932 3,396 Number of total toxicology reports produced 3,410 8,792 9,000 (1,284) 10,284 Number of microscopic slides produced 10,429 -12.5% Number of toxicology tests requested 66,097 63,408 63,289 67,000 3,592 5.7% Number of microscopic slides requested 10,429 10,284 8,792 -12.5% 9,000 (1,284) Expenditure per test produced 9.2% $ 19.83 $ 1.83 19.94 $ 18.11 $ 18.56 $ 224 - MEDICAL EXAMINER GRANT TOTAL SOURCES $ $ 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL USES $ 1,288,939 21,635 $ 1,310,574 31,123 31,123 $ $ 7,682 7,682 $ $ 7,682 7,682 - $ $ (7,682) (7,682) -100.0% -100.0% $ 1,213,266 $ 1,213,266 $ 43,544 7,682 51,226 3.5% 100.0% 4.1% $ $ Expenditure $ 1,256,810 7,682 $ 1,264,492 $ 1,167,091 7,682 $ 1,174,773 $ Activity Narrative: It was found in FY 2014 that toxicology lab equipment produced inaccurate results based on an incorrect methodology. This issue was corrected but will result in a decline in the percent of toxicology reports produced within 45 days in FY 2015. A change in processes, as well as the retirement of a very experienced employee, will reduce the number of microscopic slides being produced in FY 2015. Legal Support Activity The purpose of the Legal Support Activity is to provide independent and unbiased scientific evidence (expert testimony, examination reports etc…) to judicial and law enforcement authorities and the general public so they can have timely, accurate and complete information for adjudication purposes and closure. Mandates: A.R.S. §11-594 which states that 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. 678 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Result Output Output Demand Expenditure Ratio 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 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 60.1% 65.7% REV VS ADOPTED VAR % 3.9% 6.5% N/A 29.4% 100.0% 100.0% 70.6% 240.0% N/A 81.6% 96.3% 97.0% 15.4% 18.8% N/A 18.4% 4.0% 3.0% (15.4%) -83.6% N/A 612 465 480 (132) -21.6% N/A N/A 192 612 176 465 200 480 8 (132) 4.2% -21.6% (33.32) -27.5% N/A $ $ $ FY 2015 ADOPTED 64.0% 59,515 59,515 $ $ 121.39 $ 162.76 $ 154.71 $ 74,289 74,289 $ $ 75,684 75,684 $ $ 74,261 74,261 $ $ 28 28 0.0% 0.0% Activity Narrative: Data from previous years was based on estimates. The Department began to manually collect data during FY 2014 making the information more accurate; however, it cannot be compared to historical data. 679 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj 322,388 $ 420,975 $ 237,363 172,652 5,166 305 5,489 - $ 8,029,108 $ 322,388 $ 96,675 $ 88,347 (5,166) (305) (5,489) 609 18,679 - $ 8,125,783 $ 322,388 $ 2,733 $ 2,733 131,190 $ 67,104 - C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 Agenda Item: C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Personnel Additions and Related Costs Increase of 1.0 FTE for Community Liaison position Fees and Other Revenues ProgRevenue Volume Inc/Dec 7,608,133 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ 67,104 $ 64,086 64,086 FY 2015 Tentative Budget $ - $ - 38,000 38,000 $ 8,259,706 $ 1.6% 360,388 11.8% $ 1,687 $ 1,687 - $ 8,261,393 $ 1.7% 360,388 11.8% Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Justice System Support Mark et Adjustment and Office Assistant Specialized Mark et Adjustment - Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 680 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks and Recreation Analysis by Harold Sigüenza, Management and Budget Supervisor 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 2015, 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: Standard Operating Procedures for the Maintenance Standards Manual are 90% completed. Service level needs were identified and facility maintenance standards were developed for all park facilities and amenities in FY 2014 and are scheduled to be implemented in FY 2015. All park staff, including supervisors, has been trained to the new service levels and maintenance standards. Maintenance manuals and schedules have been developed for all park facilities equipment, while maintenance inspection protocol is currently being developed. Safe Communities By the end of FY 2015, 75% of all existing facilities from FY 2009 will be upgraded and/or renovated to meet current Departmental standards so that all visitors can utilize modern, up-to-date amenities that meet their diverse expectations. Status: In FY 2014, Parks was able to upgrade and renovate 17 existing restroom facilities with approximately 58 more scheduled for FY 2015. When completed, 100% of all restrooms will be upgraded and renovated. Parks was also able to complete demolition, removal and repair of 8 playgrounds, with all remaining playgrounds scheduled to be upgraded and renovated in FY 2015. In addition, the Department has been awarded a funding match by the Bureau of Reclamation to renovate the Lake Pleasant Visitor Center, which is scheduled to be completed in FY 2015. 681 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Specific 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 an increase of 15% attendance over FY 2013 through December 2013. If this trend continues, Parks will end FY 2014 at 0.9% below FY 2009 attendance figures. Using a three year attendance history, Parks will end FY 2015, meeting FY 2009 pre-recession attendance counts. Department Specific 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: Parks continues to investigate long-term and permanent funding sources. Additional long-term concessionaire agreements, including development of sports and activity fields at Estrella Mountain Regional Park and resort opportunities at Lake Pleasant, are currently in process. The Department has also completed a cost of service model and has forwarded a request to update the Park and Recreation Fee Schedule to the Board of Supervisors. Growth and Economic Development By the end of FY 2015, the regional park system will increase by 8% (10,000 acres) over FY 2009, providing additional open space experiences, wildlife habitats, natural vistas and recreational opportunities for our visitors to preserve natural open space areas, protecting our cultural and natural habitats to preserve a high quality of life for current and future residents and visitors of Maricopa County. Status: Parks continues work with the Bureau of Land Management and The Nature Conservancy to accept management responsibility for the Vulture Mountain Recreation Area. It is anticipated the Department will take over management responsibility of the Hassayampa River Preserve in FY 2016 and Vulture Mountain Recreation Area in FY 2017. 682 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES AREC - RECREATION INTP - INTERPRETIVE SERVICES 30ER - PARK EDUCATION AND RECREATION $ GNMT - GENERAL MAINTENANCE $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 6,617,723 $ 219,561 6,837,284 $ 6,494,687 $ 194,747 6,689,434 $ 6,752,748 $ 197,621 6,950,369 $ 6,907,679 $ 210,697 7,118,376 $ 7,072,224 $ 202,356 7,274,580 $ 319,476 4,735 324,211 4.7% 2.4% 4.7% $ 207,342 $ 85,530 $ 85,530 $ 184,582 $ 152,148 $ 66,618 77.9% MDEV - DEVELOPMENT 30SP - PARK SUPPORT $ 1,645,879 1,853,221 $ 3,600 89,130 $ 3,600 89,130 $ 9,150 193,732 $ 9,620 161,768 $ 6,020 72,638 167.2% 81.5% ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 25 $ 25 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 55 $ 55 $ 125 $ 125 $ (4,875) (4,875) -97.5% -97.5% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 25,123 $ 25,123 $ 17,250 $ 17,250 $ 20,250 $ 20,250 $ 20,721 $ 20,721 $ 20,470 $ 20,470 $ 220 220 1.1% 1.1% TOTAL PROGRAMS $ 8,715,653 $ 6,800,814 $ 7,064,749 $ 7,332,884 $ 7,456,943 $ 392,194 5.6% 2,289,031 $ 749,300 3,038,331 $ 2,538,774 $ 656,621 3,195,395 $ 2,742,232 $ 685,003 3,427,235 $ 2,328,289 $ 656,460 2,984,749 $ 3,231,884 $ 751,598 3,983,482 $ (489,652) (66,595) (556,247) 1,933,823 $ 2,024,672 3,958,495 $ 3,837,463 $ 3,237,286 7,074,749 $ 3,858,027 $ 3,220,473 7,078,500 $ 3,654,530 $ 2,102,957 5,757,487 $ 3,512,210 $ 2,491,462 6,003,672 $ 305,642 $ 80,617 372,183 758,442 $ 390,683 $ 8,700 510,844 910,227 $ 401,768 $ 8,700 533,726 944,194 $ 305,078 $ 8,700 444,537 758,315 $ 287,292 $ 16,514 11,000 384,835 699,641 $ 114,476 (16,514) (2,300) 148,891 244,553 28.5% N/A -26.4% 27.9% 25.9% 401,850 $ 352,411 754,261 $ 401,850 $ 352,411 754,261 $ 401,849 $ 347,402 749,251 $ 526,875 $ 31,205 174,977 257,312 990,369 $ (125,025) (31,205) (174,977) 352,411 (257,312) (236,108) -31.1% N/A N/A 100.0% N/A -31.3% USES AREC - RECREATION INTP - INTERPRETIVE SERVICES 30ER - PARK EDUCATION AND RECREATION $ GNMT - GENERAL MAINTENANCE MDEV - DEVELOPMENT 30SP - PARK SUPPORT $ $ $ 345,817 729,011 1,074,828 -17.9% -9.7% -16.2% 9.0% 22.6% 15.2% BDFS - BUDGET AND FINANCIAL SERVICES FACI - FACILITIES MANAGEMENT HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 371,711 $ 272,299 644,010 $ TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 103,746 $ 103,746 $ 152,292 $ 152,292 $ 152,292 $ 152,292 $ 174,832 $ 174,832 $ 53,081 $ 53,081 $ 99,211 99,211 65.1% 65.1% TOTAL PROGRAMS $ 8,503,024 $ 12,086,924 $ 12,356,482 $ 10,424,634 $ 11,730,245 $ 626,237 5.1% $ Sources and Uses by Category FY 2013 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE FY 2014 ADOPTED 10,000 10,000 $ $ 317,509 $ 4,653,539 4,971,048 $ FY 2014 REVISED - $ - $ 262,096 4,720,297 4,982,393 $ $ FY 2014 FORECAST 7,909 7,909 $ $ 262,096 $ 4,751,797 5,013,893 $ FY 2015 ADOPTED 7,909 7,909 $ $ 279,836 $ 5,035,437 5,315,273 $ REVISED VS ADOPTED VAR % 7,909 7,909 $ $ 252,830 $ 5,106,038 5,358,868 $ - 0.0% 0.0% (9,266) 354,241 344,975 -3.5% 7.5% 6.9% $ 817 $ 460 $ 460 $ 480 $ 360 $ (100) -21.7% $ $ $ 22,328 2,067,478 2,089,806 $ $ 23,783 1,985,439 2,009,222 $ $ 23,380 2,019,107 2,042,487 $ $ 20,380 1,797,581 1,817,961 $ SUBTOTAL $ 27,304 2,090,186 2,117,490 (1,052) 48,371 47,319 -4.5% 2.4% 2.3% ALL REVENUES $ 7,099,355 $ 6,800,814 $ 7,064,749 $ 7,332,884 $ 7,456,943 $ OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ ALL OTHER FINANCING SOURCES $ 1,616,298 1,616,298 $ $ - $ - $ - $ $ - $ $ TOTAL SOURCES $ 8,715,653 $ 7,064,749 $ 7,332,884 $ 6,800,814 $ 683 $ 392,194 5.6% $ $ - N/A N/A 7,456,943 $ 392,194 5.6% - Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation 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 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 3,323,861 $ 44,225 3,178 1,370,167 99,099 (740,518) 656,233 4,756,245 $ 3,404,869 $ 69,615 1,449,522 6,000 (854,322) 637,720 4,713,404 $ 3,509,881 $ 95,087 1,480,747 6,000 (871,033) 640,371 4,861,053 $ 3,393,175 $ 67,316 2,899 1,429,551 2,228 (720,019) 747,336 4,922,486 $ 3,460,853 $ 91,111 2,000 1,493,959 125,000 (460,563) 513,529 5,225,889 $ 49,028 3,976 (2,000) (13,212) (119,000) (410,470) 126,842 (364,836) 1.4% 4.2% N/A -0.9% -1983.3% -47.1% 19.8% -7.5% 557,274 $ 144,838 48,977 3,248 754,337 $ 506,702 $ 200 110,107 140,000 3,100 760,109 $ 628,611 $ 200 110,107 140,000 3,100 882,018 $ 451,863 $ 119,960 140,973 5,903 718,699 $ 781,352 $ 200 132,570 137,425 276 1,051,823 $ (152,741) (22,463) 2,575 2,824 (169,805) -24.3% 0.0% -20.4% 1.8% 91.1% -19.3% 1,144 $ 382,623 18,391 155,644 23,512 883,886 1,784 6,270 8,833 730,374 4,104 2,216,565 $ - $ 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 $ - $ 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 $ - $ 482,664 15,676 2,036,077 20,297 864,477 1,995 5,603 8,337 718,418 (509,469) 509,317 4,153,392 $ - $ 10,400 648,977 16,918 2,335,587 98,823 1,060,187 5,000 6,793 10,055 727,621 (564,802) 566,974 4,922,533 $ (10,400) 386,706 (5,794) (324,034) (6,022) (130,555) (2,000) 8,636 (110) 132 39,029 1,970 (2,172) (44,614) N/A N/A 37.3% -52.1% -16.1% -6.5% -14.0% -66.7% 56.0% -1.1% 100.0% 5.1% 0.4% -0.4% -0.9% $ 359,429 $ 5,793 403,238 7,417 775,877 $ 1,425,492 $ 275,000 35,000 1,735,492 $ 1,425,492 $ 275,000 35,000 1,735,492 $ 503,927 $ 113,000 10,000 3,130 630,057 $ 200,000 $ 30,000 300,000 530,000 $ 1,225,492 (30,000) (25,000) 35,000 1,205,492 86.0% N/A -9.1% 100.0% N/A 69.5% ALL EXPENDITURES $ 8,503,024 $ 12,086,924 $ 12,356,482 $ 10,424,634 $ 11,730,245 $ 626,237 5.1% TOTAL USES $ 8,503,024 $ 12,086,924 $ 12,356,482 $ 10,424,634 $ 11,730,245 $ 626,237 5.1% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ 684 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 230 PARKS AND RECREATION GRANTS 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 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ SOURCES $ 10,000 $ 10,000 $ - $ - $ 7,909 $ 7,909 $ 7,909 $ 7,909 $ 7,909 $ 7,909 $ - 0.0% 0.0% $ SOURCES $ 281,120 $ 281,120 $ 266,411 $ 266,411 $ 266,411 $ 266,411 $ 288,880 $ 288,880 $ 266,411 $ 266,411 $ - 0.0% 0.0% $ SOURCES $ 330,592 $ 330,592 $ 220,000 $ 220,000 $ 377,084 $ 377,084 $ 306,803 $ 306,803 $ 310,000 $ 310,000 $ $ SOURCES $ 2,196,295 $ 2,196,295 $ 2,377,083 $ 2,377,083 $ 2,377,083 $ 2,377,083 $ 2,422,266 $ 2,422,266 $ 2,514,692 $ 2,514,692 $ 137,609 137,609 5.8% 5.8% $ SOURCES $ 4,288,527 $ 1,616,298 5,904,825 $ 3,960,786 $ 3,960,786 $ 4,100,728 $ 4,100,728 $ 4,337,432 $ 4,337,432 $ 4,349,860 $ 4,349,860 $ 249,132 249,132 6.1% N/A 6.1% $ SOURCES $ 67,489 $ 67,489 $ 13,905 $ 13,905 $ 27,905 $ 27,905 $ 36,566 $ 36,566 $ 23,277 $ 23,277 $ (4,628) (4,628) -16.6% -16.6% $ SOURCES $ (74,668) $ (74,668) $ (37,371) $ (37,371) $ (92,371) $ (92,371) $ (66,972) $ (66,972) $ (15,206) $ (15,206) $ 77,165 77,165 -83.5% -83.5% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 7,089,355 $ 1,626,298 $ 8,715,653 $ FY 2013 ACTUAL 6,800,814 $ - $ 6,800,814 $ FY 2014 ADOPTED 7,056,840 $ 7,909 $ 7,064,749 $ FY 2014 REVISED 7,324,975 $ 7,909 $ 7,332,884 $ FY 2014 FORECAST USES $ 1,038,764 $ 30,475 1,069,239 $ 564,802 $ 725,210 869,000 500,000 341,500 3,000,512 $ 564,802 $ 400,210 869,000 866,414 300,086 3,000,512 $ 509,469 $ 346,767 869,000 825,000 82,772 2,633,008 $ 564,802 $ 250,000 275,000 190,000 1,279,802 $ 150,210 869,000 591,414 110,086 1,720,710 0.0% 37.5% 100.0% 68.3% 36.7% 57.3% $ USES $ 10,000 $ 10,000 $ - $ - $ 7,909 $ 7,909 $ 7,909 $ 7,909 $ 7,909 $ 7,909 $ - 0.0% 0.0% $ 223,794 $ 1,251 225,045 $ 260,960 $ 35,000 295,960 $ 266,287 $ 35,000 301,287 $ 244,659 $ 35,000 279,659 $ 266,411 $ 25,000 291,411 $ (124) 10,000 9,876 0.0% 28.6% 3.3% 336,969 $ 940 337,909 $ 220,000 $ 220,000 $ 377,084 $ 377,084 $ 306,803 $ 306,803 $ 310,000 $ 310,000 $ 67,084 67,084 17.8% N/A 17.8% 1,989,768 $ 530,331 2,520,099 $ 2,243,650 $ 1,041,200 3,284,850 $ 2,298,946 $ 1,041,200 3,340,146 $ 2,218,658 $ 454,087 2,672,745 $ 2,514,692 $ 698,000 3,212,692 $ (215,746) 343,200 127,454 -9.4% 33.0% 3.8% 3,720,647 $ 674,592 4,395,239 $ 3,960,786 $ 1,300,282 5,261,068 $ 4,045,728 $ 1,300,282 5,346,010 $ 4,030,437 $ 533,169 4,563,606 $ 4,349,860 $ 1,015,000 530,000 640,000 6,534,860 $ (304,132) 285,282 (530,000) (640,000) (1,188,850) -7.5% 21.9% N/A N/A -22.2% USES $ 17,279 $ 2,882 20,161 $ 13,905 $ 48,000 61,905 $ 27,905 $ 48,000 75,905 $ 19,876 $ 8,000 27,876 $ 23,277 $ 85,500 108,777 $ 4,628 (37,500) (32,872) 16.6% -78.1% -43.3% $ USES $ (74,668) $ (74,668) $ (37,371) $ (37,371) $ (92,371) $ (92,371) $ (66,972) $ (66,972) $ (15,206) $ (15,206) $ (77,165) (77,165) 83.5% 83.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 7,252,553 $ 1,250,471 $ 8,503,024 $ 7,226,732 $ 4,860,192 $ 12,086,924 $ 7,488,381 $ 4,868,101 $ 12,356,482 $ 7,262,930 $ 3,161,704 $ 10,424,634 $ 8,013,836 $ 3,716,409 $ 11,730,245 $ (525,455) 1,151,692 626,237 -7.0% 23.7% 5.1% FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT PARKS PLAYGROUNDS UPGRADES PARKS RESTROOMS UPGRADES PARKS WATER UPGRADES FUND TOTAL 230 PARKS AND RECREATION GRANTS NON RECURRING NON PROJECT FUND TOTAL 225 SPUR CROSS RANCH CONSERVATION OPERATING NON RECURRING NON PROJECT FUND TOTAL 239 PARKS SOUVENIR OPERATING NON RECURRING NON PROJECT FUND TOTAL 240 LAKE PLEASANT RECREATION SVCS OPERATING NON RECURRING NON PROJECT FUND TOTAL 241 PARKS ENHANCEMENT FUND OPERATING NON RECURRING NON PROJECT PARKS PLAYGROUNDS UPGRADES PARKS RESTROOMS UPGRADES FUND TOTAL 243 PARKS DONATIONS OPERATING NON RECURRING NON PROJECT FUND TOTAL 900 ELIMINATIONS OPERATING FUND TOTAL $ USES $ $ USES $ $ USES $ $ USES $ $ 685 (67,084) (67,084) -17.8% -17.8% 7,449,034 $ 5.6% 392,194 7,909 $ 0.0% 7,456,943 $ 392,194 5.6% REVISED VS ADOPTED FY 2015 ADOPTED VAR % Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Staffing by Program and Activity PROGRAM ACTIVITY INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL PARK EDUCATION AND RECREATION INTERPRETIVE SERVICES RECREATION PROGRAM TOTAL PARK SUPPORT DEVELOPMENT GENERAL MAINTENANCE PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 4.00 4.00 8.00 4.00 2.00 6.00 4.00 2.00 6.00 4.00 2.00 6.00 4.00 2.00 6.00 - 0.0% 0.0% 0.0% 13.00 24.00 37.00 11.10 28.50 39.60 11.10 27.50 38.60 11.10 28.50 39.60 11.10 29.00 40.10 1.50 1.50 0.0% 5.5% 3.9% 18.00 20.00 38.00 83.00 17.00 20.40 37.40 83.00 15.00 20.40 35.40 80.00 15.00 20.40 35.40 81.00 14.50 20.40 34.90 81.00 (.50) (.50) 1.00 (3.3%) 0.0% (1.4%) 1.3% Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrative Staff Supv Administrator Communicatn Ofcr/Govt Liaison Director - Parks & Recreation Electrician Engineering Associate Executive Assistant Facil Capital Project Mgr Facilities Project Manager Field Operations Supervisor Finance/Business Analyst General Maintenance Worker GIS Technician Grant-Contract Administrator Interpretive Ranger Office Assistant Office Assistant Specialized 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 2013 FY 2014 FY 2014 FY 2014 FY 2015 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% 2.00 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% 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 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 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% 9.00 8.00 3.00 8.00 8.00 5.00 166.7% 2.00 3.00 7.00 3.00 3.00 (4.00) (57.1%) 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% 7.00 7.00 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 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% 4.00 4.00 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 83.00 83.00 80.00 81.00 81.00 1.00 1.3% Staffing by Fund DEPARTMENT/FUND 100 GENERAL SPUR CROSS RANCH CONSERVATION 225 PARKS SOUVENIR 239 240 LAKE PLEASANT RECREATION SVCS 241 PARKS ENHANCEMENT FUND Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE N/A 3.00 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 17.00 22.00 22.00 22.00 26.00 4.00 18.2% 61.00 59.00 56.00 57.00 53.00 (3.00) (5.4%) 83.00 83.00 80.00 81.00 81.00 1.00 1.3% 686 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation General Adjustments Personnel: • FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: General Fund (100) Non Recurring Non Project • The FY 2015 expenditure budget in Non Recurring Non Project includes $250,000 for the Desert Outdoor Center fire alarm repair and water storage tank cleaning, trail plan installation and the replacement boathouse design at Lake Pleasant Regional Park. General Fund (100) Non Recurring Major Maintenance • The FY 2015 expenditure budget in the Non Recurring Major Maintenance projects program includes $275,000 for restroom upgrades at Lake Pleasant Regional Park and carry forward of $190,000 for water upgrades at San Tan Park. Spur Cross Fund (225) Operating • Increase Regular Benefits $21 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $1,383 for the impact of the changes in risk management charges. • Decrease in supplies and other services by $1,280 to bring fund to structural balance. Parks Souvenir Fund (239) Operating • Increase revenues and expenditures for the impact of increased sales volume in souvenir and educational items. • Increase Regular Benefits $17 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $406 for the impact of the changes in risk management charges. Lake Pleasant Fund (240) Operating • Increase revenues and expenditures for the impact of increased Park users and maintenance. • Increase Regular Benefits $587 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $20,728 for the impact of the changes in risk management charges. Lake Pleasant Fund (240) Non Recurring Non Project • The FY 2015 expenditure budget in Non Recurring Non Project includes $698,000 for the visitor center upgrades, maintenance and repairs, vehicle replacements, Yavapai County IGA, consultant for resort project, and water system chlorination. Park Enhancement Fund (241) Operating • Increase revenues and expenditures for the impact of increased Park users and maintenance. • Increase Regular Benefits $1,200 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $58,873 for the impact of the changes in risk management charges. Park Enhancement Fund (241) Non Recurring Non Project • The FY 2015 expenditure budget in Non Recurring Non Project includes $1,015,000 for ramada upgrades/improvements, vehicle replacements, contingency for major repairs, water and electrical 687 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2015 Adopted Budget system repairs/upgrades, website redesign, concessions audit, group campground design, Cave Creek water line replacement, point of sale computers and centennial trail installation. Park Enhancement Fund (241) Non Recurring Major Maintenance • The FY 2015 expenditure budget in the Non Recurring Major Maintenance projects program includes $530,000 for playground upgrades and $640,000 for restroom upgrades at various park locations. Programs and Activities Park Education and Recreation Program The purpose of the Park Education and Recreation Program is to provide natural and cultural resource interpretation and unique recreation facilities and opportunities to individuals and groups so they can appreciate and enjoy the natural and cultural environment and have a healthy and exhilarating outdoor experience. Program Results Measure Description Percent change in park visitation numbers compared to prior year, same period. Percent increase in regional park acreage over previous year. Percentage 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 2013 ACTUAL (2.2%) FY 2014 FY 2014 REVISED FORECAST 0.0% 4.4% FY 2015 ADOPTED 3.0% REV VS ADOPTED VAR % 3.0% 308957.9% 0.1% 59.3% 59.3% 0.0% (59.3%) -100.0% 5.5% 9.5% 9.5% 8.5% (1.1%) -11.0% 97.1% 95.5% 95.5% N/A N/A N/A (6.7%) 0.0% 0.0% 8.9% 8.9% N/A 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: Discretionary services. 688 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Demand Expenditure Ratio Revenue Measure Description Percent change in park visitation numbers compared to prior year, same period. Percent increase in regional park acreage over previous year. Number of regional park visitors. Number of acres of land added to park system. Number of individuals expected to visit the parks. Cost per regional park visitor for recreation activity. FY 2013 ACTUAL (2.2%) 0.1% FY 2014 FY 2014 REVISED FORECAST 0.0% 4.3% (59.3%) -100.0% $ 115,920 (150) 77,839 (0.17) 9.7% -100.0% 6.5% -7.4% 230 - PARKS AND RECREATION GRANTS 225 - SPUR CROSS RANCH CONSERVATION 239 - PARKS SOUVENIR 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS 900 - ELIMINATIONS TOTAL SOURCES $ - $ 7,909 $ 7,909 $ 7,909 $ 280,160 265,051 287,710 265,051 330,372 377,084 306,803 310,000 2,185,816 2,180,441 2,227,157 2,313,563 3,895,540 3,997,548 4,139,327 4,184,448 503 17,086 5,745 6,459 (74,668) (92,371) (66,972) (15,206) $ 6,617,723 $ 6,752,748 $ 6,907,679 $ 7,072,224 $ (67,084) 133,122 186,900 (10,627) 77,165 319,476 0.0% 0.0% -17.8% 6.1% 4.7% -62.2% -83.5% 4.7% 100 - GENERAL 230 - PARKS AND RECREATION GRANTS 225 - SPUR CROSS RANCH CONSERVATION 239 - PARKS SOUVENIR 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS 900 - ELIMINATIONS TOTAL USES $ (42,644) (27,152) 86,176 (64,969) (370,953) 7,055 (77,165) (489,652) -57.5% 0.0% -18.6% 23.6% -8.1% -26.6% 16.7% 83.5% -17.9% 1,143,334 176 1,165,824 $ 2.00 59.3% 1,191,505 150 1,191,505 $ 2.30 59.3% REV VS ADOPTED VAR % 3.0% 308957.9% FY 2015 ADOPTED 3.0% 1,251,577 150 1,170,104 $ 1.86 0.0% 1,307,425 1,269,344 $ 2.47 Expenditure 215,655 $ 74,180 $ 97,361 $ 116,824 $ 7,909 7,909 7,909 139,025 145,950 143,188 173,102 336,969 365,113 297,856 278,937 523,860 804,384 611,127 869,353 1,138,559 1,394,731 1,218,447 1,765,684 9,631 42,336 19,373 35,281 (74,668) (92,371) (66,972) (15,206) $ 2,289,031 $ 2,742,232 $ 2,328,289 $ 3,231,884 $ 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 Recreation Services Fund, Parks Souvenir Fund, Parks Enhancement Fund and Parks Donation Fund are increasing because of increased trends in attendance. The expenditure increase in the Lake Pleasant Recreation Services Fund, Parks Souvenir Fund, Parks Enhancement Fund and Parks Donation Fund are due to increased non recurring expenditures such as vehicle replacements, picnic area landscaping renovations, and operating expenditures for the increased demand in services for all Regional Parks. 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: Discretionary services. 689 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Measure Description Percentage of park visitors who attend an interpretive program. Result Percent of interpretive program participants who marked "exceptional" or "better than expected" on end of class survey for interpretive program satisfaction. Result Percent increase in interpretive programs provided over previous year. Output Number of interpretive programs provided. Output Number of interpretive program participants. Demand Number of interpretive programs requested by park users. Expenditure Ratio Cost per interpretive program provided. Expenditure Ratio Cost per program participant. Revenue 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL SOURCES Expenditure 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL USES Department Strategic Plans and Budgets Parks and Recreation FY 2013 ACTUAL 5.5% FY 2014 FY 2014 REVISED FORECAST 9.5% 9.5% REV VS ADOPTED VAR % (1.1%) -11.0% FY 2015 ADOPTED 8.5% 97.1% 95.5% 95.5% N/A N/A N/A (6.7%) 0.0% 0.0% 8.9% 8.9% N/A (458) (8,764) (823) -11.0% -7.3% -19.7% 3,665 106,089 3,984 4,174 119,771 4,174 4,174 119,771 4,174 3,716 111,007 3,351 $ $ 204.45 7.06 $ $ 164.11 5.72 $ $ 157.27 5.48 $ $ 202.26 6.77 $ $ (38.15) (1.05) -23.2% -18.4% $ 40 172,868 46,653 219,561 $ 160 188,342 1,900 7,219 197,621 $ 80 187,833 2,460 20,324 210,697 $ 160 193,033 2,220 6,943 202,356 $ 4,691 320 (276) 4,735 0.0% 2.5% 16.8% -3.8% 2.4% 56,382 240,916 444,354 7,648 749,300 $ 30,053 366,263 258,768 29,919 685,003 $ 28,899 378,629 244,100 4,832 656,460 $ (1,893) (11,785) (12,990) (39,927) (66,595) -6.3% -3.2% -5.0% -133.5% -9.7% $ $ $ $ $ $ $ $ $ 31,946 378,048 271,758 69,846 751,598 $ $ $ Activity Narrative: The FY 2015 budget supports the Department in meeting all the interpretive programs requested Increases in expenditures for FY 2015 are due to non recurring items such as interpretive program enhancements, Desert Out Door Center Preservation Equipment and Desert Out Door Center youth scholarship funding. FY 2015 revenues were increased to reflect FY2013 Actuals and FY 2014 Forecast levels. 690 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Park Support Program The purpose of the Park Support Program is to provide well-maintained and safe facilities for park users so they can appreciate and enjoy the natural environment. Program Results Measure Description Percent increase in total trail miles over previous year. Percent of trail enhancement projects completed on time. Percent of all major maintenance projects completed. Percent of planned major maintenance projects completed on time. Percent of maintenance and repair assignments completed. Percent of planned maintenance and repair assignments completed on time. FY 2013 ACTUAL 14.2% FY 2014 FY 2014 REVISED FORECAST 20.7% 20.7% FY 2015 ADOPTED 3.2% REV VS ADOPTED VAR % (17.4%) -84.3% 0.0% 80.7% 53.5% 0.0% (80.7%) -100.0% 84.8% 100.0% 94.9% 73.1% (26.9%) -26.9% 0.0% 79.8% 49.8% 0.0% (79.8%) -100.0% 86.9% 80.4% 87.9% 95.0% 14.6% 18.2% 0.0% 95.0% 82.7% 0.0% (95.0%) -100.0% 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: Discretionary services. 691 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Output Demand Demand Expenditure Ratio Measure Description Percent increase in total trail miles over previous year. Percent of trail enhancement projects completed on time. Percent of all major maintenance projects completed. Percent of planned major maintenance projects completed on time. Number of major maintenance projects completed. Number of park visitors, all parks. Number of trail miles added. Number of trail enhancement projects completed on time. Number of planned major maintenance projects completed on time. Number of trail enhancement projects requested by park users. Number of all major maintenance projects requested by park users. Cost per park visitor for capital improvement, trail design/enhancement, and major maintenance projects. FY 2013 ACTUAL 14.2% $ FY 2014 FY 2014 REVISED FORECAST 20.7% 20.7% FY 2015 ADOPTED 3.2% REV VS ADOPTED VAR % (17.4%) -84.3% 0.0% 80.7% 53.5% 0.0% (80.7%) -100.0% 84.8% 100.0% 94.9% 73.1% (26.9%) -26.9% 0.0% 79.8% 49.8% 0.0% (79.8%) -100.0% - 100 75 1,048 948 948.0% 1,140,280 58 - 1,257,161 100 67 1,297,234 100 53 1,307,425 32 - 50,264 (68) (67) 4.0% -68.0% -100.0% - 357 256 - (357) -100.0% 79 83 99 131 48 57.8% N/A N/A N/A 1,334 N/A N/A 1.78 $ 2.56 $ 1.62 $ 1.91 $ 0.66 25.6% 10,000 1,616,298 19,581 $ 1,645,879 $ 3,600 3,600 $ 9,150 9,150 $ 9,620 9,620 $ 6,020 6,020 N/A N/A 167.2% 167.2% 347,521 11,672 321,808 48,010 729,011 47.9% N/A 26.5% 31.3% 3.4% 0.0% 22.6% Revenue 230 - PARKS AND RECREATION GRANTS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL SOURCES $ $ $ $ $ Expenditure 100 - GENERAL $ 158,972 $ 725,210 230 - PARKS AND RECREATION GRANTS 10,000 225 - SPUR CROSS RANCH CONSERVATION (960) 44,066 240 - LAKE PLEASANT RECREATION SVCS 740,031 1,028,025 241 - PARKS ENHANCEMENT FUND 1,113,747 1,419,522 243 - PARKS DONATIONS 2,882 3,650 TOTAL USES $ 2,024,672 $ 3,220,473 $ 358,828 46,896 653,155 1,040,407 3,671 $ 2,102,957 $ 377,689 32,394 706,217 1,371,512 3,650 $ 2,491,462 $ $ Activity Narrative: The FY 2015 budget supports the Department in maintaining the parks and trails as required. For FY 2015, the Department placed a large focus on major maintenance projects therefore, creating new measures to capture requests for major maintenance projects. Expenditures for the activity are decreasing across funds as the Department’s non recurring expenditures declined, bringing total expenditures closer to operating levels. 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: Discretionary Services. 692 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Measure Description Percent of maintenance and repair assignments completed. Result Percent of planned maintenance and repair assignments completed on time. Output Number of maintenance and repair assignments completed. Output Number of park visitors. Number of general maintenance and repair Demand assignments requested. Expenditure Ratio Cost per park visitor for park maintenance and repair activity. Expenditure Ratio Cost per each general maintenance and repair activity completed. Revenue 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND TOTAL SOURCES Expenditure 100 - GENERAL 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND TOTAL USES Department Strategic Plans and Budgets Parks and Recreation FY 2013 ACTUAL 86.9% FY 2014 FY 2014 REVISED FORECAST 80.4% 87.9% 0.0% $ $ REV VS ADOPTED VAR % 14.6% 18.2% (95.0%) 0.0% -100.0% 95.0% 82.7% 4,208 3,716 4,440 6,481 2,765 74.4% 982,789 4,813 1,257,161 4,624 1,297,234 5,054 1,307,425 6,257 50,264 1,633 4.0% 35.3% 0.38 12.5% N/A N/A 66,618 66,618 N/A 77.9% 77.9% 1.97 $ N/A $ FY 2015 ADOPTED 95.0% 2,336 205,006 207,342 $ 209,959 1,480 734,308 988,076 $ 1,933,823 3.07 $ N/A $ $ 85,530 85,530 $ 2,201,122 36,316 781,068 839,521 $ 3,858,027 $ $ 2.82 $ 2.69 N/A $ 541.92 184,582 184,582 $ 2,176,819 33,895 731,867 711,949 $ 3,654,530 $ $ $ 152,148 152,148 785,289 36,465 805,550 1,884,906 $ 3,512,210 $ $ $ $ 1,415,833 (149) (24,482) (1,045,385) $ 345,817 64.3% -0.4% -3.1% -124.5% 9.0% Activity Narrative: In FY 2014, 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 substantial or require replacement. Significant variances are expected in this activity going forward as projects are completed and then not necessary for a period of years. The increase in expenditures in the Parks Enhancement Fund is due to the shift of some major maintenance expenses from the General Fund. 693 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 564,802 $ - FY 2014 Revised Budget $ 564,802 $ - FY 2015 Baseline Budget Threshold $ 564,802 $ - FY 2015 Adopted Budget Percent Change from Threshold Amount $ 564,802 $ 0.0% - Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget Adjustments: Non Recurring Park s and Rec - Transfer Expenditure Authority - $ (325,000) $ (325,000) - $ 400,210 $ - $ (400,210) $ 325,000 (725,210) - $ - $ - $ 250,000 $ 250,000 - $ 250,000 $ - C-30-14-014-2-00 Agenda Item: C-30-14-014-2-00 FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Desert Outdoor Center Fire Alarm Repair Trail Plan Installation and Signage Replacement Boathouse Design Desert Outdoor Center Water Storage Tank Cleaning 725,210 $ Agenda Item: FY 2014 Revised Budget Adjustments: Non Recurring Park s and Rec - Transfer Expenditure Authority Non Recurring Carry Forward $ Agenda Item: 100,000 70,000 50,000 30,000 FY 2015 Adopted Budget 694 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation General Fund (100) (continued) Expenditures Revenue PARKS RESTROOMS UPGRADES FY 2014 Adopted Budget Adjustments: Non Recurring Park s and Rec - Transfer Expenditure Authority Park s and Rec Facility Improvements and Repairs - $ 366,414 $ 325,000 41,414 - $ 866,414 $ - $ $ (500,000) $ (500,000) (366,414) $ (325,000) (41,414) - $ - $ - $ 275,000 $ 275,000 - $ 275,000 $ - C-30-14-014-2-00 C-30-14-032-2-00 Agenda Item: C-30-14-014-2-00 C-30-14-032-2-00 FY 2015 Baseline Budget Threshold Adjustments: Major Maintenance Projects Major Maintenance Program Lak e Pleasant Restroom Renovations 500,000 $ Agenda Item: FY 2014 Revised Budget Adjustments: Major Maintenance Projects Major Maintenance Program Non Recurring Park s and Rec - Transfer Expenditure Authority Park s and Rec Facility Improvements and Repairs $ Agenda Item: $ 275,000 FY 2015 Adopted Budget Expenditures Revenue PARKS WATER UPGRADES FY 2014 Adopted Budget $ 341,500 $ - $ (41,414) $ (41,414) - $ 300,086 $ - $ (341,500) $ (341,500) 41,414 $ 41,414 - $ - $ - $ 190,000 $ 190,000 - FY 2015 Recommended Budget Percent Change from Threshold Amount $ 190,000 $ - FY 2015 Tentative Budget $ 190,000 $ - $ 190,000 $ - Adjustments: Non Recurring Park s and Rec Facility Improvements and Repairs Agenda Item: C-30-14-032-2-00 FY 2014 Revised Budget Adjustments: Major Maintenance Projects Major Maintenance Program Non Recurring Park s and Rec Facility Improvements and Repairs Agenda Item: $ C-30-14-032-2-00 FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Non Recurring Carry Forward San Tan Park Agenda Item: $ 190,000 Percent Change from Threshold Amount FY 2015 Adopted Budget 695 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Spur Cross Ranch Conservation Fund (225) Expenditures Revenue OPERATING $ 260,960 $ 266,411 $ 5,327 $ 5,327 - FY 2014 Revised Budget $ 266,287 $ 266,411 FY 2015 Baseline Budget Threshold $ 266,287 $ 266,411 $ 21 $ 21 1,383 $ 1,383 - $ (1,280) $ (1,280) - $ 266,411 $ 0.0% 266,411 0.0% FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Structural Balance Structural Balance Agenda Item: C-49-13-092-2-00 Agenda Item: $ $ 1,383 FY 2015 Adopted Budget Percent Change from Threshold Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 35,000 $ - FY 2014 Revised Budget $ 35,000 $ - $ (35,000) $ (35,000) - $ - $ - $ 25,000 $ 25,000 - $ 25,000 $ - Adjustments: Base Adjustments Other Base Adjustments Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Maintenance and Repairs Agenda Item: $ FY 2015 Adopted Budget 696 25,000 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Spur Cross Ranch Conservation Fund (225) Fund Balance Summary FY 2014 REVISED FY 2014 ADOPTED FY 2013 ACTUAL FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 192,610 $ 210,837 $ 210,837 $ 248,676 $ 257,897 Sources: Operating Total Sources: $ $ 281,120 281,120 $ $ 266,411 266,411 $ $ 266,411 266,411 $ $ 288,880 288,880 $ $ 266,411 266,411 $ $ $ 244,659 35,000 279,659 $ $ 266,287 35,000 301,287 $ $ 260,960 35,000 295,960 $ $ 223,794 1,251 225,045 $ 266,411 25,000 291,411 Structural Balance $ 57,326 $ 5,451 $ 124 $ 44,221 $ - Accounting Adjustments $ (9) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ $ 181,288 181,288 $ $ 175,961 175,961 $ $ 257,897 257,897 $ $ 232,897 232,897 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: 248,676 248,676 Parks and Recreation Grant Fund (230) NON RECURRING NON PROJECT FY 2014 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Park s AZ Game and Fish Desert Tortoise Grant - $ 7,909 $ 7,909 7,909 7,909 $ 7,909 $ 7,909 $ (7,909) $ (7,909) (7,909) (7,909) $ - $ - $ 7,909 $ 7,909 7,909 7,909 $ 7,909 $ 7,909 C-30-13-031-G-00 Agenda Item: C-30-13-031-G-00 FY 2015 Baseline Budget Threshold Adjustments: Grants, Donations and Intergovernmental Agreements Grants Park s AZ Game and Fish Desert Tortoise Grant - $ Agenda Item: FY 2014 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Park s AZ Game and Fish Desert Tortoise Grant $ Agenda Item: C-30-13-031-G-00 FY 2015 Adopted Budget 697 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks and Recreation Grant Fund (230) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ - $ 25 $ 25 $ - $ - Sources: Non-Recurring Total Sources: $ 10,000 10,000 $ - $ 7,909 7,909 $ 7,909 7,909 $ 7,909 7,909 Uses: Non-Recurring Total Uses: $ 10,000 10,000 $ - $ 7,909 7,909 $ 7,909 7,909 $ 7,909 7,909 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ $ 25 25 $ $ 25 25 $ $ - $ $ - Expenditures Revenue Parks Souvenir Fund (239) OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP Non Recurring Park s and Rec Souvenir Fund Increase 220,000 $ 2,084 $ 2,084 155,000 $ 155,000 2,084 2,084 155,000 155,000 $ 377,084 $ 377,084 $ 50 $ 50 (155,000) $ (155,000) (155,000) (155,000) $ 222,134 $ 222,084 $ 17 $ 17 406 $ 406 87,443 $ 87,443 87,916 87,916 310,000 $ 39.6% 310,000 39.6% C-49-13-092-2-00 $ C-30-14-033-2-00 Agenda Item: $ C-30-14-033-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec 220,000 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 2nd to 4th Quarter Retention Pay Plan Non Recurring Park s and Rec Souvenir Fund Increase $ Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ 698 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Souvenir Fund (239) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 33,270 $ 12,573 $ 12,573 $ 25,942 $ 25,942 Sources: Operating Total Sources: $ $ 330,592 330,592 $ $ 220,000 220,000 $ $ 377,084 377,084 $ $ 306,803 306,803 $ $ 310,000 310,000 $ 336,969 940 337,909 $ $ $ 306,803 306,803 $ $ 377,084 377,084 $ $ 220,000 220,000 $ 310,000 310,000 Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ (6,377) $ - $ - $ - $ - Accounting Adjustments $ (11) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 12,573 12,573 $ $ 12,573 12,573 $ $ 25,942 25,942 $ $ 25,942 25,942 Expenditures Revenue 25,942 25,942 $ $ Lake Pleasant Recreation Services Fund (240) OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 2,377,083 $ 55,296 $ 55,296 - $ 2,298,946 $ 2,377,083 $ 2,243 $ 2,243 - $ 2,301,189 $ 2,377,083 $ 587 $ 587 20,728 $ 20,728 - $ 192,188 $ 192,188 137,609 137,609 $ 2,514,692 $ 9.3% 2,514,692 5.8% C-49-13-092-2-00 Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Fees and Other Revenues ProgRevenue Volume Inc/Dec 2,243,650 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount 699 20,728 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Lake Pleasant Recreation Services Fund (240) (continued) Revenue Expenditures NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 1,041,200 $ - FY 2014 Revised Budget $ 1,041,200 $ - $ (1,041,200) $ (290,000) (751,200) - $ - $ - $ 698,000 $ 698,000 - $ 698,000 $ - Adjustments: Non Recurring Non Recurring Carry Forward Other Non Recurring Agenda Item: FY 2015 Baseline Budget Threshold Agenda Item: Adjustments: Non Recurring Other Non Recurring Visitor Center Upgrades Maintenance and Repairs Vehicle Replacements Yavapai County IGA Consultant for Resort Project Water System Chlorination $ 290,000 125,000 100,000 78,000 75,000 30,000 FY 2015 Adopted Budget Parks Lake Pleasant Fund (240) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 FORECAST FY 2014 REVISED FY 2015 ADOPTED Beginning Spendable Fund Balance $ 1,976,380 $ 1,301,658 $ 1,301,658 $ 1,652,585 $ 1,402,106 Sources: Operating Total Sources: $ $ 2,196,295 2,196,295 $ $ 2,377,083 2,377,083 $ $ 2,377,083 2,377,083 $ $ 2,422,266 2,422,266 $ $ 2,514,692 2,514,692 $ $ $ 2,218,658 454,087 2,672,745 $ $ 2,298,946 1,041,200 3,340,146 $ $ 2,243,650 1,041,200 3,284,850 $ $ 1,989,768 530,331 2,520,099 $ 2,514,692 698,000 3,212,692 Structural Balance $ 206,527 $ 133,433 $ 78,137 $ 203,608 $ - Accounting Adjustments $ 9 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,652,585 1,652,585 $ $ 393,891 393,891 $ $ 338,595 338,595 $ $ 1,402,106 1,402,106 $ $ 704,106 704,106 Uses: Operating Non-Recurring Total Uses: 700 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Enhancement Fund (241) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 3,960,786 $ 84,942 $ 84,942 84,942 84,942 $ 4,045,728 $ 4,045,728 $ 6,887 $ 1,414 5,473 6,887 1,414 5,473 $ 4,052,615 $ 4,052,615 $ 1,200 $ 1,200 58,873 $ 58,873 - $ 237,172 $ 237,172 297,245 297,245 $ 4,349,860 $ 7.3% 4,349,860 7.3% C-49-13-092-2-00 Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Fees and Other Revenues ProgRevenue Volume Inc/Dec 3,960,786 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ 58,873 FY 2015 Adopted Budget Percent Change from Threshold Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 1,300,282 $ - FY 2014 Revised Budget $ 1,300,282 $ - $ (1,300,282) $ (205,282) (1,095,000) - $ - $ - $ 1,015,000 $ 1,015,000 - $ 1,015,000 $ - Adjustments: Non Recurring Non Recurring Carry Forward Other Non Recurring Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Ramada Upgrades/Improvements Vehicle Replacements Contingency for Major Repairs Water System Electrical System Repair/Upgrade Website Redesign Concessions Audit Group Campground Design Cave Creek Water Line Replacement Point of Sale Computers Centennial Trail Installation Agenda Item: $ FY 2015 Adopted Budget 701 225,000 200,000 150,000 100,000 100,000 70,000 60,000 50,000 40,000 20,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Enhancement Fund (241) (continued) Expenditures Revenue PARKS PLAYGROUNDS UPGRADES FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 530,000 $ 530,000 - $ 530,000 $ - Adjustments: Major Maintenance Projects Major Maintenance Program Cave Creek Estrella McDowell Usery White Tank Agenda Item: $ 106,000 106,000 106,000 106,000 106,000 FY 2015 Adopted Budget Expenditures Revenue PARKS RESTROOMS UPGRADES FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 640,000 $ 640,000 - $ 640,000 $ - Adjustments: Major Maintenance Projects Major Maintenance Program Cave Creek Estrella McDowell Usery White Tank Agenda Item: $ 128,000 128,000 128,000 128,000 128,000 FY 2015 Adopted Budget Parks Enhancement Fund (241) Fund Balance Summary FY 2013 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED $ 1,934,383 $ 2,856,304 $ 2,856,304 $ 3,443,942 $ 3,217,768 $ 4,288,527 1,616,298 5,904,825 $ 3,960,786 3,960,786 $ 4,045,728 4,045,728 $ 4,337,432 4,337,432 $ 4,349,860 4,349,860 $ $ $ 3,720,647 674,592 4,395,239 Structural Balance $ 567,880 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ $ 3,960,786 1,300,282 5,261,068 $ (27) $ 3,443,942 3,443,942 $ $ $ $ $ 4,045,728 1,300,282 5,346,010 - $ - 1,556,022 1,556,022 702 $ $ $ $ $ 4,030,437 533,169 4,563,606 $ $ 4,349,860 2,185,000 6,534,860 - $ 306,995 $ - $ - $ - $ - $ $ 1,556,022 1,556,022 $ $ 3,217,768 3,217,768 $ $ 1,032,768 1,032,768 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Donations Fund (243) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Non Recurring Park s and Rec Donation Fund Increase 13,905 $ 14,000 $ 14,000 14,000 14,000 $ 27,905 $ 27,905 $ (14,000) $ (14,000) (14,000) (14,000) $ 13,905 $ 13,905 $ 9,372 $ 9,372 9,372 9,372 $ 23,277 $ 67.4% 23,277 67.4% C-30-14-035-2-00 Agenda Item: C-30-14-035-2-00 FY 2015 Baseline Budget Threshold Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec 13,905 $ Agenda Item: FY 2014 Revised Budget Adjustments: Non Recurring Park s and Rec Donation Fund Increase $ Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 48,000 $ - FY 2014 Revised Budget $ 48,000 $ - $ (48,000) $ (48,000) - $ - $ - $ 85,500 $ 85,500 - $ 85,500 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Recreational Enhancements Interpretive Program Enhancements Desert Outdoor Center Interactive Presentation Equipment Youth Scholarship Funding - Desert Outdoor Center Agenda Item: $ FY 2015 Adopted Budget 703 24,000 24,000 30,000 7,500 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Donations Fund (243) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 638,650 $ 642,053 $ 642,053 $ 685,982 $ 694,672 Sources: Operating Total Sources: $ $ 67,489 67,489 $ $ 13,905 13,905 $ $ 27,905 27,905 $ $ 36,566 36,566 $ $ 23,277 23,277 $ $ $ $ 19,876 8,000 27,876 $ $ 27,905 48,000 75,905 $ $ 13,905 48,000 61,905 $ 23,277 85,500 108,777 Uses: Operating Non-Recurring Total Uses: $ 17,279 2,882 20,161 Structural Balance $ 50,210 $ - $ - $ 16,690 $ - Accounting Adjustments $ 4 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 685,982 685,982 $ $ 594,053 594,053 $ $ 594,053 594,053 $ $ 694,672 694,672 $ $ 609,172 609,172 Expenditures Revenue Parks Elimination Fund (900) OPERATING FY 2014 Adopted Budget $ (37,371) $ (37,371) FY 2014 Revised Budget $ (37,371) $ (37,371) FY 2015 Baseline Budget Threshold $ (37,371) $ (37,371) $ 22,165 $ 22,165 22,165 22,165 $ (15,206) $ -59.3% (15,206) -59.3% Adjustments: Base Adjustments Operating Fund Transfers Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 704 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Analysis by Christine Jasinski, 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 Regional Services By July 1, 2016, 75% of applications' turnaround time will be at 2010 levels. Status: The applications’ turnaround time reduction plan is in progress and work continues on implementing business practices and strategies in an effort to reduce review timeframes. In July 2012, the state approved HB1598, which impacted work programs with regard to review timeframes. The department implemented the measures in full on December 31, 2012. Reduced staffing and budget limitations had impacted the originally anticipated turnaround levels, however, current turnaround times are moving in a positive direction and the anticipated timeline to return applicants’ turnaround levels to those in 2010 is expected to be met by July 1, 2016. Regional Services 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: A draft of the revised comprehensive plan, including all of the planning elements, has been completed and is being circulated for discussion amongst the Board of Supervisors. The results of these discussions will dictate the timing of its release to the public for review and comment. Once released for public review, their input and recommendations will be gathered over an approximately two to three month period, after which a second draft will be prepared and made available for public comment. The number and scope of public comments will dictate whether any additional drafts will be necessary and the timing for when the updated comprehensive plan will be considered by the Board for their approval. Regardless, Maricopa County is on track to complete its required comprehensive plan update in advance of this deadline. 705 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 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 $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 215,969 $ 20,830 72,300 4,354,363 170,424 $ 81,628 45,500 4,213,967 170,424 $ 81,628 63,767 4,213,967 140,527 $ 86,940 74,175 4,001,448 144,000 $ 90,000 90,600 3,744,000 (26,424) 8,372 26,833 (469,967) -15.5% 10.3% 42.1% -11.2% 314,540 3,714,546 21,450 8,713,998 $ 315,341 3,118,753 23,662 7,969,275 $ 315,341 3,118,753 23,662 7,987,542 $ 479,915 3,390,054 27,615 8,200,674 $ 360,000 3,576,000 8,004,600 $ 44,659 457,247 (23,662) 17,058 14.2% 14.7% -100.0% 0.2% 35,000 $ 35,000 $ 35,000 $ 35,000 $ 26,473 $ 26,473 $ 550,600 $ 550,600 $ 515,600 515,600 1473.1% N/A 1473.1% BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ - $ 13,676 13,676 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ - $ - $ - $ - $ - $ - $ 8,649 $ 8,649 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 8,727,674 $ 8,004,275 $ 8,022,542 $ 8,235,796 $ 8,555,200 $ 532,658 6.6% $ 506,257 $ 289,044 593,466 1,487,029 517,514 2,276,603 168,959 5,838,872 $ 462,374 $ 364,472 621,784 1,715,244 481,078 1,948,068 128,257 5,721,277 $ 479,066 $ 308,325 650,289 1,941,260 470,944 2,103,111 127,772 6,080,767 $ 456,790 $ 266,495 666,845 1,861,080 456,723 2,020,458 124,885 5,853,276 $ 498,123 $ 336,669 669,001 2,091,786 633,576 2,041,020 6,270,175 $ (19,057) (28,344) (18,712) (150,526) (162,632) 62,091 127,772 (189,408) -4.0% -9.2% -2.9% -7.8% -34.5% 3.0% 100.0% -3.1% 141,821 $ 1,193,044 1,334,865 $ 814,767 $ 1,671,811 2,486,578 $ 819,591 $ 1,672,655 2,492,246 $ 96,788 $ 2,340,626 2,437,414 $ 780,549 $ 501,071 1,565,246 2,846,866 $ 39,042 1,171,584 (1,565,246) (354,620) 4.8% 70.0% N/A -14.2% $ 542,690 $ 70,428 613,118 $ 655,453 $ 62,730 718,183 $ 655,570 $ 62,730 718,300 $ 655,570 $ 62,718 718,288 $ 621,397 $ 115,073 78,707 815,177 $ 34,173 (115,073) 62,730 (78,707) (96,877) 5.2% N/A 100.0% N/A -13.5% TOTAL PROGRAMS $ 7,786,855 $ 8,926,038 $ 9,291,313 $ 9,008,978 $ 9,932,218 $ (640,905) -6.9% USES 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 $ BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 3,961,974 3,961,974 $ $ 3,854,625 3,854,625 $ $ 3,854,625 3,854,625 $ $ 3,569,517 3,569,517 $ $ 3,887,052 3,887,052 $ $ 32,427 32,427 0.8% 0.8% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 4,621,805 4,621,805 $ $ 4,025,970 4,025,970 $ $ 4,044,237 4,044,237 $ $ 4,584,056 4,584,056 $ $ 4,098,600 4,098,600 $ $ 54,363 54,363 1.3% 1.3% $ 120,506 $ 88,680 $ 88,680 $ 46,100 $ 18,948 $ (69,732) -78.6% $ $ $ 16,000 9,600 25,600 $ $ 22,071 14,052 36,123 $ $ 15,000 20,000 35,000 $ $ 15,000 20,000 35,000 $ SUBTOTAL $ 15,979 7,410 23,389 $ 1,000 (10,400) (9,400) 6.7% -52.0% -26.9% ALL REVENUES $ 8,727,674 $ 8,004,275 $ 8,022,542 $ 8,235,796 $ 8,030,200 $ 7,658 0.1% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ - $ $ - $ - $ - $ $ 525,000 $ 525,000 $ 525,000 525,000 N/A N/A TOTAL SOURCES $ 8,727,674 $ 8,022,542 $ 8,555,200 $ 532,658 6.6% 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 8,004,275 $ 706 - $ - $ 8,235,796 $ Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2015 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 2014 ADOPTED FY 2013 ACTUAL FY 2015 ADOPTED FY 2014 FORECAST FY 2014 REVISED REVISED VS ADOPTED % VAR 3,929,880 $ 12,063 4,452 1,436,303 117,353 (871,041) 780,412 5,409,422 $ 4,163,153 $ 1,493,761 (891,115) 1,456,469 6,222,268 $ 4,522,799 $ 37,249 1,597,418 (1,207,181) 1,467,546 6,417,831 $ 4,396,171 $ 9,693 5,675 1,526,140 10,000 (1,006,797) 1,441,254 6,382,136 $ 4,799,618 $ 12,000 1,711,477 11,900 (1,565,984) 1,527,177 6,496,188 $ (276,819) 37,249 (12,000) (114,059) (11,900) 358,803 (59,631) (78,357) -6.1% 100.0% N/A -7.1% N/A 29.7% -4.1% -1.2% SUBTOTAL $ 26,785 $ 81,827 (11,775) 11,775 108,612 $ 57,401 $ 92,000 53,120 202,521 $ 57,401 $ 92,000 52,640 202,041 $ 35,915 $ 84,294 502 27,574 148,285 $ 47,187 $ 87,920 (11,480) 67,236 190,863 $ 10,214 4,080 11,480 (14,596) 11,178 17.8% 4.4% N/A N/A -27.7% 5.5% SERVICES $ 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 19,338 $ 754,152 683,794 119 769,364 6,544 47,122 5,535 (53,946) 36,799 2,268,821 $ 24,000 $ 511,650 711,708 26,800 881,399 12,650 25,500 10,245 (131,317) 223,760 2,296,395 $ 24,000 $ 681,725 711,708 26,800 881,516 12,650 25,500 10,245 (131,317) 223,760 2,466,587 $ 15,846 $ 518,704 711,708 11,635 901,132 3,350 26,863 6,772 (131,319) 205,717 2,270,408 $ 12,100 $ 575,970 741,600 880,314 14,250 29,500 7,250 (246,338) 255,466 2,270,112 $ 11,900 105,755 (29,892) 26,800 1,202 (1,600) (4,000) 2,995 115,021 (31,706) 196,475 49.6% 15.5% -4.2% 100.0% 0.1% -12.6% -15.7% 29.2% 87.6% -14.2% 8.0% CAPITAL $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ - $ 130,000 $ 74,854 204,854 $ 130,000 $ 74,854 204,854 $ 130,000 $ 78,149 208,149 $ 390,000 $ 60,055 450,055 $ (260,000) 14,799 (245,201) -200.0% 19.8% -119.7% ALL EXPENDITURES $ 7,786,855 $ 8,926,038 $ 9,291,313 $ 9,008,978 $ 9,407,218 $ (115,905) -1.2% OTHER FINANCING USES $ 0880 - TRANSFERS OUT ALL OTHER FINANCING USES $ - $ - $ - $ - $ - $ - $ - $ - $ 525,000 $ 525,000 $ (525,000) (525,000) N/A N/A TOTAL USES $ 7,786,855 $ 8,926,038 $ 9,291,313 $ 9,008,978 $ 9,932,218 $ (640,905) -6.9% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 226 PLANNING AND DEVELOPMENT FEES $ OPERATING NON RECURRING NON PROJECT FUND TOTAL SOURCES $ 235 DEL WEBB OPERATING $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING $ FUND TOTAL USES $ 226 PLANNING AND DEVELOPMENT FEES OPERATING $ NON RECURRING NON PROJECT FUND TOTAL USES $ 235 DEL WEBB OPERATING $ NON RECURRING NON PROJECT FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED % VAR 8,601,441 $ 123,930 8,725,371 $ 7,874,883 $ 129,392 8,004,275 $ 7,893,150 $ 129,392 8,022,542 $ 8,096,754 $ 129,392 8,226,146 $ 8,030,200 $ 525,000 8,555,200 $ 137,050 395,608 532,658 1.7% 305.7% 6.6% 2,303 $ 2,303 $ - $ - $ - $ - $ 9,650 $ 9,650 $ - $ - $ - N/A N/A 8,603,744 $ 123,930 $ 8,727,674 $ FY 2013 ACTUAL 7,874,883 $ 129,392 $ 8,004,275 $ FY 2014 ADOPTED 7,893,150 $ 129,392 $ 8,022,542 $ FY 2014 REVISED 8,106,404 $ 129,392 $ 8,235,796 $ FY 2014 FORECAST 828,049 $ 828,049 $ 868,232 $ 868,232 $ 868,232 $ 868,232 $ 862,305 $ 862,305 $ 868,232 $ 868,232 $ 6,924,521 $ 34,128 6,958,649 $ 7,677,875 $ 379,931 8,057,806 $ 8,043,150 $ 379,931 8,423,081 $ 7,837,280 $ 309,393 8,146,673 $ 8,001,694 $ 537,292 8,538,986 $ 41,456 (157,361) (115,905) 0.5% -41.4% -1.4% 157 $ 157 $ - $ - $ - $ - $ - $ - $ - $ 525,000 525,000 $ (525,000) (525,000) N/A N/A N/A 7,752,727 $ 34,128 $ 7,786,855 $ 8,546,107 $ 379,931 $ 8,926,038 $ 8,911,382 $ 379,931 $ 9,291,313 $ 8,699,585 $ 309,393 $ 9,008,978 $ 8,869,926 $ 1,062,292 $ 9,932,218 $ 707 8,030,200 $ 137,050 1.7% 525,000 $ 395,608 305.7% 8,555,200 $ 532,658 6.6% FY 2015 REVISED VS ADOPTED % ADOPTED VAR - 0.0% 0.0% 41,456 0.5% (682,361) -179.6% (640,905) -6.9% Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2015 Adopted Budget Staffing by Program and Activity PROGRAM ACTIVITY INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL ONE STOP SHOP CODE ENFORCEMENT COMPREHENSIVE PLANNING CUSTOMER SERVICES PERMIT INSPECTIONS PLAN REVIEW PLANNING AND ZONING ZONING ADJUDICATION PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 6.00 3.00 5.00 8.00 3.00 5.00 8.00 3.00 5.00 8.00 3.00 5.00 8.00 - 0.0% 0.0% 0.0% 7.90 3.10 9.00 23.00 21.00 7.70 2.30 74.00 80.00 6.00 3.10 12.00 20.00 20.00 6.10 1.80 69.00 77.00 6.00 3.10 12.00 24.00 26.00 6.10 1.80 79.00 87.00 6.00 3.10 12.00 22.00 19.00 6.10 1.80 70.00 78.00 6.00 4.00 12.00 22.00 26.00 7.00 77.00 85.00 .90 (2.00) .90 (1.80) (2.00) (2.00) 0.0% 29.0% 0.0% (8.3%) 0.0% 14.8% (100.0%) (2.5%) (2.3%) Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Administrative Manager Code Enforcement Officer Deputy Director - Plng & Devel Development Services Specialist Development Svcs Technician Director - Plng & Development Engineer Engineering Associate Engineering Drainage Mgr Engineering Supervisor Executive Assistant Finance Manager Inspection Division Manager Inspection Supervisor Inspector Office Assistant Office Assistant Specialized Operations/Program Manager Planner Planning Supervisor Plans Examiner Plans Examiner Manager Plans Examiner Supervisor RDSA Ombudsman Department Total REVISED TO ADOPTED FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 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% 5.00 4.00 4.00 4.00 4.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 14.00 13.00 16.00 15.00 16.00 0.0% 2.00 2.00 2.00 1.00 2.00 0.0% 1.00 1.00 1.00 1.00 0.0% 4.00 4.00 6.00 4.00 6.00 0.0% 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 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 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 16.00 15.00 18.00 16.00 16.00 (2.00) (11.1%) 3.00 2.00 2.00 2.00 2.00 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 2.00 N/A 7.00 6.00 6.00 6.00 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 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% 80.00 77.00 87.00 78.00 85.00 (2.00) (2.3% ) Staffing by Fund DEPARTMENT/FUND 226 PLANNING AND DEVELOPMENT FEES Department Total FY 2013 REVISED TO ADOPTED FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 80.00 77.00 87.00 78.00 85.00 (2.00) (2.3%) 80.00 77.00 87.00 78.00 85.00 (2.00) (2.3% ) General Adjustments Personnel: FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: Planning and Development Fees Fund (226) 708 Maricopa County Annual Business Strategies FY 2015 Adopted Budget • • • • • Department Strategic Plans and Budgets Planning and Development Increase Regular Benefits by $2,203 for the impact of changes in retirement contribution rates. Increase Program Revenue by $99,897 due to program volume increase. Increase Internal Service Charges by $15,977 for the impact of changes in risk management charges. Decrease Internal Service Charges by $12,411 for the impact of changes in telecom charges. Increase Expenditures by $65,622 for increased program activity. 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. Number of Variance and Other Board of Adjustment cases recommended to public hearing or approved administratively within 75 days of application. FY 2013 ACTUAL 141.2% FY 2014 FY 2014 REVISED FORECAST 98.0% 84.8% FY 2015 ADOPTED 81.8% REV VS ADOPTED VAR % (16.2%) -16.5% 104.5% 100.0% 113.6% 100.0% 0.0% 0.0% 106.4% 97.3% 91.8% 95.0% (2.2%) -2.3% 103.6% 99.7% 98.2% 98.5% (1.2%) -1.2% 100.0% 100.0% 193.6% 183.3% 83.3% 83.3% 112.7% 91.1% 94.0% 98.0% 6.9% 7.5% 100.0% 100.0% 96.7% N/A N/A N/A Activities that comprise this program include: • Code Enforcement • Comprehensive Planning • Customer Services • Permit Inspections • Plan Review • Planning and Zoning • Zoning and Adjudication Code Enforcement Activity The purpose of the Code Enforcement Activity is to provide inspection and enforcement services to Maricopa County property owners so they can experience resolution of complaint issues in a timely manner. 709 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 Expenditure Ratio Revenue 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 2013 ACTUAL 141.2% FY 2014 FY 2014 REVISED FORECAST 98.0% 84.8% N/A 1,800 REV VS ADOPTED VAR % (16.2%) -16.5% FY 2015 ADOPTED 81.8% 1,314 1,320 (480) -26.7% $ 1,460 368.19 $ 1,900 266.15 $ 1,440 347.63 $ 1,500 377.37 $ (400) (111.22) -21.1% -41.8% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ 215,969 $ 170,424 $ 140,527 $ 144,000 $ (26,424) -15.5% $ 215,969 $ 170,424 $ 140,527 $ 144,000 $ (26,424) -15.5% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 422,729 83,528 $ 344,105 134,961 $ 339,208 117,582 $ 323,966 174,157 $ 20,139 (39,196) 5.9% -29.0% $ 506,257 $ 479,066 $ 456,790 $ 498,123 $ (19,057) -4.0% Expenditure Activity Narrative: The FY 2015 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 that require an inspection. Revenue is expected to increase only slightly due to a greater number of older violation complaints being resolved with payment of fines through compliance agreements. The decrease in demand results from an increase in compliance agreements and additional permitting. Comprehensive Planning Activity The purpose of the Comprehensive Planning Activity is to provide and maintain planning elements and provide information to various private and public entities of Maricopa County so they can make informed decisions concerning growth, development and investment in a timely manner. Mandates: A.R.S. §11-802 establishes the Board of Supervisors authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans; A.R.S. §11-805 authorizes the Board to contract with consultants or employ persons for services as may be required to carry on the work of the commission and the enforcement. A consultant, employees, or both, are provided to carry on County planning work, the regularly appointed planning and zoning commission of an incorporated city or town within the county may request the services of the consultant, staff, or both, for consultation and advice including the preparation or review of comprehensive plans, zoning ordinances, and subdivision regulations within the boundaries of the incorporated city or town; A.R.S. §11-806 establishes that the commission shall act in an advisory capacity to the Board and shall, when requested, make a report or recommendation in matters under the jurisdiction of the Board. Further, the commission shall prepare and recommend to the Board a comprehensive plan; A.R.S. §11-821 requires the commission to formulate and the Board of Supervisors to adopt or readopt a comprehensive long-term county plan. 710 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio 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 2013 ACTUAL 104.5% FY 2014 FY 2014 REVISED FORECAST 100.0% 113.6% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 22 28 22 24 (4) -14.3% 23 28 24 24 (4) -14.3% $ 13,138.36 $ 11,011.61 $ 12,113.41 $ 14,027.88 $ (3,016.27) -27.4% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ 20,830 $ 81,628 $ 86,940 $ 90,000 $ 8,372 10.3% $ 20,830 $ 81,628 $ 86,940 $ 90,000 $ 8,372 10.3% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 229,013 60,031 $ 281,983 26,342 $ 281,129 $ (14,634) 246,548 90,121 $ 35,435 (63,779) 12.6% -242.1% $ 289,044 $ 308,325 $ 266,495 336,669 $ (28,344) -9.2% Revenue Expenditure $ Activity Narrative: The FY 2015 budget supports the Department in meeting 100% of demand for plan amendments. Large-scale commercial and residential development in the County is showing slight growth, as there are large tracts of land being committed to master-planned communities. Expenditure ratio has increased due to staffing reorganization within the planning activities. 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 Expenditure Ratio 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 2013 ACTUAL 106.4% FY 2014 FY 2014 REVISED FORECAST 97.3% 91.8% 8,690 8,690 8,760 8,760 FY 2015 ADOPTED 95.0% 9,458 9,458 REV VS ADOPTED VAR % (2.2%) -2.3% 9,500 9,500 740 740 8.4% 8.4% $ 68.29 $ 74.23 $ 70.51 $ 70.42 $ 3.81 5.1% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ 72,300 $ 63,767 $ 74,175 $ 90,600 $ 26,833 42.1% $ 72,300 $ 63,767 $ 74,175 $ 90,600 $ 26,833 42.1% 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 593,466 $ 650,289 $ 666,845 $ 669,001 $ (18,712) -2.9% $ 593,466 $ 650,289 $ 666,845 $ 669,001 $ (18,712) -2.9% Expenditure 711 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activity Narrative: The FY 2015 budget supports the Department in meeting 100% of the demand. The Department continues to experience a steady increased demand for planning and development services and there is an expectation that demand will increase nearing the end of FY 2014 and continue into FY 2015. 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 Expenditure Ratio Revenue Measure Description Percent of Inspections provided the same day as Requested. Total Number of Inspections provided. Number of Inspections Scheduled/Requested FY 2013 ACTUAL 103.6% FY 2014 FY 2014 REVISED FORECAST 99.7% 98.2% 28,513 29,058 24,924 25,056 Total expenditure per inspection provided $ 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB TOTAL SOURCES $ 4,352,060 $ 4,213,967 2,303 $ 4,354,363 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES 52.15 $ 77.89 32,410 32,441 $ 57.42 REV VS ADOPTED VAR % (1.2%) -1.2% FY 2015 ADOPTED 98.5% 34,480 34,600 $ 9,556 9,544 38.3% 38.1% 17.22 22.1% 60.67 $ $ 4,000,447 $ 3,744,000 $ (469,967) -11.2% $ 4,213,967 1,001 $ 4,001,448 $ 3,744,000 $ (469,967) N/A -11.2% $ 1,487,029 $ 1,941,260 $ 1,861,080 $ 2,091,786 $ (150,526) -7.8% $ 1,487,029 $ 1,941,260 $ 1,861,080 $ 2,091,786 $ (150,526) -7.8% Expenditure Activity Narrative: The FY 2015 budget supports the Department in meeting 98.5% of the demand, including building re-inspections. The Department is experiencing a significant 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 increased 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. 712 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio 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 2013 ACTUAL 112.7% $ 9,857 11,112 230.96 FY 2014 FY 2014 REVISED FORECAST 91.1% 94.0% $ 10,800 11,940 194.73 $ 6,657 11,884 303.51 FY 2015 ADOPTED 98.0% $ 5,824 5,900 350.45 REV VS ADOPTED VAR % 6.9% 7.5% $ (4,976) (6,040) (155.72) -46.1% -50.6% -80.0% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ 3,714,546 $ 3,118,753 $ 3,390,054 $ 3,576,000 $ 457,247 14.7% $ 3,714,546 $ 3,118,753 $ 3,390,054 $ 3,576,000 $ 457,247 14.7% 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 2,276,603 $ 2,103,111 $ 2,020,458 $ 2,041,020 $ 62,091 3.0% $ 2,276,603 $ 2,103,111 $ 2,020,458 $ 2,041,020 $ 62,091 3.0% Expenditure Activity Narrative: The FY 2015 budget supports the Department in meeting an expected level of 98% 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 fewer large projects, including various solar energy plants, which impact the plan review workload. In FY 2014 and in accordance with HB1598, the number of plan reviews is now limited, which helps explain the reduced number of plan reviews provided. The FY 2015 budget also includes a slight increase in expected revenue due 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. 713 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio 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 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 193.6% FY 2015 ADOPTED 183.3% REV VS ADOPTED VAR % 83.3% 83.3% 225 60 47 36 (24) -40.0% 305 120 70 42 (78) -65.0% (9,750.27) -124.2% $ 2,300.06 $ 7,849.07 $ 9,717.51 $ 17,599.33 $ 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ 314,540 $ 315,341 $ 479,915 $ 360,000 $ 44,659 14.2% $ 314,540 $ 315,341 $ 479,915 $ 360,000 $ 44,659 14.2% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 128,772 388,742 $ 171,319 299,625 $ 171,143 285,580 $ 273,349 360,227 $ (102,030) (60,602) -59.6% -20.2% $ 517,514 $ 470,944 $ 456,723 $ 633,576 $ (162,632) -34.5% Revenue Expenditure Activity Narrative: The overall demand or number of cases processed by the Planning and Zoning Activity for FY 2014 has not changed significantly. However, the number of cases processed through a technical advisory committee meeting has decreased and can be contributed to a significant number of applicant’s requests for expedited processing. Planning and Zoning staff have accommodated these requests while maintaining quality results in projects approved and presented to the Board of Supervisors. The FY 2015 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 remain constant with a slight increase due to growth in real estate market activity. The FY 2015 budget for Zoning and Adjudication has been merged with the Planning and Zoning activity to centralize functions. 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. 714 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue FY 2013 ACTUAL 100.0% Measure Description Number 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 2014 FY 2014 FORECAST REVISED 96.7% 100.0% FY 2015 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 14 42 60 N/A N/A N/A 29 42 70 - (42) -100.0% N/A N/A N/A N/A $ 3,042.19 $ 2,153.19 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ 21,450 $ 23,662 $ 27,615 $ - $ (23,662) -100.0% $ 21,450 $ 23,662 $ 27,615 $ - $ (23,662) -100.0% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 47,535 121,424 $ 70,825 56,947 $ 70,825 54,060 $ - $ 70,825 56,947 100.0% 100.0% $ 168,959 $ 127,772 $ 124,885 $ - $ 127,772 100.0% 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. The FY 2015 budget for Zoning and Adjudication has been merged with the Planning and Zoning activity. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 868,232 $ - FY 2014 Revised Budget $ 868,232 $ - FY 2015 Baseline Budget Threshold $ 868,232 $ - FY 2015 Adopted Budget $ 868,232 $ - 715 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Fees Fund (226) Expenditures Revenue OPERATING $ 7,677,875 $ 7,874,883 $ 215,275 $ 215,275 150,000 $ 150,000 18,267 18,267 - $ 8,043,150 $ 7,893,150 $ 37,153 $ 37,153 - $ (150,000) $ (150,000) 37,153 37,153 - $ 7,930,303 $ 7,930,303 $ 2,203 $ 2,203 3,566 $ 3,566 - $ 65,622 $ 65,622 99,897 99,897 $ 8,001,694 $ 0.9% 8,030,200 1.3% FY 2014 Adopted Budget $ 379,931 $ 129,392 FY 2014 Revised Budget $ 379,931 $ 129,392 $ (130,000) $ (130,000) (129,392) $ (129,392) (129,392) (129,392) FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP Non Recurring Increase Expenditure Authority for Plan Reviews Agenda Item: C-49-13-092-2-00 $ C-44-14-095-2-00 FY 2014 Revised Budget Adjustments: Employee Salary Adjustments Annual Mark et Adjustment - IT Fees and Other Revenues ProgRevenue Volume Inc/Dec Non Recurring Increase Expenditure Authority for Plan Reviews Agenda Item: $ $ C-44-14-095-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Telecom Risk Management Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount (12,411) 15,977 NON RECURRING NON PROJECT Adjustments: Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Information and Communications Technology Other IT Non Recurring Agenda Item: $ (120,539) FY 2015 Baseline Budget Threshold Adjustments: Base Adjustments Vehicle Replacement Information and Communications Technology Other IT Non Recurring Non Recurring Non Recurring Fund Transfer - $ - $ - $ 390,000 $ 390,000 - $ 147,292 - $ - 525,000 525,000 $ 537,292 $ 525,000 Agenda Item: FY 2015 Adopted Budget 716 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Fees Fund (226) Fund Balance Summary FY 2013 ACTUAL Beginning Spendable Fund Balance FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED $ 2,815,909 $ 4,249,807 $ 4,249,807 $ 3,580,626 $ 3,660,099 $ 8,601,441 123,930 8,725,371 $ 7,874,883 129,392 8,004,275 $ 7,893,150 129,392 8,022,542 $ 8,096,754 129,392 8,226,146 $ 8,030,200 525,000 8,555,200 $ 8,043,150 379,931 8,423,081 $ $ 7,837,280 309,393 8,146,673 $ $ 7,677,875 379,931 8,057,806 $ $ 7,794,394 166,256 7,960,650 $ 8,001,694 537,292 8,538,986 Structural Balance $ 807,047 $ 197,008 $ (150,000) $ 259,474 $ 28,506 Accounting Adjustments $ (4) $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ 4,196,276 4,196,276 $ 3,849,268 3,849,268 $ 3,660,099 3,660,099 $ 3,676,313 3,676,313 Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ 3,580,626 3,580,626 $ $ 717 $ $ $ $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Planning and Development Del Webb Fund (235) Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 525,000 $ 525,000 - $ 525,000 $ - Adjustments: Non Recurring Non Recurring Fund Transfer Agenda Item: FY 2015 Adopted Budget Del Webb Special Fund (235) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 513,203 $ - $ - $ 515,350 $ 525,000 Sources: Operating Total Sources: $ $ 2,303 2,303 $ $ - $ $ - $ $ 9,650 9,650 $ $ - $ $ $ $ - $ $ - $ $ - $ 525,000 525,000 Uses: Operating Non-Recurring Total Uses: $ 157 157 Structural Balance $ 2,146 $ - $ - $ 9,650 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 515,350 515,350 $ $ - $ $ - $ $ 525,000 525,000 $ $ - 718 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Procurement Services Procurement Services Analysis by Jacqueline M. Edwards, Senior 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 Department Specific By FY 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 been diligently working to rebrand themselves as a strategic partner and agency resource. The Department will update this goal during the FY 2016 Strategic Business Plan update process. Department Specific By FY 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 2014, the Department engaged a contractor to perform a detailed spend analysis and classification. These results have been shared with the Finance Department, and now they are working to implement identified opportunities for increased efficiencies and hard dollar savings. The Department will update this goal during the FY 2016 Strategic Business Plan update process. Department Specific By FY 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 non-construction contracts. The Department will update this goal during the FY 2016 Strategic Business Plan update process. 719 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Specific By FY 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 contracts. The Department will update this goal during the FY 2016 Strategic Business Plan update process. Department Specific By FY 2016, 80% of requests for records services will be completed within 7 business days. Status: The Department has seen an increase in demand for public records requests and has developed a process to fill these requests in a timely manner. Currently, the Department is working with other agencies to fulfill new State of Arizona requirements. The Department will update this goal during the FY 2016 Strategic Business Plan update process. Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % PCPT - PROCUREMENT SERVICES 73BS - PROCUREMENT SERVICES $ $ 930,297 $ 930,297 $ 282,000 $ 282,000 $ 282,000 $ 282,000 $ 294,984 $ 294,984 $ 300,000 $ 300,000 $ 18,000 18,000 6.4% 6.4% PRNT - PRINTING SERVICES 73PR - PRINTING SERVICES PROGRAM $ $ 778,408 $ 778,408 $ 788,689 $ 788,689 $ 808,689 $ 808,689 $ 860,699 $ 860,699 $ 845,217 $ 845,217 $ 36,528 36,528 4.5% 4.5% TOTAL PROGRAMS $ 1,708,705 $ 1,070,689 $ 1,090,689 $ 1,155,683 $ 1,145,217 $ 54,528 5.0% 33,188 33,188 1.5% 1.5% USES PCPT - PROCUREMENT SERVICES 73BS - PROCUREMENT SERVICES $ $ 2,002,820 $ 2,002,820 $ 2,102,817 $ 2,102,817 $ 2,164,001 $ 2,164,001 $ 2,025,812 $ 2,025,812 $ 2,130,813 $ 2,130,813 $ PRNT - PRINTING SERVICES 73PR - PRINTING SERVICES PROGRAM $ $ 687,496 $ 687,496 $ 702,742 $ 702,742 $ 722,742 $ 722,742 $ 732,564 $ 732,564 $ 825,165 $ 825,165 $ (102,423) (102,423) -14.2% -14.2% RMPT - RECORDS MANAGEMENT 73RM - RECORDS MANAGEMENT $ $ 34,521 $ 34,521 $ 53,380 $ 53,380 $ 54,494 $ 54,494 $ 41,580 $ 41,580 $ 56,359 $ 56,359 $ (1,865) (1,865) -3.4% -3.4% ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 232,375 $ 232,375 $ 202,703 $ (23,930) 178,773 $ 210,695 $ 210,695 $ 206,539 $ 206,539 $ 179,346 $ 893 42,917 223,156 $ 31,349 (893) (42,917) (12,461) 14.9% N/A N/A -5.9% $ 54,904 $ 29,750 84,654 $ 60,652 $ 33,657 94,309 $ 60,652 $ 33,657 94,309 $ 60,652 $ 36,094 96,746 $ 63,949 $ 21,264 8,275 93,488 $ (3,297) (21,264) 33,657 (8,275) 821 -5.4% N/A 100.0% N/A 0.9% TOTAL PROGRAMS $ 3,041,866 $ 3,132,021 $ 3,246,241 $ 3,103,241 $ 3,328,981 $ (82,740) -2.5% $ CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 720 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0636 - INTERNAL SERVICE CHARGES $ SUBTOTAL $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2013 ACTUAL $ SUBTOTAL $ FY 2014 ADOPTED FY 2014 REVISED FY 2015 ADOPTED FY 2014 FORECAST REVISED VS ADOPTED % VAR 778,408 $ 778,408 $ 788,689 788,689 $ $ 808,689 $ 808,689 $ 860,699 $ 860,699 $ 845,217 845,217 $ $ 36,528 36,528 4.5% 4.5% 930,297 $ 930,297 $ 282,000 282,000 $ $ 282,000 $ 282,000 $ 294,984 $ 294,984 $ 300,000 300,000 $ $ 18,000 18,000 6.4% 6.4% 54,528 5.0% ALL REVENUES $ 1,708,705 $ 1,070,689 $ 1,090,689 $ 1,155,683 $ 1,145,217 $ TOTAL SOURCES $ 1,708,705 FY 2013 ACTUAL $ 1,070,689 FY 2014 ADOPTED $ 1,090,689 FY 2014 REVISED $ 1,155,683 FY 2014 FORECAST $ 1,145,217 FY 2015 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 $ 5.0% 54,528 REVISED VS ADOPTED VAR % 1,810,349 $ 1,038 640,886 9,521 (25,000) 16,386 2,453,180 $ 1,897,296 $ 150 712,911 (44,152) 19,152 2,585,357 $ 2,007,690 $ 150 690,909 (44,152) 19,152 2,673,749 $ 1,925,465 $ 43,842 546 674,717 (93,479) 19,152 2,570,243 $ 2,005,581 $ 136,469 150 705,139 (191,276) 19,367 2,675,430 $ 2,109 (136,469) (14,230) 147,124 (215) (1,681) 0.1% N/A 0.0% -2.1% N/A 333.2% -1.1% -0.1% 270,692 $ 376 910 271,978 $ 259,579 $ 750 260,329 $ 274,507 $ 750 275,257 $ 269,620 $ (137) 444 269,927 $ 283,972 $ 582 284,554 $ (9,465) 168 (9,297) -3.4% N/A 22.4% N/A -3.4% $ 198,579 $ 1,792 9,851 156 83,551 12,420 8,736 1,623 316,708 $ 127,500 $ 4,000 33,485 98,983 8,000 11,027 3,340 286,335 $ 127,500 $ 14,900 33,485 98,983 8,000 11,027 3,340 297,235 $ 130,032 $ 4,766 12,919 5 99,271 6,979 7,390 1,709 263,071 $ 127,500 $ 14,900 23,492 103,397 16,096 11,552 2,060 298,997 $ 9,993 (4,414) (8,096) (525) 1,280 (1,762) 0.0% 0.0% 29.8% N/A -4.5% -101.2% -4.8% 38.3% -0.6% $ $ - $ - $ - $ - $ - $ - $ - $ - $ 70,000 $ 70,000 $ (70,000) (70,000) N/A N/A ALL EXPENDITURES $ 3,041,866 $ 3,132,021 $ 3,246,241 $ 3,103,241 $ 3,328,981 $ (82,740) -2.5% TOTAL USES $ 3,041,866 $ 3,132,021 $ 3,246,241 $ 3,103,241 $ 3,328,981 $ (82,740) -2.5% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 930,297 $ 930,297 $ 282,000 $ 282,000 $ 282,000 $ 282,000 $ 294,984 $ 294,984 $ 300,000 $ 300,000 $ 18,000 18,000 6.4% 6.4% $ FUND TOTAL SOURCES $ 778,408 $ 778,408 $ 788,689 $ 788,689 $ 808,689 $ 808,689 $ 860,699 $ 860,699 $ 845,217 $ 845,217 $ 36,528 36,528 4.5% 4.5% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,708,705 $ 1,708,705 $ FY 2013 ACTUAL 1,070,689 $ 1,070,689 $ FY 2014 ADOPTED 1,090,689 $ 1,090,689 $ FY 2014 REVISED 1,155,683 $ 1,155,683 $ FY 2014 FORECAST 2,163,379 $ 104,467 2,267,846 $ 2,283,205 $ 60,127 2,343,332 $ 2,377,425 $ 60,127 2,437,552 $ 2,228,186 $ 60,127 2,288,313 $ 2,413,764 $ 2,413,764 $ (36,339) 60,127 23,788 -1.5% 100.0% 1.0% FUND TOTAL USES $ 774,020 $ 774,020 $ 788,689 $ 788,689 $ 808,689 $ 808,689 $ 814,928 $ 814,928 $ 845,217 $ 70,000 915,217 $ (36,528) (70,000) (106,528) -4.5% N/A -13.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,937,399 $ 104,467 $ 3,041,866 $ 3,071,894 $ 60,127 $ 3,132,021 $ 3,186,114 $ 60,127 $ 3,246,241 $ 3,043,114 $ 60,127 $ 3,103,241 $ 3,258,981 $ 70,000 $ 3,328,981 $ (72,867) (9,873) (82,740) -2.3% -16.4% -2.5% 673 REPROGRAPHICS OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT $ FUND TOTAL USES $ 673 REPROGRAPHICS OPERATING NON RECURRING NON PROJECT $ 721 1,145,217 $ 54,528 5.0% 1,145,217 $ 54,528 5.0% REVISED VS ADOPTED FY 2015 ADOPTED VAR % Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Procurement Services Staffing by Program and Activity PROGRAM ACTIVITY INDIRECT SUPPORT EXECUTIVE MANAGEMENT OPERATIONS SUPPORT PROGRAM TOTAL PRINTING SERVICES PROGRAM PRINTING SERVICES PROGRAM TOTAL PROCUREMENT SERVICES PROCUREMENT SERVICES PROGRAM TOTAL RECORDS MANAGEMENT RECORDS MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 REVISED TO ADOPTED FY 2015 REVISED FORECAST ADOPTED VARIANCE VAR % 1.65 1.65 1.50 1.50 1.50 .00 1.50 1.50 1.50 1.00 .50 1.50 (.50) .50 - (33.3%) N/A 0.0% 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 - 0.0% 0.0% 28.15 28.15 27.75 27.75 28.25 28.25 28.25 28.25 25.25 25.25 (3.00) (3.00) (10.6%) (10.6%) .20 .20 39.00 .75 .75 39.00 .75 .75 39.50 .75 .75 39.50 .75 .75 36.50 (3.00) 0.0% 0.0% (7.6%) Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Administrative Services Mgr Administrative Staff Supv Business Systems Analyst-Sr/Ld 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 FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 2.00 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 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 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% 5.00 4.00 2.00 2.00 2.00 0.0% 11.50 10.50 11.00 12.00 9.00 (2.00) (18.2%) 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 2.00 1.00 1.00 (1.00) (50.0%) 3.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 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% .50 .50 .50 .50 .50 0.0% 1.00 1.00 1.00 1.00 0.0% 39.00 39.00 39.50 39.50 36.50 (3.00) (7.6% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL 673 REPROGRAPHICS Department Total FY 2014 FY 2014 FY 2015 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE (3.00) (9.8%) 30.00 30.00 30.50 30.50 27.50 9.00 9.00 9.00 9.00 9.00 0.0% 39.00 39.00 39.50 39.50 36.50 (3.00) (7.6% ) Significant Variance Analysis The Department reduced their staff by 3.0 FTE, 1.0 FTE Procurement Specialist and 2.0 FTE Procurement Officer, due to redistribution of job duties and moving a Grant-Contract Administrator from General Fund (100) Non Recurring Non Project to Operating. 722 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Procurement Services General Adjustments Personnel: FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY14. Base Adjustments: General Fund (100) • Increase Regular Benefits by $827 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $433 for the impact of the changes in risk management charges. • Increase Personnel by $22,762 for the addition of a Contract Monitor position that was previously in General Fund (100) Non Recurring Non Project. • Increase Personnel by $893 due to the Justice System Market Adjustment that included Office Assistant Specialized. Reprographics (673) Operating • Increase Regular Benefits by $183 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $129 for the impact of the changes in risk management charges. • Increase revenues by $56,528 and operating expenditures by $56,216 based on anticipated increase in the provision of internal printing services. Reprographics (673) Non Recurring Non Project • Increase Capital Equipment by $70,000 for the replacement of a copier. Programs and Activities Procurement Services Program 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 consitent with Board policy language Percent of new construction project contracts which contain acceptable environmental standards consistent with Board policy FY 2013 ACTUAL 92.9% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 42.3% 100.0% 68.3% 63.5% (36.5%) -36.5% 54.3% 98.1% 98.1% 98.1% 0.0% 0.0% 50.0% 97.5% 97.5% 97.5% 0.0% 0.0% Activities that comprise this program include: • Procurement Services 723 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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. §41-2501 establishing County purchasing procedures. Measure Type Result Result Result Result Output Output Measure Description Percent of respondents indicating "very satisfied" or "satisfied" on the Procurement Customer Satisfaction Survey Percentage of expenditure for goods/services/construction managed through procurement services Percent of new contracts written to include acceptable environmental standards consitent with Board policy language Percent of new construction project contracts which contain acceptable environmental standards consistent with Board policy Value of competively sourced Purchase Orders Number of new contracts with acceptable environmental standards consistent with Board policy FY 2013 ACTUAL 92.9% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 100.0% 42.3% 100.0% 68.3% 63.5% (36.5%) -36.5% 54.3% 98.1% 98.1% 98.1% 0.0% 0.0% 50.0% 97.5% 97.5% 97.5% 0.0% 0.0% 253,143,680 181,685,480 303,487,350 398,146,840 216,461,360 119.1% 200 70 70 70 - 0.0% Output Number of new construction projects meeting acceptable environmental sustainability standards consistent with Board policy 80 70 70 70 - 0.0% Output Demand 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 368 160 159 164 159 57 159 164 - 0.0% 0.0% 352 173 250 173 - 0.0% 140 117 130 117 - 0.0% 599,076,390 471,732,800 515,681,120 471,732,800 - 0.0% $ 5,442.45 $ 13,610.07 $ 12,740.96 $ 13,401.34 $ 208.73 1.5% 100 - GENERAL TOTAL SOURCES $ $ 930,297 930,297 $ $ $ $ $ $ 300,000 300,000 $ $ 18,000 18,000 6.4% 6.4% 100 - GENERAL TOTAL USES $ 2,002,820 $ 2,002,820 $ 2,130,813 $ 2,130,813 $ $ 33,188 33,188 1.5% 1.5% Demand Demand Demand Expenditure Ratio Revenue 282,000 282,000 294,984 294,984 Expenditure $ 2,164,001 $ 2,164,001 $ 2,025,812 $ 2,025,812 Activity Narrative: The percentage of expenditures for goods/services/construction managed through procurement services is based on the newly set benchmark from FY 2013. Based on the actual progress made in FY 2014, the Department expects this result to be 63.5% in FY 2015. The output for the value of competitively sourced Purchase orders is increasing by 119% from FY 2014 Revised measure. This is due to the Department developing programs and policies to increase the quality of County-wide procurement as well as based on the FY 2013 Actual and FY 2014 actuals thus far. Base Adjustments: General Fund (100) Operating • Increase Revenue by $18,000 for the expected return of contract overpayments. 724 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Print Services Program 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 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 91.3% 91.3% FY 2015 ADOPTED 91.3% REV VS ADOPTED VAR % 0.0% 0.0% 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: Discretionary services. Measure Type Result Output Demand Expenditure Ratio Revenue FY 2013 ACTUAL 204.8% FY 2014 FY 2014 REVISED FORECAST 91.3% 91.3% REV VS ADOPTED VAR % 0.0% 0.0% 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 $ 2,151 319.62 $ 2,208 327.33 $ 1,500 488.38 $ 2,208 373.72 $ (46.39) 673 - REPROGRAPHICS TOTAL SOURCES $ $ 778,408 778,408 $ $ 808,689 808,689 $ $ 860,699 860,699 $ $ 845,217 845,217 $ $ 36,528 36,528 673 - REPROGRAPHICS TOTAL USES $ $ 687,496 687,496 $ $ 722,742 722,742 $ $ 732,564 732,564 $ $ 825,165 825,165 $ $ (102,423) (102,423) 2,151 2,208 FY 2015 ADOPTED 91.3% 1,500 2,208 - 0.0% 0.0% -14.2% 4.5% 4.5% Expenditure -14.2% -14.2% Activity Narrative: The FY 2014 and 2015 result measure cannot be compared to the FY 2013 Actual measure as this calculation was incorrectly completed. Although the demand is not expected to increase, the complexity of each print service will increase over FY 2014 Revised. This results in a more costly individual print service request. Thus, it is expected the trend for increased revenue will continue into FY 2015. Records Management Program 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. 725 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Program Results Measure Description Percentage of requests for service fulfilled within 7 days FY 2013 ACTUAL 53.3% FY 2014 FY 2014 REVISED FORECAST 73.2% 85.6% FY 2015 ADOPTED 86.2% REV VS ADOPTED VAR % 13.0% 17.8% 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. § 41-151 establishing state and local records management procedures. Measure Type Result Output Output Demand Expenditure Ratio Expenditure 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 100 - GENERAL TOTAL USES FY 2013 ACTUAL 53.3% FY 2014 FY 2014 REVISED FORECAST 73.2% 85.6% REV VS ADOPTED VAR % 13.0% 17.8% FY 2015 ADOPTED 86.2% 176 112 177 178 66 58.9% 330 168 216 218 50 29.8% $ 233 104.61 $ 168 324.37 $ 216 192.50 $ 218 258.53 $ 50 65.84 29.8% 20.3% $ $ 34,521 34,521 $ $ 54,494 54,494 $ $ 41,580 41,580 $ $ 56,359 56,359 $ $ (1,865) (1,865) -3.4% -3.4% Activity Narrative: In FY 2015, the Department expects demand and output to increase as education to County agencies on records management continues. The expected measures in FY 2015 are based on an analysis of the FY 2013 Actual and FY 2014 Forecast. 726 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 2nd Quarter Retention Pay and Market Adj FY 14 IT Market Study Adjustments 3rd and 4th Quarter Retention Pay and Market Adj $ 282,000 $ 94,220 80,551 954 11,236 1,479 $ - $ 2,377,425 $ 282,000 11,424 $ (954) (11,236) (1,479) 22,472 2,621 - C-49-13-092-2-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 Agenda Item: $ C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2015 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Costs Personnel Fund or Function Shifts Contract Monitor position moved from Non Recurring to Operating Fees and Other Revenues ProgRevenue Volume Inc/Dec FY 2015 Tentative Budget Percent Change from Target Amount Adjustments: Employee Salary Adjustments Justice System Support Market Adjustment 2,283,205 Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 2nd Quarter Retention Pay and Market Adj FY 14 IT Market Study Adjustments 3rd and 4th Quarter Retention Pay and Market Adj Annual Market Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ $ 2,388,849 $ 282,000 $ 827 827 23,195 433 $ - $ $ 433 $ 22,762 $ 22,762 $ $ - $ 18,000 18,000 2,412,871 $ 1.0% 300,000 6.4% Agenda Item: $ FY 2015 Adopted Budget Percent Change from Target Amount $ 727 893 893 $ - 2,413,764 $ 1.0% 300,000 6.4% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Procurement Services Reprographics Fund (673) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Non Recurring Increase Exp and Rev Authority for Increased Demand 788,689 $ 20,000 $ 20,000 20,000 20,000 $ 808,689 $ 808,689 $ (20,000) $ (20,000) (20,000) (20,000) $ 788,689 $ 788,689 $ 183 $ 183 129 $ 129 - - $ 56,216 $ 56,216 56,528 56,528 - 845,217 $ 7.2% 845,217 7.2% C-73-14-061-2-00 Agenda Item: C-73-14-061-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Costs Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Increase Printing Services Activity 788,689 $ Agenda Item: FY 2014 Revised Budget Adjustments: Non Recurring Increase Exp and Rev Authority for Increased Demand $ Agenda Item: $ $ 129 $ $ $ 56,216 FY 2015 Adopted Budget Percent Change from Threshold Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Budget Target $ - $ - $ 70,000 $ 70,000 - $ 70,000 $ - Adjustments: Non Recurring Other Non Recurring Replacement of Copier Agenda Item: $ FY 2015 Adopted Budget Percent Change from Target Amount 728 70,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Procurement Services Reprographics Fund (673) Fund Balance Summary FY 2014 ADOPTED FY 2013 ACTUAL FY 2014 REVISED FY 2015 ADOPTED FY 2014 FORECAST Beginning Spendable Fund Balance $ 218,724 $ 218,724 $ 218,724 $ 223,112 $ 268,883 Sources: Operating Total Sources: $ $ 778,408 778,408 $ $ 788,689 788,689 $ $ 788,689 788,689 $ $ 860,699 860,699 $ $ 845,217 845,217 $ $ $ $ 814,928 814,928 $ $ 788,689 788,689 $ $ 788,689 788,689 $ 845,217 70,000 915,217 Uses: Operating Non-Recurring Total Uses: $ 774,020 774,020 Structural Balance $ 4,388 $ - $ - $ 45,771 $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ 223,112 223,112 $ 218,724 218,724 $ 218,724 218,724 $ 268,883 268,883 $ 198,883 198,883 729 Department Strategic Plans and Budgets Protective Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Protective Services Analysis by Dreamlyn Johnson, 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: In FY 2014, 7.8% of group involved demonstrations disrupted County business. The department is on target for meeting this goal by 2017 and will review this goal during the FY 2016 Strategic Business Plan update process. Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES SCRT - SECURITY 70PS - PROTECTIVE SERVICES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ $ 269,879 $ 269,879 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 282,225 $ 282,225 $ 235,141 $ 235,141 $ - 0.0% 0.0% TOTAL PROGRAMS $ 269,879 $ 235,141 $ 235,141 $ 282,225 $ 235,141 $ - 0.0% 108,904 $ 3,414,909 3,523,813 $ 112,126 $ 3,684,768 3,796,894 $ 115,833 $ 3,773,394 3,889,227 $ 114,479 $ 3,688,916 3,803,395 $ 115,872 $ 3,757,881 3,873,753 $ - $ - $ - $ (39,764) (39,764) $ 5,013 $ 5,013 $ - $ - $ 5,013 $ 5,013 $ $ - $ - $ - $ 11,569 11,569 $ - $ 11,569 11,569 $ (2,480) $ 11,568 9,088 $ - $ 20,775 10,890 31,665 $ (20,775) 11,569 (10,890) (20,096) N/A N/A 100.0% N/A -173.7% TOTAL PROGRAMS $ 3,523,813 $ 3,768,699 $ 3,905,809 $ 3,812,483 $ 3,910,431 $ (4,622) -0.1% USES PKMT - PARKING MANAGEMENT SCRT - SECURITY 70PS - PROTECTIVE SERVICES $ $ ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ $ GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 730 (39) 15,513 15,474 - 0.0% 0.4% 0.4% 0.0% N/A 0.0% Department Strategic Plans and Budgets Protective Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2013 ACTUAL 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 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 269,879 $ 269,879 $ 235,141 235,141 $ $ 235,141 $ 235,141 $ 282,225 $ 282,225 $ 235,141 235,141 $ $ - 0.0% 0.0% 269,879 $ 235,141 $ 235,141 $ 282,225 $ 235,141 $ - 0.0% 269,879 $ 235,141 FY 2013 FY 2014 ACTUAL ADOPTED $ 235,141 $ 282,225 $ 235,141 FY 2014 FY 2014 FY 2015 REVISED FORECAST ADOPTED $ 0.0% REVISED VS ADOPTED VAR % ALL REVENUES $ TOTAL SOURCES $ FY 2014 ADOPTED 2,198,335 $ 2,906 201,241 1,041,279 44,660 (154,049) 48,943 3,383,315 $ 2,351,225 $ 7,830 150,500 1,105,014 42,769 (120,942) 48,942 3,585,338 $ 2,478,153 $ 6,264 150,500 1,119,223 42,769 (120,942) 48,942 3,724,909 $ 2,428,021 $ 4,750 158,309 1,104,396 40,236 (120,942) 48,942 3,663,712 $ 2,479,819 $ 6,264 150,500 1,111,770 42,759 (120,942) 48,942 3,719,112 $ (1,666) 7,453 10 5,797 -0.1% 0.0% 0.0% 0.7% 0.0% 0.0% 0.0% 0.2% SUBTOTAL $ 52,618 $ 23,231 10,938 86,787 $ 36,000 $ 26,000 62,000 $ 33,539 $ 26,000 59,539 $ 20,453 $ 19,671 30,463 70,587 $ 30,000 $ 25,000 6,500 61,500 $ 3,539 1,000 (6,500) (1,961) 10.6% 3.8% N/A -3.3% 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 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ ALL EXPENDITURES $ 144 $ 2,631 2,231 46,503 43 1,980 179 53,711 $ 3,523,813 $ - $ 39,000 2,500 1,015 76,988 714 1,000 144 121,361 $ 3,768,699 $ - $ 39,000 2,500 1,015 76,988 714 1,000 144 121,361 $ 3,905,809 $ - $ 9,375 3,007 540 64,404 210 419 84 145 78,184 $ 3,812,483 $ - $ 50,600 2,500 1,000 70,865 714 3,996 144 129,819 $ 3,910,431 $ (11,600) 15 6,123 (2,996) (8,458) (4,622) N/A -29.7% 0.0% 1.5% 8.0% 0.0% -299.6% 0.0% N/A -7.0% -0.1% TOTAL USES $ 3,523,813 $ 3,768,699 $ 3,905,809 $ 3,812,483 $ 3,910,431 $ (4,622) -0.1% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 269,879 $ 269,879 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 282,225 $ 282,225 $ 235,141 $ 235,141 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 269,879 $ 269,879 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 282,225 $ 282,225 $ 235,141 $ 235,141 $ - 0.0% 0.0% FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED $ FUND TOTAL USES $ 3,474,870 $ 3,474,870 $ 3,719,757 $ 3,719,757 $ 3,856,867 $ 3,856,867 $ 3,763,541 $ 3,763,541 $ 3,861,489 $ 3,861,489 $ $ FUND TOTAL USES $ 48,943 $ 48,943 $ 48,942 $ 48,942 $ 48,942 $ 48,942 $ 48,942 $ 48,942 $ 48,942 $ 48,942 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 3,523,813 $ 3,523,813 $ 3,768,699 $ 3,768,699 $ 3,905,809 $ 3,905,809 $ 3,812,483 $ 3,812,483 $ 3,910,431 $ 3,910,431 $ 255 DETENTION OPERATIONS OPERATING REVISED VS ADOPTED VAR % (4,622) (4,622) (4,622) (4,622) -0.1% -0.1% 0.0% 0.0% -0.1% -0.1% Staffing by Program and Activity PROGRAM ACTIVITY PROTECTIVE SERVICES PARKING MANAGEMENT SECURITY PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED 2.00 71.50 73.50 73.50 2.00 72.50 74.50 74.50 731 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 71.50 73.50 73.50 2.00 71.50 73.50 73.50 2.00 71.50 73.50 73.50 - 0.0% 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Protective Services Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Executive Assistant IT Operations Manager IT Services Supv Office Assistant Specialized PC/LAN Technician Security Division Manager Security Officer Security Officer Manager Security Officer Supervisor Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 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 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 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 63.50 61.50 59.50 59.50 59.50 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 4.00 4.00 5.00 5.00 5.00 0.0% 73.50 74.50 73.50 73.50 73.50 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 73.50 74.50 73.50 73.50 73.50 0.0% 73.50 74.50 73.50 73.50 73.50 0.0% General Adjustments Personnel: FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY 2014. Base Adjustments: General Fund (100) • Increase Regular Benefits by $1,296 for the impact of changes in retirement contribution rates. • Decrease Internal Service Charges by $679 for the impact of changes in Risk Management charges. 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. Percent of ID Badge requests responded to by Protective Services Admin Staff. FY 2013 ACTUAL 79.5% FY 2014 FY 2014 REVISED FORECAST 93.0% 67.0% FY 2015 ADOPTED 67.0% REV VS ADOPTED VAR % 0.0% 0.0% 9.3% 100.0% 9.5% 100.0% 11.0% 100.0% 9.5% 100.0% 0.0% 0.0% 0.0% 0.0% N/A N/A N/A 100.0% N/A N/A 732 Department Strategic Plans and Budgets Protective Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activities that comprise this program include: • Parking Management • 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 Expenditure Ratio Expenditure Measure Description Percent of parking spaces utilized in County garages and lots. Percent of shuttle bus seats utilized. Number of vehicles parked in County garages & lots. Number of vehicles requesting to park in County garages & lots. Total expenditure per vehicle parked in County garages and spaces. 100 - GENERAL TOTAL USES FY 2013 ACTUAL 79.5% FY 2014 FY 2014 REVISED FORECAST 67.0% 93.0% 9.3% 709,295 9.5% 930,408 11.0% 813,619 9.5% 930,408 709,295 930,408 813,619 930,408 N/A $ $ $ 108,904 108,904 $ $ REV VS ADOPTED % VAR 0.0% 0.0% FY 2015 ADOPTED 67.0% 0.0% - 0.0% 0.0% 0.0% 0.12 $ 0.14 $ 0.12 $ (0.00) -0.0% 115,833 115,833 $ $ 114,479 114,479 $ $ 115,872 115,872 $ $ (39) (39) -0.0% -0.0% Activity Narrative: Infrastructure replacement around the County parking garage required a change in egress from the parking structure and reduced the number of accessible parking spaces. This created a variance in the number of vehicles parked in County garages and lots comparing FY 2014 Revised to Forecast. The number of vehicles parked in County garages and lots will increase in FY 2015, as this change should not reoccur. In addition, with the completion of the Maricopa County Sheriff’s Office headquarters building, additional permanent parking was created for MCSO employees. The Department will reevaluate their measures during the FY 2016 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. Mandates: Administrative mandate. 733 Department Strategic Plans and Budgets Protective Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Measure Description Percent of safety and security issues responded to by Protective Services to secure the County's work and business environment. Result Percent of ID Badge requests responded to by Protective Services Admin Staff. Number of crimes reported on County properties that were responded to by Protective Services. Number of ID Badge Actions that were processed by Protective Services Staff. Number of crime responses needed. Number of ID Badge requests processed. Total expenditure per crime response by Protective Services. Total expenditure per ID Badge requested. Output Output Demand Demand Expenditure Ratio Expenditure Ratio Revenue FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% N/A N/A N/A 9,073 6,100 5,550 N/A N/A 9,073 N/A N/A $ 6,100 N/A 618.59 $ N/A N/A 100 - GENERAL TOTAL SOURCES $ $ 269,879 269,879 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 3,365,966 48,943 $ 3,414,909 $ $ 235,141 235,141 $ $ REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 100.0% N/A N/A 5,500 (600) -9.8% N/A 35,700 N/A N/A 5,550 N/A 664.67 $ 5,500 30,000 683.25 (600) N/A (64.66) -9.8% N/A -10.5% N/A $ 105.26 N/A N/A 282,225 282,225 100.0% $ $ $ 235,141 235,141 $ $ - 0.0% 0.0% $ 3,708,939 48,942 $ 3,757,881 $ 15,513 15,513 0.4% 0.0% 0.4% Expenditure $ 3,724,452 48,942 $ 3,773,394 $ 3,639,974 48,942 $ 3,688,916 $ Activity Narrative: The number of ID badge requests and actions processed are new activity measures for FY 2015; therefore, no historical data is available. In FY 2014, Protective Services ended an agreement to provide oversight of the security contract for the Human Services Workforce Connection sites. This reduced the Demand and Output in FY 2014 when compared to FY 2013 Actual data. This measure will be reviewed during the FY 2016 Strategic Business Plan update process. 734 Department Strategic Plans and Budgets Protective Services Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 235,141 $ 137,110 $ 131,708 2,066 3,336 - $ 3,856,867 $ 235,141 $ 4,005 $ 669 (3,336) 6,672 - $ 3,860,872 $ 235,141 $ 1,296 $ 1,296 (679) $ (679) - 3,861,489 $ 0.0% 235,141 0.0% C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-041-2-00 Agenda Item: C-49-14-020-0-00 C-49-14-041-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management 3,719,757 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments Annual Mark et Adjustment - IT $ Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount (679) $ Detention Fund (255) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 48,942 $ - FY 2014 Revised Budget $ 48,942 $ - FY 2015 Baseline Budget Threshold $ 48,942 $ - FY 2015 Adopted Budget Percent Change from Threshold Amount $ 48,942 $ 0.0% - 735 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense System Analysis by Scott Rothe, Principal Management and Budget Analyst 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 and Responsibility 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) forecasts that 65% of all capital and capital post-conviction relief cases that do not have representation conflicts will be assigned to staffed offices in FY 2014, increasing to 70% in FY 2015. Eight cases have been assigned to outside counsel in FY 2014 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 and Responsibility By July 2019, 80% or more of all clients in non-capital and non-dependency 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 81% of all non-capital and non-dependency cases assigned in areas in which the staffed offices provide services will be assigned to a staffed office in FY 2014. 736 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Fiscal Strength and Responsibility Department Strategic Plans and Budgets Public Defense System By July 2019, 25% or more of dependency matters (one child and one parent) 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: Dependency representation continues to have the lowest level of staffed office representation (24%). Dependency staff increases in the Office of the Public Advocate included in the FY 2015 budget are anticipated to improve the ratio. Fiscal Strength and Responsibility By July 2019, 100% of the Cradle to Crayons (C2C) 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. Status: This goal was created when the C2C courts were new and the needs were not entirely certain. PDS proposes eliminating this goal for FY 2016 while focusing on the new Dependency Goal, above. In FY 2014, the 31 PDS staff attorneys assigned to the six C2C courts are handling 57% of C2C cases. 737 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % NCFR - NON CAPITAL FELONY REP 52CR - ADULT CRIMINAL REPRESENTATION $ $ 1,212,379 $ 1,212,379 $ 1,209,827 $ 1,209,827 $ 1,122,056 $ 1,122,056 $ 1,152,074 $ 1,152,074 $ 1,122,056 $ 1,122,056 $ HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT $ 390,823 $ 64,348 424,932 $ 71,452 424,932 $ 159,223 427,051 $ 51,998 424,932 $ 56,961 (102,262) 0.0% -64.2% $ 455,171 $ 496,384 $ 584,155 $ 479,049 $ 481,893 $ (102,262) -17.5% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 1,918 $ 1,918 $ - $ - $ - $ - $ 5,870 $ 5,870 $ - $ - $ BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ - $ - $ 394,797 $ 394,797 $ 394,797 $ 394,797 $ - $ - $ 268,936 $ 268,936 $ (125,861) (125,861) -31.9% -31.9% TOTAL PROGRAMS $ 1,669,468 $ 2,101,008 $ 2,101,008 $ 1,636,993 $ 1,872,885 $ (228,123) -10.9% 1,059,042 $ 1,341,416 396,111 199,518 2,996,087 $ 1,205,279 $ 1,439,081 372,589 253,722 3,270,671 $ 1,205,279 $ 1,563,252 372,589 266,966 3,408,086 $ 1,450,959 $ 1,542,553 230,539 228,076 3,452,127 $ 1,807,536 $ 1,657,955 223,119 277,654 3,966,264 $ (602,257) (94,703) 149,470 (10,688) (558,178) -50.0% -6.1% 40.1% -4.0% -16.4% 7,774,104 $ 15,668,237 508,448 37,293,143 1,768,754 30,947 63,043,633 $ 4,648,127 $ 15,401,986 3,651,045 490,017 38,100,627 2,032,580 34,956 64,359,338 $ 4,874,471 $ 19,425,011 3,704,448 513,827 41,279,894 2,111,238 34,956 71,943,845 $ 4,653,776 $ 15,860,344 4,306,836 536,811 42,259,467 1,887,788 31,243 69,536,265 $ 5,066,047 $ 19,348,189 4,522,909 536,476 41,543,992 2,790,305 31,425 73,839,343 $ (191,576) 76,822 (818,461) (22,649) (264,098) (679,067) 3,531 (1,895,498) -3.9% 0.4% -22.1% -4.4% -0.6% -32.2% 10.1% -2.6% 713,742 $ 2,864,078 3,572 8,876,091 464,590 28,200 475,944 11,451,996 24,878,213 $ 1,008,858 $ 2,601,733 3,572 9,151,213 468,950 28,200 733,207 11,861,492 25,857,225 $ 1,123,543 $ 2,679,190 1,565 9,015,676 531,411 54,783 721,490 10,789,034 24,916,692 $ 1,485,126 $ 2,551,421 800 11,304,490 630,469 43,200 808,559 13,930,849 30,754,914 $ (476,268) 50,312 2,772 (2,153,277) (161,519) (15,000) (75,352) (2,069,357) (4,897,689) -47.2% 1.9% 77.6% -23.5% -34.4% -53.2% -10.3% -17.4% -18.9% 99AS - INDIRECT SUPPORT - - 0.0% 0.0% N/A N/A USES AGLR - ADULT GUARDIAN AD LITEM REP MENR - MENTAL HEALTH REPRESENTATION PROB - PROBATE REPRESENTATION SEVP - SEXUALLY VIOLENT PERSON REP 52AC - ADULT CIVIL REPRESENTATION ADAP - APPEAL 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 $ $ 602,040 $ 2,921,001 1,786 7,116,349 499,001 33,885 446,524 8,561,878 20,182,464 $ IRSS - INDIGENT REP SUPPORT SVCS 52SS - INDIGENT REP SUPPORT SVCS $ $ 882,962 $ 882,962 $ 679,758 $ 679,758 $ 679,758 $ 679,758 $ 931,246 $ 931,246 $ 934,908 $ 934,908 $ (255,150) (255,150) -37.5% -37.5% BDFS - BUDGET AND FINANCIAL SERVICES FACI - FACILITIES MANAGEMENT HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT RECO - RECORDS MANAGEMENT RMGT - RISK MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 536,700 $ 1,184,855 3,511,392 92,366 14,391 5,339,704 $ 539,057 $ 1,486,479 3,822,166 (632,046) 91,910 13,782 5,321,348 $ 599,321 $ 1,464,613 4,210,031 91,538 14,277 6,379,780 $ 619,344 $ 1,241,777 4,150,191 108,794 25,636 6,145,742 $ 623,745 $ 349,541 1,503,239 429,997 109,880 2,433,719 2,482,150 7,932,271 $ (24,424) (349,541) (38,626) 3,780,034 (109,880) 91,538 (2,433,719) 14,277 (2,482,150) (1,552,491) -4.1% N/A -2.6% 89.8% N/A 100.0% N/A 100.0% N/A -24.3% - $ 85,704 85,704 $ - $ 306,274 306,274 $ - $ 306,274 306,274 $ - $ 165,670 165,670 $ 505,024 $ 981,981 258,791 1,745,796 $ (505,024) 306,274 (981,981) (258,791) (1,439,522) N/A 100.0% N/A N/A -470.0% $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED AND STATUTRY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER 99IT - INFORMATION TECHNOLOGY $ 499,606 $ 88,756 588,362 $ 1,060,433 $ 87,665 1,148,098 $ 1,105,444 $ 43,366 1,148,810 $ 743,531 $ 28,355 771,886 $ 743,888 $ 743,888 $ TOTAL PROGRAMS $ 93,118,916 $ 99,963,700 $ 109,723,778 $ 105,919,628 $ 119,917,384 $ $ 738 361,556 43,366 404,922 (10,193,606) 32.7% 100.0% 35.2% -9.3% Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED $ $ 721,269 $ 721,269 $ 970,938 $ 970,938 $ 1,372,839 1,372,839 $ $ 1,372,839 $ 1,372,839 $ $ $ 6,900 6,900 $ $ 6,900 6,900 ALL REVENUES $ 1,669,468 $ 2,101,008 $ TOTAL SOURCES $ 1,669,468 $ FY 2013 ACTUAL 2,101,008 FY 2014 ADOPTED $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 2,199 8,260 10,459 $ $ $ FY 2014 FORECAST 721,269 721,269 CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 676,171 11,900 688,071 FY 2014 REVISED FY 2015 ADOPTED 654,524 $ 35,334 689,858 $ 654,524 654,524 REVISED VS ADOPTED VAR % $ $ (66,745) (66,745) -9.3% N/A -9.3% (161,378) (161,378) -11.8% -11.8% 937,562 937,562 $ $ 1,211,461 $ 1,211,461 $ $ $ 1,138 8,435 9,573 $ 6,900 6,900 2,101,008 $ 1,636,993 $ 1,872,885 $ 2,101,008 FY 2014 REVISED $ 1,636,993 FY 2014 FORECAST $ $ $ (228,123) N/A 0.0% 0.0% -10.9% 1,872,885 $ (228,123) -10.9% REVISED VS ADOPTED FY 2015 ADOPTED VAR % 41,516,842 $ 209,227 2,218 14,056,364 739,354 (337,087) 334,862 56,521,780 $ 41,766,491 $ 217,301 14,694,669 959,094 (355,645) 343,020 57,624,930 $ 47,105,260 $ 246,159 15,542,925 1,025,840 (367,113) 354,331 63,907,402 $ 47,755,152 $ 234,038 7,114 15,724,164 659,976 (349,577) 339,459 64,370,326 $ 50,566,639 $ 241,590 16,629,712 1,171,182 (878,794) 873,844 68,604,173 $ (3,461,379) -7.3% 4,569 1.9% N/A (1,086,787) -7.0% (145,342) -14.2% 511,681 139.4% (519,513) -146.6% (4,696,771) -7.3% 588,410 $ 33,072 92,798 714,280 $ 561,686 $ 34,441 21,000 617,127 $ 552,889 $ 34,441 21,000 608,330 $ 561,227 $ 31,694 24,064 616,985 $ 1,007,211 $ 35,818 65,566 1,108,595 $ (454,322) -82.2% (1,377) -4.0% (44,566) -212.2% (500,265) -82.2% $ 33,060,749 $ 155 522,870 909,893 3,659 916,798 159,399 229,646 79,687 35,882,856 $ 37,953,146 $ 804,825 906,523 209,431 1,095,369 169,470 510,098 72,781 41,721,643 $ 41,405,519 $ 847,341 906,523 200,945 1,095,369 169,470 510,098 72,781 45,208,046 $ 37,767,292 $ 628,521 818,481 151,779 1,056,450 192,472 239,682 77,640 40,932,317 $ 47,138,989 $ 519,812 452,082 204,296 1,053,950 203,205 482,297 87,789 50,142,420 $ (5,733,470) 327,529 454,441 (3,351) 41,419 (33,735) 27,801 (15,008) (4,934,374) -13.8% N/A 38.7% 50.1% -1.7% 3.8% -19.9% 5.5% -20.6% -10.9% $ $ - $ - $ - $ - $ - $ - $ - $ - $ 62,196 $ 62,196 $ (62,196) (62,196) N/A N/A ALL EXPENDITURES $ 93,118,916 $ 99,963,700 $ 109,723,778 $ 105,919,628 $ 119,917,384 $ (10,193,606) -9.3% TOTAL USES $ 93,118,916 $ 99,963,700 $ 109,723,778 $ 105,919,628 $ 119,917,384 $ (10,193,606) -9.3% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ 739 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 76,248 $ 76,248 $ 71,452 $ 71,452 $ 71,452 $ 71,452 $ 87,332 $ 87,332 $ 56,961 $ 56,961 $ (14,491) (14,491) -20.3% -20.3% $ FUND TOTAL SOURCES $ 294,792 $ 294,792 $ 303,237 $ 303,237 $ 303,237 $ 303,237 $ 236,492 $ 236,492 $ 236,492 $ 236,492 $ (66,745) (66,745) -22.0% -22.0% $ $ 390,823 $ 390,823 $ 424,932 $ 424,932 $ 424,932 $ 424,932 $ 427,051 $ 427,051 $ 424,932 $ 424,932 $ $ $ 841,166 $ 841,166 $ 840,228 $ 394,797 1,235,025 $ 840,228 $ 394,797 1,235,025 $ 819,756 $ 819,756 $ 819,202 $ 268,936 1,088,138 $ $ $ 66,439 $ 66,439 $ 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 $ 1,669,468 $ - $ 1,669,468 $ 1,706,211 $ 394,797 $ 2,101,008 $ 1,706,211 $ 394,797 $ 2,101,008 $ 1,636,993 $ - $ 1,636,993 $ 1,603,949 $ 268,936 $ 1,872,885 $ 233 PUBLIC DEFENDER GRANTS OPERATING 209 PUBLIC DEFENDER TRAINING OPERATING FUND TOTAL SOURCES 262 PUBLIC DEFENDER FILL THE GAP OPERATING NON RECURRING NON PROJECT 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 FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED 100,000,949 $ 116,550,253 $ 1,240,501 3,975,375 103,976,324 $ 117,790,754 $ (21,026) (125,861) (146,887) (102,262) (125,861) (228,123) 0.0% 0.0% -2.5% -31.9% -11.9% 0.0% 0.0% -6.0% -31.9% -10.9% REVISED VS ADOPTED % VAR (17,301,242) 6,590,464 (10,710,778) -17.4% 84.2% -10.0% FUND TOTAL USES $ 86,864,946 $ 4,493,320 91,358,266 $ 92,988,933 $ 4,330,965 97,319,898 $ 99,249,011 $ 7,830,965 107,079,976 $ $ FUND TOTAL USES $ 292,888 $ 292,888 $ 303,237 $ 303,237 $ 303,237 $ 303,237 $ 236,492 $ 236,492 $ 236,492 $ 236,492 $ 66,745 66,745 22.0% 22.0% $ 297,090 $ 81,335 378,425 $ 424,932 $ 285,226 710,158 $ 424,932 $ 285,226 710,158 $ 377,105 $ 23,780 400,885 $ 424,932 $ 285,150 710,082 $ 76 76 0.0% 0.0% 0.0% 718,560 $ 304,415 1,022,975 $ 840,228 $ 723,817 1,564,045 $ 840,228 $ 723,817 1,564,045 $ 805,366 $ 434,199 1,239,565 $ 819,202 $ 294,492 1,113,694 $ 21,026 429,325 450,351 2.5% 59.3% 28.8% 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ - 0.0% 0.0% 88,239,846 $ 4,879,070 $ 93,118,916 $ 94,623,692 $ 5,340,008 $ 99,963,700 $ 100,883,770 $ 8,840,008 $ 109,723,778 $ $ 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 NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 740 101,486,274 $ 118,097,241 $ 1,820,143 $ 4,433,354 $ 105,919,628 $ 119,917,384 $ (17,213,471) 7,019,865 (10,193,606) -17.1% 79.4% -9.3% Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget Staffing by Program and Activity PROGRAM / ACTIVITY ADULT CIVIL REPRESENTATION MENTAL HEALTH REPRESENTATION SEXUALLY VIOLENT PERSON REP PROGRAM TOTAL ADULT CRIMINAL REPRESENTATION APPEAL NON CAPITAL PCR REP CAPITAL POST CONVICTION RELIEF CAPITAL REPRESENTATION MISDEMEANOR REPRESENTATION NON CAPITAL FELONY REP PROBATION REPRESENTATION WITNESS REPRESENTATION PROGRAM TOTAL GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT FACILITIES MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT PROCUREMENT RECORDS MANAGEMENT RISK MANAGEMENT PROGRAM TOTAL JUVENILE REPRESENTATION CHILD DEPENDENCY REP JUV DELINQ INCORRIGIBILITY REP JUVENILE APPEAL REPRESENTATION JUVENILE GUARDIAN AD LITEM REP JUVENILE PROBATION REP PARENTAL DEPENDENCY REP PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 ADOPTED FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 11.65 1.00 12.65 12.65 1.00 13.65 13.65 1.00 14.65 13.65 1.00 14.65 13.65 1.50 15.15 .50 .50 0.0% 50.0% 3.41% 42.58 101.76 4.00 347.56 17.23 .01 513.14 32.28 10.30 102.50 4.00 359.82 19.73 528.63 33.08 9.97 106.30 3.60 374.47 15.73 543.15 33.08 10.30 100.97 3.60 365.97 15.23 529.15 32.98 10.30 105.42 3.60 342.42 16.73 511.45 (.10) 0.33 (.88) (32.05) 1.00 (31.70) (0.3%) 3.3% (0.8%) 0.0% (8.5%) 6.3% N/A (5.8%) - - - - 5.00 5.00 5.00 5.00 N/A N/A 8.86 41.22 14.22 1.88 .27 66.45 8.86 44.72 13.97 1.88 .27 69.70 10.02 50.20 13.36 1.80 0.22 75.60 10.02 50.20 13.36 1.80 .22 75.60 9.75 4.38 .20 13.15 38.22 48.00 113.70 (.27) (45.82) .20 (0.21) 38.22 (1.80) 48.00 (0.22) 38.10 (2.7%) (91.3%) N/A (1.6%) N/A (100.0%) N/A (100.0%) 50.4% 30.86 .50 35.60 5.44 40.00 112.40 27.81 .75 35.60 5.19 44.00 113.35 4.03 20.99 .75 35.18 7.98 52.00 120.93 4.03 20.99 .75 35.18 7.98 52.00 120.93 3.77 19.75 .75 34.18 7.48 55.00 120.93 (.26) (1.24) (1.00) (.50) 3.00 - (6.5%) (5.9%) 0.0% (2.8%) (6.3%) 5.8% 0.0% 2.80 1.00 3.80 708.43 2.80 1.00 3.80 729.12 3.90 3.90 758.22 3.90 3.90 744.22 4.00 4.00 770.22 .10 .10 12.00 2.6% N/A 2.6% 1.6% 741 Maricopa County Annual Business Strategies FY 2015 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 Business Systems Analyst Database Administrator Deputy Director - Legal Defense Director - Legal Defense Director - Public Defense Services Executive Assistant Finance Manager Finance Manager - Large Finance/Business Analyst Human Resources Analyst Human Resources Associate Human Resources Specialist Investigations Supv - Defense Investigator - Defense IT Program Manager 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 Support Analyst Operations/Program Manager Programmer/Analyst Programmer/Analyst - Senior/Lead Social Worker Social Worker Supervisor Trainer Department Total FY 2013 ADOPTED 4.00 7.00 1.00 2.00 4.00 2.00 337.43 1.00 3.00 4.00 1.00 1.00 2.00 2.00 1.00 2.00 5.00 43.00 1.00 38.50 2.00 39.00 3.00 3.00 5.00 69.00 12.00 13.00 2.00 1.00 20.00 35.00 19.50 2.00 1.00 1.00 16.00 1.00 2.00 708.43 FY 2014 ADOPTED 4.00 6.00 1.00 2.00 4.00 2.00 350.12 1.00 3.00 4.00 1.00 1.00 2.00 2.00 1.00 2.00 5.00 42.00 1.00 37.50 3.00 40.00 3.00 3.00 4.00 71.00 12.00 15.00 2.00 1.00 20.00 38.00 22.50 2.00 1.00 1.00 16.00 1.00 2.00 729.12 FY 2014 FY 2014 REVISED FORECAST 5.00 5.00 5.00 5.00 1.00 1.00 5.00 5.00 2.00 2.00 367.22 358.22 1.00 1.00 3.00 3.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 5.00 5.00 42.00 42.00 1.00 1.00 43.50 43.50 5.00 4.00 41.00 40.00 3.00 3.00 2.00 2.00 4.00 4.00 73.00 72.00 12.00 12.00 1.00 1.00 15.00 15.00 2.00 2.00 1.00 1.00 21.00 20.00 38.00 38.00 22.50 21.50 2.00 2.00 1.00 1.00 1.00 1.00 16.00 16.00 1.00 1.00 2.00 2.00 758.22 744.22 FY 2015 ADOPTED 5.00 5.00 1.00 5.00 2.00 371.22 1.00 3.00 4.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 5.00 42.00 1.00 44.50 5.00 41.00 3.00 2.00 4.00 74.00 12.00 1.00 15.00 2.00 1.00 21.00 40.00 21.50 5.00 2.00 1.00 1.00 16.00 1.00 2.00 770.22 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% N/A 0.0% 0.0% 0.0% 4.00 1.1% 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% 1.00 2.3% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 1.4% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2.00 5.3% (1.00) (4.4%) 5.00 N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 12.00 1.6% FY 2013 ADOPTED 691.43 3.00 4.00 10.00 708.43 FY 2014 ADOPTED 714.12 3.00 3.00 9.00 729.12 FY 2014 FY 2014 REVISED FORECAST 746.22 732.22 3.00 3.00 2.00 2.00 7.00 7.00 758.22 744.22 FY 2015 ADOPTED 758.22 3.00 2.00 7.00 770.22 REVISED TO ADOPTED VARIANCE VAR % 12.00 1.6% 0.0% 0.0% 0.0% 12.00 1.6% FY 2013 ADOPTED 405.48 113.00 93.50 28.00 68.45 708.43 FY 2014 ADOPTED 421.48 114.49 93.50 28.00 71.65 729.12 FY 2014 FY 2014 REVISED FORECAST 433.58 427.58 114.49 114.49 101.50 93.50 29.00 29.00 79.65 79.65 758.22 744.22 FY 2015 ADOPTED 434.58 115.49 103.50 29.00 87.65 770.22 REVISED TO ADOPTED VARIANCE VAR % 1.00 0.2% 1.00 0.9% 2.00 2.0% 0.0% 8.00 10.0% 12.00 1.6% Staffing by Fund 100 209 233 262 DEPARTMENT/FUND GENERAL PUBLIC DEFENDER TRAINING PUBLIC DEFENDER GRANTS PUBLIC DEFENDER FILL THE GAP Department Total Staffing by Department 520 540 550 560 570 DEPARTMENT PUBLIC DEFENDER LEGAL DEFENDER LEGAL ADVOCATE CONTRACT COUNSEL PUBLIC ADVOCATE Department Total 742 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Defense System Significant Variance Analysis Twelve new positions are added for FY 2015 in response to increased caseload and rising contract counsel costs. New positions include four attorneys and three support positions allocated to Parental Dependency cases in the Public Advocate Office, and five Operations Support Analysts to provide litigation support to trial attorneys in the four staffed offices. A five-position Capital Team was added in late FY 2014. General Adjustments Base Adjustments: Personnel: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Public Defense System General Fund (100) Operating • Decrease General Fund revenue by $14,491 based on the FY 2014 forecast. • Increase budget by $27,148 to annualize the FY 2014 Retention Pay and Market Adjustment ($17,933) and I.T. Market Adjustment ($9,215). • Reallocate $1,200,000 from General Government (470) to Contract Counsel for Capital Trial Representation. • Increase Regular Benefits by $25,334 for the impact of changes in retirement contribution rates. • Decrease Internal Service Charges by $48,075 for the impact of changes in risk management charges. • Increase Adult Guardian ad Litem Representation expenditures by $301,558 (20%). • Increase Mental Health Representation expenditures by $24,274 (1.5%). • Increase Probate Representation expenditures by $10,663 (5%). • Increase Sexually Violent Person Representation expenditures by $77,078 (38.4%). • Increase Capital Trial Representation expenditures by $579,035 (4.1%). • Increase Capital Post Conviction Relief (PCR) expenditures by $463,837 (14.9%). • Increase Non-Capital Felony Representation expenditures by $2,721,640 (7.2%). • Increase Violation of Probation Representation expenditures by $866,426 (45%). • Increase Adult Appeal and Non-Capital PCR expenditures by $268,466 (5.6%). • Increase Child Dependency Representation expenditures by $269,309 (22.2%). • Increase Juvenile Guardian ad Litem Representation expenditures by $2,085,282 (22.6%). • Increase Parental Dependency Representation expenditures by $3,075,508 (28.3%). • Increase Juvenile Appeal Representation expenditures by $76,821 (13.9%). • Increase Indigent Representation Support Services expenditures by $122,000 (15%). • Increase expenditures by $46,889 to electronically receive discovery from the County Attorney. • Increase expenditures by $479,472 to add 5.0 FTE Operations Support Analysts to provide litigation support to trial attorneys. • Increase Capital Trial expenditures by $4,518,697 to address a growing case backlog. • Increase budget by $109,880 for the Justice System Support Market Adjustment. Public Defense System General Fund (100) Non Recurring Non Project • Budget $296,655 for software licenses and data storage for eDiscovery, allowing Public Defense Attorneys to electronically receive discovery from the County Attorney. The amount includes $171,119 for the Public Defender, $40,999 for the Legal Defender, $43,770 for the Legal Advocate, $7,020 for Contract Counsel, and $33,747 for the Public Advocate. • Budget $943,846 in Contract Counsel to address a backlog of Capital Post-Conviction Relief cases. 743 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense System Training Fund (209) Operating • Increase Regular Benefits by $73 for the impact of changes in retirement contribution rates. • Increase Personal Services by $4,275 for a 2.5% merit / market pay adjustment. • Decrease Services expenditures by $4,348 to absorb increases and maintain structural balance. Public Defense Training Fund (209) Non Recurring Non Project • Budget expenditures of $285,150 for the Public Defender ($232,303), the Legal Defender ($27,574) and the Legal Advocate ($25,273) for Continuing Legal Education. Public Defender Grants Fund (233) • Increase Regular Benefits by $92 for the impact of changes in retirement contribution rates. • Decrease revenues by $66,745 due to a reduction in DEA grant revenues. This federal passthrough grant is the only grant in the fund. • Increase Personal Services by $5,350 for a 2.5% merit / market pay adjustment. • Decrease Personal Services by $5,350 in salary/benefit savings to absorb the pay adjustment. • Decrease expenditures by $66,837 to absorb increases and to maintain structural balance. Public Defender (520) Fill the Gap Fund (262) Operating • Decrease revenues by $21,026 due to a decline in the local revenue stream that comes from fines and fees collected by the court. • Increase Regular Benefits by $237 for the impact of changes in retirement contribution rates. • Increase Personal Services by $14,123 for a 2.5% merit / market pay adjustment. • Decrease Personal Services by $1,373 by increasing salary and benefit savings. • Increase Personal Services by $48,067 by increasing the allocation-in from the Office of Contract Counsel (560) General Fund. • Increase Attorney Loan Repayment expenditures by $4,093. • Decrease expenditures by $86,149, including $15,407 for Supplies and $70,742 for Services. • Decrease remaining Personal Services by $24 to maintain structural balance. Public Defender (520) Fill the Gap Fund (262) Non Recurring Non Project • Increase revenues in the amount of $268,936 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 $294,492 for carry-forward of funding for the PDS case management system replacement project. 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. 744 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Defense System Program Results Measure Description Percent of Capital Cases with Disposition Less than Capital Percent of Probation Representation Cases With Disposition Other Than Revocation Percent of Witness Representation Cases Closed Percent of Misdemeanors with Disposition to Lesser Charges or Fewer Counts Percent of Non-Capital Felony Cases with Disposition to Lesser Charges or Fewer Counts Percent of Non-Capital Felony Cases Resolved to Conclusion in the Regional Court Centers or Early Disposition Courts - Staffed Offices Only Percent of Non-Complex Felony Cases Resolved Within 180 Days of Arraignment/Assignment (whichever is later) Staffed Offices Only Percent of Non-Capital Complex Felony Cases Resolved Within 270 Days of Arraignment/Assignment (whichever is later) Staffed Offices Only 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 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 92.9% 78.3% FY 2015 ADOPTED 82.6% REV VS ADOPTED VAR % (10.3%) -11.0% 81.0% 81.9% 77.2% 76.2% (5.7%) -6.9% 126.4% 105.1% 108.1% 108.1% 3.1% 2.9% 93.3% 92.5% 88.5% 88.5% (3.9%) -4.3% 89.1% 90.6% 89.7% 88.8% (1.8%) -2.0% 68.6% 67.9% 67.8% 66.9% (1.0%) -1.5% 73.9% 75.5% 73.9% 74.3% (1.2%) -1.6% 30.7% 34.9% 28.3% 28.3% (6.6%) -18.9% N/A 0.0% 0.0% 0.0% 0.0% N/A N/A 16.2% 10.6% 11.1% (5.1%) -31.4% Activities that comprise this program include: • Capital Representation • Non-Capital Felony Representation • Witness Representation • Misdemeanor Representation • Probation Representation • Appeal and Non-Capital Post-Conviction Relief Representation • Capital Post-Conviction Relief Representation 745 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Representation Activity The purpose of the Capital Representation Activity is to provide effective legal representation to assigned indigent adults charged with capital offenses so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. 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. Measure Type Result Output Output Demand Expenditure Ratio Expenditure FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 92.9% 78.3% REV VS ADOPTED VAR % (10.3%) -11.0% Measure Description Percent of Capital Cases with Disposition Less than Capital Average Capital Cases Open Monthly Number of Capital Cases Resolved to Conclusion Net Capital Cases Assigned Expense per Open Capital Case FY 2015 ADOPTED 82.6% 82 21 83 14 79 18 89 18 28 $ 191,942.14 26 $ 234,970.50 23 $ 201,401.19 23 $ 218,007.76 (3) $ 16,962.73 100 - GENERAL TOTAL USES $ 15,668,237 $ 15,668,237 $ 19,425,011 $ 19,425,011 $ 15,860,344 $ 15,860,344 $ 19,348,189 $ 19,348,189 $ $ 6 4 76,822 76,822 7.4% 28.6% -11.5% 7.2% 0.4% 0.4% Activity Narrative: The Department is still dealing with a backlog of capital cases and currently has an inventory of 83. This is down from 157 cases in November 2008, but up from 70 cases in late 2013. 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. However, the backlog has not resolved as quickly as anticipated. Fewer cases than expected have resolved in FY 2014. To address rising expenditures, the Capital Representation budget was increased by $3,500,000 late in FY 2014 (Non Recurring) and by nearly the same amount for FY 2015 (Operating). 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. 746 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Result Output Demand Expenditure Ratio Revenue Measure Description Percent of Non-Capital Felony Cases with Disposition to Lesser Charges or Fewer Counts Percent of Non-Capital Felony Cases Resolved to Conclusion in the Regional Court Centers or Early Disposition Courts - Staffed Offices Only Percent of Non-Complex Felony Cases Resolved Within 180 Days of Arraignment/Assignment (whichever is later) Staffed Offices Only Percent of Non-Capital Complex Felony Cases Resolved Within 270 Days of Arraignment/Assignment (whichever is later) Staffed Offices Only Non-Capital Felony Cases Resolved to Conclusion Net Non-Capital Felony Cases Assigned Expense per Non-Capital Felony Case Resolved to Conclusion FY 2013 ACTUAL 89.1% FY 2014 FY 2014 REVISED FORECAST 90.6% 89.7% FY 2015 ADOPTED 88.8% REV VS ADOPTED VAR % (1.8%) -2.0% 68.6% 67.9% 67.8% 66.9% (1.0%) -1.5% 73.9% 75.5% 73.9% 74.3% (1.2%) -1.6% 30.7% 34.9% 28.3% 28.3% (6.6%) -18.9% 25,360 25,178 25,703 25,247 69 $ 27,209 1,470.55 $ 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL SOURCES $ 11,900 292,874 841,166 66,439 $ 1,212,379 $ - $ 35,334 236,492 230,622 819,202 819,756 66,362 66,362 $ 1,122,056 $ 1,152,074 $ 236,492 819,202 66,362 $ 1,122,056 $ 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL USES $ 36,360,286 292,888 573,607 66,362 $ 37,293,143 $ 40,359,547 236,492 617,493 66,362 $ 41,279,894 $ 40,421,936 236,492 819,202 66,362 $ 41,543,992 $ 27,476 1,639.52 $ 29,778 1,644.15 $ 30,671 1,645.50 $ $ 3,195 (5.98) - 0.3% 11.6% -0.4% N/A 0.0% 0.0% 0.0% 0.0% Expenditure $ 41,285,737 236,492 670,876 66,362 $ 42,259,467 $ (62,389) (201,709) (264,098) -0.2% 0.0% -32.7% 0.0% -0.6% Activity Narrative: Demand (cases filed) is expected to increase by 11.6% in FY 2015, but the number of cases resolved to conclusion is expected to remain relatively steady. The Public Defense departments report that case filings are of an increasingly serious nature and are not resolving in as timely a manner as seen previously. A longer case length results in increased costs and higher expense per resolved case. 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 Expenditure Ratio Expenditure Measure Description Percent of Witness Representation Cases Closed Witness Representation Cases Closed Net Witness Representation Cases Assigned Expense per Witness Representation Case Closed 100 - GENERAL TOTAL USES FY 2013 ACTUAL 126.4% FY 2014 FY 2014 REVISED FORECAST 105.1% 108.1% $ 91 115 340.08 $ 118 124 296.24 $ 86 93 363.29 $ $ 30,947 30,947 34,956 34,956 31,243 31,243 $ $ 747 $ $ REV VS ADOPTED VAR % 3.1% 2.9% FY 2015 ADOPTED 108.1% $ 86 93 365.41 $ $ 31,425 31,425 $ (32) (31) (69.17) -27.1% -25.0% -23.3% $ $ 3,531 3,531 10.1% 10.1% Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activity Narrative: Expenditures have remained relatively steady since FY 2013, though the number of cases assigned and closed has declined. Misdemeanor Representation Activity The purpose of the Misdemeanor Representation Activity is to provide effective legal representation to assigned indigent adults charged with misdemeanors so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. Measure Type Result Output Demand Expenditure Ratio Expenditure Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 93.3% 92.5% 88.5% 88.5% (3.9%) -4.3% Percent of Misdemeanors with Disposition to Lesser Charges or Fewer Counts Number of Misdemeanor Representation 2,422 1,942 1,972 1,972 30 1.5% Cases Resolved to Conclusion Net Misdemeanor Cases Assigned 2,456 2,152 2,275 2,275 123 5.7% Expense per Misdemeanor Case Resolved to $ 209.93 $ 264.59 $ 272.22 $ 272.05 $ (7.46) -2.8% Conclusion 100 - GENERAL 262 - PUBLIC DEFENDER FILL THE GAP TOTAL USES $ $ 494,091 $ 14,357 508,448 $ 513,827 $ 513,827 $ 536,811 $ 536,811 $ 536,476 536,476 $ (22,649) (22,649) $ -4.4% N/A -4.4% 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 Expenditure Ratio Expenditure Measure Description Percent of Probation Representation Cases with Disposition Other than Revocation Number of Probation Representation Cases Resolved to Conclusion Net Probation Representation Cases Expense per Probation Representation Case Resolved to Conclusion 100 - GENERAL TOTAL USES FY 2013 ACTUAL 81.0% FY 2014 FY 2014 REVISED FORECAST 81.9% 77.2% 6,635 $ 8,384 266.58 $ 1,768,754 $ 1,768,754 7,180 $ 9,464 294.04 $ 2,111,238 $ 2,111,238 7,247 $ 12,322 260.49 $ 1,887,788 $ 1,887,788 REV VS ADOPTED VAR % (5.7%) -6.9% FY 2015 ADOPTED 76.2% 10,228 15,403 272.81 $ $ 2,790,305 $ 2,790,305 $ $ $ 3,048 42.5% 5,939 21.23 62.8% 7.2% (679,067) (679,067) -32.2% -32.2% Activity Narrative: Expenditures are increasing due to an increase in Probation Representation cases assigned and resolved to conclusion. 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. 748 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. Measure Type Result Output Output Demand Expenditure Ratio 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 Number of Appeal and Non-Capital Trial/PostConviction Relief Decisions Received Net Appeal and Non-Capital Post-Conviction Relief Cases Assigned Expense per Appeal/Non-Capital PostConviction Relief Case in which Representation is Terminated FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 16.2% 10.6% FY 2015 ADOPTED 11.1% REV VS ADOPTED VAR % (5.1%) -31.4% N/A 1,626 1,103 1,356 N/A 604 405 629 25 4.1% N/A 1,136 1,317 1,449 313 27.6% 2,997.83 $ 4,219.20 $ N/A $ (270) -16.6% 3,736.02 $ (738.19) -24.6% $ 5,066,047 $ 5,066,047 $ $ (191,576) (191,576) -3.9% -3.9% Expenditure 100 - GENERAL TOTAL USES $ 7,774,104 $ 7,774,104 $ 4,874,471 $ 4,874,471 $ 4,653,776 $ 4,653,776 Activity Narrative: The former activity “Appeal and Post-Conviction Relief” was split into two activities for FY 2014, “Appeal and Non-Capital Post-Conviction Relief” and “Capital Post-Conviction Relief”. Activity-specific data is not available for prior periods. FY 2013 expenditures are shown for both activities. FY 2015 expenditures are rising due to an expected increase in the number of cases assigned and decisions received. 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 Expenditure Ratio Expenditure Measure Description Percent of Capital Post-Conviction Relief Cases in which the Outcome is Other than Affirmed Average Capital Post-Conviction Relief Cases Open Monthly Number of Capital Post-Conviction Relief Cases in which Representation is Terminated Number of Capital Post-Conviction Relief Decisions Received Net Capital Post-Conviction Relief Cases Assigned Expense per Open Capital Post-Conviction Relief Case 100 - GENERAL TOTAL USES FY 2013 ACTUAL N/A $ $ FY 2014 FY 2014 REVISED FORECAST 0.0% 0.0% FY 2015 ADOPTED 0.0% REV VS ADOPTED VAR % 0.0% N/A N/A 34 41 47 12 36.0% N/A 2 5 2 - 0.0% N/A 2 2 2 - 0.0% N/A 3 10 10 7 233.3% N/A $ 107,624.87 $ 104,281.74 $ 96,643.35 $ 10,981.51 10.2% - $ 3,704,448 - $ 3,704,448 $ 4,306,836 $ 4,306,836 $ 4,522,909 $ 4,522,909 $ $ (818,461) (818,461) -22.1% -22.1% Activity Narrative: The former activity “Appeal and Post-Conviction Relief” was split into two activities for FY 2014, “Appeal and Non-Capital Post-Conviction Relief” and “Capital Post-Conviction Relief”. Measures in this activity are new for FY 2014. A previous back-log in Capital cases has now reached the post-conviction phase, resulting in a need for increased funding in Capital Post-Conviction Relief. 749 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 Beneficial to the Client Percent of Child Dependency Matters (1 child & 1 parent) in which the Court Finds in Conformity with Client Position Percent of Parental Dependency Matters (1 child & 1 parent) in which the Court does Not Grant the Petition Percent of Juvenile Notification Cases in which the Court Grants the Petition Percent of Juvenile Delinquency and Incorrigibility Cases with Disposition to Lesser Charges or Fewer Counts Percent of Juvenile Probation Cases with Disposition Other than Revocation to Confinement Percent of Juvenile Guardian ad Litem Matters (1 child & 1 parent) in which the Court Finds in Conformity with the Guardian ad Litem’s Position Percent of Juvenile Emancipation Cases in which Emancipation is Granted FY 2013 ACTUAL 3.1% FY 2014 FY 2014 REVISED FORECAST 13.6% 3.7% FY 2015 ADOPTED 3.6% REV VS ADOPTED VAR % (10.0%) -73.6% 8.3% 25.0% 16.7% 16.7% (8.3%) -33.3% 96.2% 57.6% 83.0% 83.5% 25.9% 45.0% 67.8% 44.4% 54.8% 57.6% 13.2% 29.7% N/A 50.0% 54.6% 54.6% 4.6% 9.1% 75.7% 76.6% 82.1% 82.1% 5.6% 7.3% 66.1% 65.8% 61.5% 61.5% (4.3%) -6.5% 104.8% 91.1% 97.5% 97.3% 6.2% 6.9% N/A 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 • • • • Juvenile Notification Representation Juvenile Probation Representation Juvenile Delinquency & Incorrigibility Representation Juvenile Emancipation Representation Juvenile Appeal Representation Activity The purpose of the Juvenile Appeal Representation Activity is to provide effective legal representation to assigned indigent persons appealing their Juvenile Court matters so they can be assured that their legal rights are protected as required by law. Mandates: A.R.S. §8-221 establishes that a juvenile, parent, or guardian who is indigent is entitled to counsel appointed by the juvenile court. A.R.S. §8-235 establishes that the court must appoint an attorney to any indigent party appealing a decision in juvenile court. 750 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of Juvenile Delinquency/Incorrigibility appeal cases in which the outcome is beneficial to the client Percent of Juvenile Dependency Appeal Cases in which the Court Adopts the Position Advocated in the Appeal Number of Juvenile Appeal Cases in which Representation is Terminated Net Juvenile Appeal Cases Assigned Expense per Juvenile Appeal Cases in which Representation is Terminated 100 - GENERAL TOTAL USES FY 2013 ACTUAL 8.3% FY 2014 FY 2014 REVISED FORECAST 25.0% 16.7% 3.1% 110 13.6% 30 FY 2015 ADOPTED 16.7% REV VS ADOPTED VAR % (8.3%) -33.3% 3.7% 3.6% (10.0%) 60 117 87 290.0% 15.6% 65.5% $ 314 308 4,536.37 $ 15,631.67 $ 310 8,856.85 $ 356 5,388.62 48 $ 10,243.04 $ $ 499,001 $ 499,001 $ 531,411 $ 531,411 $ 630,469 630,469 $ $ 468,950 $ 468,950 $ (161,519) (161,519) -73.6% -34.4% -34.4% Activity Narrative: The departments report that an FY 2014 decline in output is most likely the result of delayed/deficient case resolution reporting from contract attorneys. The number of cases terminated is expected to return to historical levels. The funding increase for FY 2015 is for a demand increase anticipated for dependency appeals. 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 Output Demand Expenditure Ratio Expenditure Ratio Expenditure Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 83.0% 83.5% Percent of Child Dependency Matters (1 child 96.2% 57.6% 25.9% 45.0% & 1 parent) in which the Court Finds in Conformity with Client Position N/A New - N/A Average Child Dependency Matters (1 child & N/A N/A N/A N/A 1 parent) Open Monthly Number of Child Dependency (1 child & 1 755 1,004 907 (97) -9.7% 718 parent) Resolutions Net Child Dependency Assignments (1 child & 1,180 1,602 1,422 1,778 176 11.0% 1 parent) Expense per Child Dependency Resolution (1 $ 797.40 $ 1,004.84 $ 1,564.82 $ 1,637.40 $ (632.57) -63.0% child & 1 parent) Expense per Open Child Dependency Matter N/A N/A N/A New - N/A N/A N/A (1 child & 1 parent) 100 - GENERAL TOTAL USES $ $ 602,040 $ 1,008,858 602,040 $ 1,008,858 $ 1,123,543 $ 1,123,543 $ 1,485,126 $ 1,485,126 $ $ (476,268) (476,268) -47.2% -47.2% Activity Narrative: Demand in FY 2015 is expected to increase due to the significant expansion of the State Child Protective Services Division. 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 than closed, leading to increased expenditures. A new measure will track the average number of open cases in a given month. 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 751 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 Output Demand Expenditure Ratio Expenditure Ratio Expenditure Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Parental Dependency Matters (1 67.8% 44.4% 54.8% 57.6% 13.2% 29.7% child & 1 parent) in which the Court does Not Grant the Petition Average Parental Dependency Matters (1 N/A N/A N/A New - N/A N/A N/A child & 1 parent) Open Monthly 6,698 7,782 6,842 8,508 726 9.3% Number of Parental Dependency (1 child & 1 parent) Resolutions Net Parental Dependency Assignments (1 12,031 14,352 14,855 18,569 4,217 29.4% child & 1 parent) Expense per Parental Dependency Resolution $ 1,278.27 $ 1,524.22 $ 1,576.88 $ 1,637.38 $ (113.16) -7.4% (1 child & 1 parent) Expense per Open Parental Dependency N/A N/A N/A New - N/A N/A N/A Matter (1 child & 1 parent) 100 - GENERAL TOTAL USES $ 8,561,878 $ 8,561,878 $ 11,861,492 $ 11,861,492 $ 10,789,034 $ 10,789,034 $ 13,930,849 $ 13,930,849 $ (2,069,357) $ (2,069,357) -17.4% -17.4% Activity Narrative: The duration and complexity of Parental Dependency cases along with the significant expansion of the State Child Protective Services Division are causing an increase in expenditures. A 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. A new measure will track the average number of open cases in a given month. 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 Output Demand Expenditure Ratio Expenditure Ratio Expenditure Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Juvenile Guardian ad Litem Matters 104.8% 91.1% 97.5% 97.3% 6.2% 6.9% (1 child & 1 parent) in which the Court Finds in Conformity with the Guardian ad Litem’s Position Average Juvenile Guardian ad Litem Matters N/A N/A N/A New - N/A N/A N/A (1 child & 1 parent) Open Monthly Number of Juvenile Guardian ad Litem (1 child 9,793 9,689 8,256 10,059 370 3.8% & 1 parent) Resolutions Net Juvenile Guardian ad Litem Assignments 11,358 14,314 15,355 19,194 4,880 34.1% (1 child & 1 parent) Expense per Juvenile Guardian ad Litem $ 726.68 $ 944.50 $ 1,092.02 $ 1,123.82 $ (179.32) -19.0% Resolution (1 child & 1 parent) Expense per Open Juvenile Guardian ad N/A N/A N/A New - N/A N/A N/A Litem Matter (1 child & 1 parent) 100 - GENERAL TOTAL USES $ 7,116,349 $ 7,116,349 $ 9,151,213 $ 9,151,213 752 $ 9,015,676 $ 9,015,676 $ 11,304,490 $ 11,304,490 $ (2,153,277) $ (2,153,277) -23.5% -23.5% Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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. A new measure will track the average number of open cases in a given month. 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 pregnancy 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 un-emancipated minor has a right to courtappointed legal counsel if she is not otherwise represented or waives that right. Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of Juvenile Notification Cases in which the Court Grants the Petition Number of Juvenile Notification Cases Resolved to Conclusion Net Juvenile Notification Cases Assigned Expense per Juvenile Notification Case Resolved to Conclusion 100 - GENERAL TOTAL USES FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 50.0% 54.6% - 18 49 N/A $ $ $ 33,885 33,885 $ $ 11 42 1,566.67 $ 28,200 28,200 $ $ 11 46 4,980.27 $ 54,783 54,783 REV VS ADOPTED VAR % 4.6% 9.1% FY 2015 ADOPTED 54.6% $ $ (7) -38.9% 46 3,927.27 $ 4 (2,360.60) 9.5% -150.7% 43,200 43,200 $ $ (15,000) (15,000) -53.2% -53.2% Activity Narrative: The relatively small number of cases assigned and resolved can yield substantial year-to-year variances with just a few cases. The sharp increase in the cost-per-case resolved to conclusion is based on increased expenditures and fewer cases resolved to conclusion. 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 Expenditure Ratio Expenditure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Measure Description ACTUAL REVISED FORECAST ADOPTED VAR % 5.6% 7.3% Percent of Juvenile Delinquency and 75.7% 76.6% 82.1% 82.1% Incorrigibility Cases with Disposition to Lesser Charges or Fewer Counts Number of Juvenile Delinquency and 5,597 5,130 4,103 4,103 (1,027) -20.0% Incorrigibility Cases Resolved to Conclusion -22.0% Net Juvenile Delinquency and Incorrigibility 5,561 5,712 4,454 4,454 (1,258) Cases Assigned -22.6% Expense per Juvenile Delinquency and $ 521.89 $ 507.16 $ 652.98 $ 621.84 $ (114.68) Incorrigibility Case Resolved to Conclusion 100 - GENERAL TOTAL USES $ 2,921,001 $ 2,921,001 $ 2,601,733 $ 2,601,733 $ 2,679,190 $ 2,679,190 $ 2,551,421 $ 2,551,421 $ $ 50,312 50,312 1.9% 1.9% 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 2015 causing a 753 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget decreased need for resources. increased demand. These expenditures have been reprogrammed into areas with 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 Expenditure Ratio Expenditure Measure Description Percent of Juvenile Probation Cases with Disposition Other than Revocation to Confinement Number of Juvenile Probation Cases Resolved to Conclusion Net Juvenile Probation Cases Assigned Expense per Juvenile Probation Cases Resolved to Conclusion 100 - GENERAL TOTAL USES FY 2013 ACTUAL 66.1% FY 2014 FY 2014 REVISED FORECAST 65.8% 61.5% 1,556 1,572 286.97 $ $ $ 1,536 $ 446,524 $ 446,524 $ 1,510 477.35 1,233 $ 733,207 $ 733,207 $ 1,152 585.15 REV VS ADOPTED VAR % (4.3%) -6.5% FY 2015 ADOPTED 61.5% 1,233 (303) -19.7% $ 1,152 655.77 $ (358) (178.42) -23.7% -37.4% 721,490 $ 721,490 $ 808,559 808,559 $ $ (75,352) (75,352) -10.3% -10.3% 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. Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of Juvenile Emancipation Cases in which Emancipation is Granted Number of Juvenile Emancipation Cases Resolved Net Juvenile Emancipation Cases Assigned Expense per Juvenile Emancipation Case Resolved 100 - GENERAL TOTAL USES FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% - 2 7 N/A $ $ $ 1,786 1,786 $ $ FY 2015 ADOPTED 100.0% 2 REV VS ADOPTED VAR % 0.0% 0.0% 2 - 14 1,786.00 $ 7 782.50 $ 7 400.00 $ 3,572 3,572 1,565 1,565 $ $ 800 800 $ $ $ $ (7) 1,386.00 2,772 2,772 0.0% -50.0% 77.6% 77.6% 77.6% Activity Narrative: The small number of Emancipation cases assigned from year to year can result in significant percentage variances with a change of just a few cases. All of these cases are assigned to contract counsel. 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. 754 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget Program Results Measure Description Percent of Adult Guardian ad Litem (at law) Cases in which Court Rules in Conformity with Position Advocated Percent of Probate Cases in which a Determination is made as to Guardianship Percent of Mental Health Cases in which a Determination is Made as to Commitment within 30 Days Percent of People with Sexually Violent Person (SVP) Petitions Found to be SVP During the Time Period FY 2013 ACTUAL 118.6% FY 2014 FY 2014 REVISED FORECAST 138.7% 103.8% FY 2015 ADOPTED 118.6% REV VS ADOPTED VAR % (20.0%) -14.5% 89.6% 49.7% 53.6% 93.7% 44.0% 88.6% 87.8% 89.7% 87.8% 87.6% (2.0%) -2.2% 20.0% 33.3% 100.0% 100.0% 66.7% 200.3% Activities that comprise this program include: Adult Guardian ad Litem • Representation Probate Representation • • Sexually Violent Person Representation Mental Health Representation • Adult Guardian ad Litem Representation Activity The purpose of the Adult Guardian ad Litem Representation Activity is to provide effective legal advocacy to assigned indigent persons in adult court so they can be assured that their best interests are presented. Mandates: Per A.R.S. §11-584(j) the Public Defender shall perform the following duties:…“as attorneys (pursuant to A.R.S. §14-5401) of adults who are unable to effectively manage their affairs or preserve their estates if the court appoints the public defender and the board of supervisors has advised the presiding judge of the county that the public defender is authorized to accept the appointment.” A.R.S. §14-5401 also provides for the appointment of a “conservator or other protective order” for children (subsection 1) and for incapacitated adults (subsection 2). Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of Adult Guardian ad Litem Cases in which Court Rules in Conformity with Position Advocated Number of Adult Guardian ad Litem Cases Resolved to Conclusion Number of Adult Guardian ad Litem Cases Assigned Expense per Guardian ad Litem Case Resolved to Conclusion 100 - GENERAL TOTAL USES FY 2013 ACTUAL 118.6% $ FY 2014 FY 2014 REVISED FORECAST 103.8% 138.7% FY 2015 ADOPTED 118.6% REV VS ADOPTED VAR % (20.0%) -14.5% 813 463 958 1,128 665 143.6% 1,438 1,791 1,663 1,996 205 11.4% 1,302.63 $ 1,059,042 $ 1,059,042 $ 2,603.19 $ 1,205,279 $ 1,205,279 $ 1,514.57 $ 1,450,959 $ 1,450,959 1,602.43 $ 1,000.76 38.4% $ 1,807,536 $ 1,807,536 $ $ (602,257) (602,257) -50.0% -50.0% $ 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 2015 leading to an increased need for resources. 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. 755 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: A.R.S. §14-5401 establishes that the court shall appoint legal representation to juveniles and those adults determined to be unable to manage their estates due to physical illness, mental disorders, substance abuse, confinement, etc. Measure Type Result Output Demand Expenditure Ratio Expenditure 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 Expense per Probate Cases in which a Determination is Made as to Guardianship 100 - GENERAL TOTAL USES FY 2013 ACTUAL 89.6% FY 2014 FY 2014 REVISED FORECAST 49.7% 53.6% 911 $ $ $ 1,017 434.81 536 $ 396,111 $ 396,111 $ 1,079 695.13 566 $ 372,589 $ 372,589 $ 1,056 407.31 REV VS ADOPTED VAR % 44.0% 88.6% FY 2015 ADOPTED 93.7% 1,039 503 93.8% $ 1,109 214.74 $ 30 480.39 2.8% 69.1% 230,539 $ 230,539 $ 223,119 223,119 $ $ 149,470 149,470 40.1% 40.1% 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. Equilibrium between the rate that cases terminate (output) and the rate that cases open (demand) appears to be approaching for FY 2015. Mental Health Representation Activity The purpose of Mental Health Representation Activity is to provide effective legal representation to assigned indigent persons who are at risk of loss of liberty in civil mental health matters so that their rights are protected. Mandates: A.R.S. §31-502 establishes that any indigent defendant in a mental competency hearing is entitled to court-appointed representation. Measure Type Result Output Demand Expenditure Ratio Expenditure 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 Expense per Mental Health Case in which a Determination is Made as to Commitment 100 - GENERAL TOTAL USES FY 2013 ACTUAL 87.8% FY 2014 FY 2014 REVISED FORECAST 89.7% 87.8% 5,856 $ 4,317 229.07 $ 1,341,416 $ 1,341,416 5,556 $ 4,373 281.36 $ 1,563,252 $ 1,563,252 5,980 $ 4,418 257.95 $ 1,542,553 $ 1,542,553 REV VS ADOPTED VAR % (2.0%) -2.2% FY 2015 ADOPTED 87.6% 6,043 4,528 274.36 $ $ 1,657,955 $ 1,657,955 $ $ $ 487 8.8% 155 7.00 3.5% 2.5% (94,703) (94,703) -6.1% -6.1% Activity Narrative: An increase in mental health cases assigned is causing an increased need for resources. 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 named in a sexually violent person petition is entitled to court-appointed representation. 756 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Output Demand Expenditure Ratio Expenditure Ratio Department Strategic Plans and Budgets Public Defense System Measure FY 2013 REV VS ADOPTED FY 2014 FY 2014 FY 2015 Description ACTUAL REVISED FORECAST ADOPTED VAR % 20.0% 33.3% Percent of People with Sexually Violent 100.0% 100.0% 66.7% 200.3% Person (SVP) Petitions Found to be SVP During the Time Period Number of Sexually Violent Person Petitions 10 6 4 2 (4) -66.7% Resolved During the Time Period Average Sexually Violent Person Cases Open N/A N/A 65 75 N/A N/A Monthly Net Sexually Violent Person Cases Assigned 12 8 10 10 2 25.0% Expense per Open Sexually Violent Person N/A N/A $ 3,508.86 $ 3,687.30 N/A N/A Case Expense per Sexually Violent Person Case in $ 19,951.80 $ 44,494.33 $ 57,019.00 $ 138,827.00 $ (94,332.67) -212.0% which a Determination is Made as to Commitment Expenditure 100 - GENERAL TOTAL USES $ $ 199,518 $ 199,518 $ 266,966 $ 266,966 $ 228,076 $ 228,076 $ 277,654 277,654 $ $ (10,688) (10,688) -4.0% -4.0% Activity Narrative: A new measure for FY 2015 will show the average number of cases open in a given month, revealing the long-term nature of these cases. With an expected increase in case assignments, and with less restrictive alternatives to incarceration being used less frequently by the Court, the number of hearings and the expense per open case will continue to increase. 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 2013 ACTUAL 97.6% FY 2014 FY 2014 REVISED FORECAST 76.3% 96.3% FY 2015 ADOPTED 97.5% REV VS ADOPTED % VAR 1.3% 1.3% Activities that comprise this program include: • Support Services Indigent Representation 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. 757 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Expenditure 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 Expense per Payment for Privately Represented and Pro Per Cases 100 - GENERAL TOTAL USES FY 2013 ACTUAL 97.6% FY 2014 FY 2014 REVISED FORECAST 96.3% 76.3% FY 2015 ADOPTED 97.5% REV VS ADOPTED VAR % 1.3% 1.3% 534 536 598 688 152 28.4% 534 536 598 688 152 28.4% $ 1,653.49 $ 1,268.21 $ 1,557.27 $ 1,358.88 $ (90.67) -7.1% $ $ 882,962 $ 882,962 $ 679,758 $ 679,758 $ 931,246 $ 931,246 $ 934,908 934,908 $ $ (255,150) (255,150) -37.5% -37.5% Activity Narrative: Indigent defendants represented by private counsel, or who represent themselves are entitled to support services at County expense. Service examples may include investigators, expert witnesses, and, in Capital cases, mitigation specialists. 758 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations Public Defense System Summary General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj 92,988,933 $ 71,452 $ 6,260,078 6,120,208 95,781 18,461 9,215 16,413 $ - $ 99,249,011 $ 71,452 27,148 $ 480 (18,461) (9,215) (16,413) 18,430 52,327 1,200,000 $ 1,200,000 - Agenda Item: C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan Reallocations Reallocation Between Depts $ Agenda Item: $ C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 $ FY 2015 Baseline Budget Threshold $ Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Public Defense Caseload Vol Increase Adult Guardian ad Litem expenditures by 20% Increase Mental Health expenditures by 1.5% Increase Probate expenditures by 5% Increase Sexually Violent Person expenditures by 38.4% Increase Capital Trial expenditures by 4.1% Increase Capital Post Conviction Relief expenditures by 14.9% Increase Non-Capital Felony expenditures by 7.2% Increase Violation of Probation expenditures by 45% Increase Adult Appeal and Non-Capital PCR expenditures by 5.6% Increase Child Dependency expenditures by 22.2% Increase Juvenile Guardian ad Litem expenditures by 22.6% Increase Parental Dependency expenditures by 28.3% Increase Juvenile Appeal expenditures by 13.9% Increase Indigent Representation Support Services expenditures by 15% Increase expenditures to electronically receive discovery from County Attorney Increase expenditures to add 5.0 FTE Operations Support Analysts to provide litigation support to trial attorneys Increase Capital Trial expenditures to address growing case back log Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease General Fund revenue based on FY 2014 forecast FY 2015 Tentative Budget $ $ $ $ $ 71,452 25,334 $ 25,334 15,938,880 $ (48,075) - 15,986,955 - (48,075) 301,558 24,274 10,663 77,078 579,035 463,837 2,721,640 866,426 268,466 269,309 2,085,282 3,075,508 76,821 122,000 46,889 479,472 4,518,697 $ $ $ (14,491) (14,491) - $ 116,440,373 $ 15.9% 56,961 -20.3% $ 109,880 109,880 $ - $ 116,550,253 $ 16.0% 56,961 -20.3% (14,491) Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Justice System Support Mark et Adjustment 100,476,159 Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 759 Maricopa County Annual Business Strategies FY 2015 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 2014 Adopted Budget Adjustments: Non Recurring Transfer Exp Authority for Incr Pub Def Costs FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Non Recurring Carry Forward Capital Trial carry forward from FY 2014 Other Non Recurring Software licenses and data storage for eDiscovery Capital Post-Conviction Relief - Back log Costs - $ 3,500,000 $ 3,500,000 - $ 7,830,965 $ - $ (7,830,965) $ (3,500,000) (4,330,965) - $ - $ - $ 1,596,091 $ 355,590 - 1,240,501 - $ 1,596,091 $ - $ (355,590) $ (355,590) - $ 1,240,501 $ - C-56-14-011-M-00 Agenda Item: C-56-14-011-M-00 Agenda Item: $ 355,590 $ 296,655 943,846 FY 2015 Tentative Budget Adjustments: Non Recurring Non Recurring Carry Forward Delete unavailable FY 2014 Capital Trial carry forward 4,330,965 $ Agenda Item: FY 2014 Revised Budget Adjustments: Non Recurring Transfer Exp Authority for Incr Pub Def Costs Other Non Recurring $ Agenda Item: $ FY 2015 Adopted Budget 760 (355,590) Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj 3rd and 4th Quarter Retention Pay and Mark et Adj PUBLIC DEFENDER ACTIVITIES Appeal and Non-Capital Post Conviction Relief Capital Trial Capital Post Conviction Relief Misdemeanor Non Capital Felony Probation Indirect Support and General Overhead FY 2015 Expenditures by Activity - Total $ 71,452 $ 3,586,383 3,527,582 34,358 14,606 9,837 $ - $ 37,560,850 $ 71,452 12,353 $ 290 (14,606) (9,837) 36,506 - C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-043-2-00 Agenda Item: $ C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Public Defense Caseload Vol Net Zero-Based Budget adjustments to department activities Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease General Fund revenue based on FY 2014 forecast 33,974,467 Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj 3rd and 4th Quarter Retention Pay and Mark et Adj 2nd to 4th Quarter Retention Pay Plan $ $ $ 71,452 13,534 $ 13,534 911,457 $ (52,991) - 964,448 - Agenda Item: $ $ $ (52,991) $ 964,448 $ $ - $ (14,491) (14,491) $ 38,498,194 $ 2.5% 56,961 -20.3% $ 90,697 90,697 $ - $ 38,588,891 $ 2.7% 56,961 -20.3% (14,491) Total FY 2015 Base Expenditures $ 3,134,305 4,906,997 339,910 419,830 23,689,281 1,981,555 4,026,316 $ 38,498,194 FY 2015 Tentative Budget Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Justice System Support Mark et Adjustment 37,573,203 Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 171,119 171,119 $ - $ 171,119 $ - Adjustments: Non Recurring Other Non Recurring Software licenses and data storage for eDiscovery Agenda Item: $ FY 2015 Adopted Budget 761 171,119 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget Legal Defender (540) General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj 3rd and 4th Quarter Retention Pay and Mark et Adj LEGAL DEFENDER ACTIVITIES Appeal and Non-Capital Post Conviction Relief Capital Trial Non Capital Felony Parental Dependency Indirect Support and General Overhead FY 2015 Expenditures by Activity - Total - $ 1,076,798 $ 1,050,255 24,681 1,712 150 - $ 11,401,032 $ - $ 4,502 $ 88 (1,712) (150) 6,276 - $ 11,405,534 $ - $ 4,163 $ 4,163 550,479 $ 2,999 - 547,480 - $ 11,960,176 $ 4.9% - $ 4,213 $ 4,213 - $ 11,964,389 $ 4.9% - C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-043-2-00 Agenda Item: C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Public Defense Caseload Vol Net Zero-Based Budget adjustments to department activities 10,324,234 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj 3rd and 4th Quarter Retention Pay and Mark et Adj 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ 2,999 $ 547,480 Total FY 2015 Base Expenditures $ 351,465 3,523,105 4,252,686 2,709,267 1,123,653 $ 11,960,176 FY 2015 Tentative Budget Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Justice System Support Mark et Adjustment Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount Revenue Expenditures NON RECURRING NON PROJECT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 40,999 $ 40,999 - $ 40,999 $ - Adjustments: Non Recurring Other Non Recurring Software licenses and data storage for eDiscovery Agenda Item: $ FY 2015 Adopted Budget 762 40,999 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget Legal Advocate (550) General Fund (100) Revenue Expenditures OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 3rd and 4th Quarter Retention Pay and Mark et Adj LEGAL ADVOCATE ACTIVITIES Sexually Violent Person Appeal and Non-Capital Post Conviction Relief Capital Trial Non-Capital Felony Juvenile Guardian ad Litem Indirect Support and General Overhead FY 2015 Expenditures by Activity - Total - $ 890,823 $ 865,266 23,852 1,705 - $ 10,014,158 $ - $ (1,705) $ (1,705) - $ 10,012,453 $ - $ 3,722 $ 3,722 720,553 $ 647 - 719,906 - $ 10,736,728 $ 7.2% - $ 6,285 $ 6,285 - $ 10,743,013 $ 7.3% - C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-043-2-00 Agenda Item: C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Public Defense Caseload Vol Net Zero-Based Budget adjustments to department activities 9,123,335 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj $ Agenda Item: $ $ 647 $ 719,906 Total FY 2015 Base Expenditures $ 277,654 748,325 3,036,730 2,613,668 3,164,257 896,094 $ 10,736,728 FY 2015 Tentative Budget Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Justice System Support Mark et Adjustment Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 43,770 $ 43,770 - $ 43,770 $ - Adjustments: Non Recurring Other Non Recurring Software licenses and data storage for eDiscovery Agenda Item: $ FY 2015 Adopted Budget 763 43,770 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Defense System Office of Contract Counsel (560) General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj 32,678,730 $ - $ 78,654 67,818 413 9,215 1,208 $ - $ 32,757,384 $ - 12,423 $ (413) (9,215) (1,208) 18,430 4,829 1,200,000 $ 1,200,000 - Agenda Item: C-49-13-092-2-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan Reallocations Reallocation Between Depts $ Agenda Item: $ C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 $ FY 2015 Baseline Budget Threshold Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Public Defense Caseload Vol Net Zero-Based Budget adjustments to department activities Increase Capital Trial expenditures to address growing case back log Total FY 2015 CONTRACT COUNSEL ACTIVITIES Base Expenditures Adult Guardian ad Litem $ 1,807,536 Mental Health 30,011 Probate 223,119 Appeal and Non-Capital Post Conviction Relief 831,952 Capital Trial 7,881,357 Capital Post Conviction Relief 2,433,075 Misdemeanor 116,646 Non Capital Felony 9,866,301 Probation 808,750 Witness 31,425 Child Dependency 1,093,247 Juvenile Delinquency and Incorrigibility 420,778 Juvenile Emancipation 800 Juvenile Guardian ad Litem 8,140,233 Juvenile Appeal 541,089 Juvenile Notification 43,200 Juvenile Probation 19,193 Parental Dependency 8,730,111 Indigent Representation Support 934,908 Indirect Support and General Overhead 2,099,146 FY 2015 Expenditures by Activity - Total $ 46,052,877 FY 2015 Tentative Budget $ 33,969,807 $ - $ 767 $ 767 12,082,303 $ (427) - 12,082,730 - 46,052,877 $ 35.6% - $ $ $ (427) 7,564,033 4,518,697 $ Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Justice System Support Mark et Adjustment Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ 764 3,551 3,551 $ - 46,056,428 $ 35.6% - Maricopa County Annual Business Strategies FY 2015 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 2014 Adopted Budget Adjustments: Non Recurring Transfer Exp Authority for Incr Pub Def Costs $ 3,500,000 $ 3,500,000 - $ 7,830,965 $ - $ (7,830,965) $ (3,500,000) (4,330,965) - $ - $ - $ 1,306,456 $ 355,590 - Agenda Item: C-56-14-011-M-00 Agenda Item: $ 355,590 $ 7,020 943,846 950,866 FY 2015 Tentative Budget Adjustments: Non Recurring Non Recurring Carry Forward Delete unavailable FY 2014 Capital Trial carry forward - C-56-14-011-M-00 FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Non Recurring Carry Forward Capital Trial carry forward from FY 2014 Other Non Recurring Software licenses and data storage for eDiscovery Capital Post-Conviction Relief - Back log Costs 4,330,965 $ Agenda Item: FY 2014 Revised Budget Adjustments: Non Recurring Transfer Exp Authority for Incr Pub Def Costs Other Non Recurring $ - $ 1,306,456 $ - $ (355,590) $ (355,590) - $ 950,866 $ - Agenda Item: $ FY 2015 Adopted Budget 765 (355,590) Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Advocate (570) General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj 3rd and 4th Quarter Retention Pay and Mark et Adj PUBLIC ADVOCATE ACTIVITIES Mental Health Capital Post Conviction Relief Child Dependency Juvenile Delinquency and Incorrigibility Juvenile Appeal Juvenile Probation Parental Dependency Indirect Support and General Overhead FY 2015 Expenditures by Activity - Total $ - $ 627,420 609,287 12,890 1,730 3,513 $ - $ 7,515,587 $ - (425) $ 102 (1,730) (3,513) 4,716 - C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-043-2-00 Agenda Item: $ C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Public Defense Caseload Vol Net Zero-Based Budget adjustments to department activities 6,888,167 Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj 3rd and 4th Quarter Retention Pay and Mark et Adj 2nd to 4th Quarter Retention Pay Plan $ $ 7,515,162 $ - $ 3,148 3,148 1,674,088 1,697 $ - Agenda Item: $ $ 1,697 $ 1,672,391 1,672,391 - $ 9,192,398 $ 22.3% - $ 5,134 5,134 $ - $ 9,197,532 $ 22.4% - Total FY 2015 Base Expenditures $ 1,627,944 806,078 391,879 2,130,643 89,380 789,366 2,491,471 865,637 $ 9,192,398 FY 2015 Tentative Budget Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Justice System Support Mark et Adjustment $ Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 33,747 $ 33,747 - $ 33,747 $ - Adjustments: Non Recurring Other Non Recurring Software licenses and data storage for eDiscovery Agenda Item: $ FY 2015 Adopted Budget 766 33,747 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense Summary Training Fund (209) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 424,932 $ 424,932 FY 2014 Revised Budget $ 424,932 $ 424,932 FY 2015 Baseline Budget Threshold $ 424,932 $ 424,932 $ 73 $ 73 (73) $ (73) - 424,932 $ 0.0% 424,932 0.0% Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Personal Services for a 2.5% Merit/Mark et Pay adjustment Decrease Services to maintain structural balance $ $ 4,275 (4,348) FY 2015 Adopted Budget Percent Change from Threshold Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 285,226 $ - FY 2014 Revised Budget $ 285,226 $ - $ (285,226) $ (285,226) - $ - $ - $ 285,150 $ 285,150 - $ 285,150 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring One-Time Training Costs Agenda Item: $ FY 2015 Adopted Budget 767 285,150 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) Training Fund (209) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 335,562 $ 335,562 FY 2014 Revised Budget $ 335,562 $ 335,562 FY 2015 Baseline Budget Threshold $ 335,562 $ 335,562 $ 73 $ 73 (73) $ (73) - 335,562 $ 0.0% 335,562 0.0% Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Personal Services for a 2.5% Merit/Mark et Pay adjustment Decrease Services to maintain structural balance $ $ 4,275 (4,348) FY 2015 Adopted Budget Percent Change from Threshold Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 215,135 $ - FY 2014 Revised Budget $ 215,135 $ - $ (215,135) $ (215,135) - $ - $ - $ 232,303 $ 232,303 - $ 232,303 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring One-Time Training Costs Agenda Item: $ FY 2015 Adopted Budget 232,303 Legal Defender (540) Training Fund (209) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 66,374 $ 66,374 FY 2014 Revised Budget $ 66,374 $ 66,374 FY 2015 Baseline Budget Threshold $ 66,374 $ 66,374 FY 2015 Adopted Budget Percent Change from Threshold Amount $ 66,374 $ 0.0% 66,374 0.0% 768 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Defender (540) Training Fund (209) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 39,364 $ - FY 2014 Revised Budget $ 39,364 $ - $ (39,364) $ (39,364) - $ - $ - $ 27,574 $ 27,574 - $ 27,574 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring One-Time Training Costs Agenda Item: $ 27,574 FY 2015 Adopted Budget Legal Advocate (550) Training Fund (209) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 22,996 $ 22,996 FY 2014 Revised Budget $ 22,996 $ 22,996 FY 2015 Baseline Budget Threshold $ 22,996 $ 22,996 FY 2015 Adopted Budget Percent Change from Threshold Amount $ 22,996 $ 0.0% 22,996 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 30,727 $ - FY 2014 Revised Budget $ 30,727 $ - $ (30,727) $ (30,727) - $ - $ - $ 25,273 $ 25,273 - $ 25,273 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring One-Time Training Costs Agenda Item: $ FY 2015 Adopted Budget 769 25,273 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2015 Adopted Budget Public Defense Training Fund (209) Fund Balance Summary FY 2013 ACTUAL FY 2014 REVISED FY 2014 ADOPTED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 284,773 $ 287,842 $ 287,842 $ 297,180 $ 323,346 Sources: Operating Total Sources: $ $ 390,823 390,823 $ $ 424,932 424,932 $ $ 424,932 424,932 $ $ 427,051 427,051 $ $ 424,932 424,932 $ $ $ $ 377,105 23,780 400,885 $ $ 424,932 285,226 710,158 $ $ 424,932 285,226 710,158 $ 424,932 285,150 710,082 Uses: Operating Non-Recurring Total Uses: $ 297,090 81,335 378,425 Structural Balance $ 93,733 $ - $ - $ 49,946 $ - Accounting Adjustments $ 9 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 297,180 297,180 $ $ 2,616 2,616 $ $ 2,616 2,616 $ $ 323,346 323,346 $ $ 38,196 38,196 Expenditures Revenue Public Defender (520) Grants Fund (233) OPERATING FY 2014 Adopted Budget $ 303,237 $ 303,237 FY 2014 Revised Budget $ 303,237 $ 303,237 FY 2015 Baseline Budget Threshold $ 303,237 $ 303,237 $ 92 $ 92 - $ (66,837) $ (66,837) (66,745) (66,745) $ 236,492 $ -22.0% 236,492 -22.0% Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Decrease revenue due to a decline in DEA grants Increase Personal Services for a 2.5% Merit/Mark et Pay adjustment Decrease Personal Services in salary/benefit savings to absorb pay adjustment Decrease expenditures by $66,837 to maintain structural balance FY 2015 Adopted Budget Percent Change from Threshold Amount 770 $ (66,745) 5,350 (5,350) (66,837) Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense Grants Fund (233) Fund Balance Summary FY 2013 ACTUAL FY 2014 REVISED FY 2014 ADOPTED FY 2014 FORECAST FY 2015 ADOPTED (5,038) $ (5,038) (6,944) $ 43 $ 43 $ 294,792 294,792 $ $ 303,237 303,237 $ $ 303,237 303,237 $ $ 236,492 236,492 $ $ 236,492 236,492 $ $ 292,888 292,888 $ $ 303,237 303,237 $ $ 303,237 303,237 $ $ 236,492 236,492 $ $ 236,492 236,492 Structural Balance $ 1,904 $ - $ - $ - $ - Accounting Adjustments $ 2 $ - $ - $ - $ - - $ (5,038) (5,038) $ 43 43 $ 43 43 $ Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ Uses: Operating Total Uses: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ $ - $ (5,038) (5,038) $ $ (5,038) (5,038) Public Defender (520) Fill the Gap Fund (262) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 840,228 $ 840,228 FY 2014 Revised Budget $ 840,228 $ 840,228 FY 2015 Baseline Budget Threshold $ 840,228 $ 840,228 $ 237 $ 237 (21,263) $ (21,263) - Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Personal Services for a 2.5% Merit/Mark et Pay adjustment Decrease Personal Services by increasing salary/benefit savings Increase Personal Services by increasing the allocation-in from the Office of Contract Counsel (560) General Fund Increase Attorney Loan Repayment expenditures Decrease expenditures for Supplies ($15,407) and Services ($70,742) Reduce remaining Personal Services by a net of $24 Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease Revenue due to declining filing fee receipts FY 2015 Adopted Budget Percent Change from Threshold Amount 771 $ $ 14,123 (1,373) 48,067 4,093 (86,149) (24) $ $ - $ - (21,026) (21,026) $ 819,202 $ -2.5% 819,202 -2.5% (21,026) Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) Fill the Gap Fund (262) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ - $ 394,797 FY 2014 Revised Budget $ - $ 394,797 $ - $ - (394,797) (394,797) $ - $ - $ - $ - 268,936 268,936 $ - $ Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Agenda Item: Fees and Other Revenues ProgRevenue Volume Inc/Dec Budget forecasted FY 2015 Beginning Fund Balance as revenue $ 268,936 FY 2015 Adopted Budget Expenditures 268,936 Revenue PDS CASE MANAGEMENT SYSTEM FY 2014 Adopted Budget $ 723,817 $ - FY 2014 Revised Budget $ 723,817 $ - $ (723,817) $ (723,817) - $ - $ - $ 294,492 $ 294,492 - $ 294,492 $ - Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Information and Communications Technology Other IT Non Recurring Public Defense Services Case Management System Agenda Item: $ 294,492 FY 2015 Adopted Budget Public Defender Fill the Gap Fund (262) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2015 ADOPTED FY 2014 FORECAST $ 627,812 $ 329,020 $ 329,020 $ 446,006 $ 26,197 $ 841,166 841,166 $ 840,228 394,797 1,235,025 $ 840,228 394,797 1,235,025 $ 819,756 819,756 $ 819,202 268,936 1,088,138 $ $ 805,366 434,199 1,239,565 $ $ 840,228 723,817 1,564,045 $ $ 840,228 723,817 1,564,045 $ $ 718,560 304,415 1,022,975 $ 819,202 294,492 1,113,694 Structural Balance $ 122,606 $ - $ - $ 14,390 $ - Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 446,006 446,006 $ $ - $ $ - $ $ 26,197 26,197 $ $ 641 641 Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ 772 $ $ $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Defender (540) Fill the Gap Fund (263) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 66,362 $ 66,362 FY 2014 Revised Budget $ 66,362 $ 66,362 FY 2015 Baseline Budget Threshold $ 66,362 $ 66,362 FY 2015 Adopted Budget Percent Change from Threshold Amount $ 66,362 $ 0.0% 66,362 0.0% Legal Defender Fill the Gap Fund (263) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 2,243 $ 2,243 $ 2,243 $ 2,320 $ 2,320 Sources: Operating Total Sources: $ $ 66,439 66,439 $ $ 66,362 66,362 $ $ 66,362 66,362 $ $ 66,362 66,362 $ $ 66,362 66,362 Uses: Operating Total Uses: $ $ 66,362 66,362 $ $ 66,362 66,362 $ $ 66,362 66,362 $ $ 66,362 66,362 $ $ 66,362 66,362 Structural Balance $ 77 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,320 2,320 $ $ 2,243 2,243 $ $ 2,243 2,243 $ $ 2,320 2,320 $ $ 2,320 2,320 773 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Public Fiduciary Analysis by Idamarie C. Flaherty, Management Budget Analyst Summary Mission The Mission of the Maricopa County Public Fiduciary is to provide guardianship, conservatorship, decedent services and court-ordered investigations for vulnerable persons so their estates and wellbeing are protected. Vision To be a recognized leader in providing professional, efficient and compassionate fiduciary services. Strategic Goals Department Specific 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: No historical data existed for this measure. Therefore, the goal was set without actual data support. However, progress is being made and expected to meet established timeline. Department Specific 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: Due to system issues, there is no data on this goal for FY 2012. However, based on more current information, the department is on target for the established timeline. Fiscal Strength and Responsibility 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. 774 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES EADM - ESTATE ADMINISTRATION GARD - GUARDIANSHIP ADMINISTRATION 34FS - FIDUCIARY SERVICES $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ 792,186 $ 351,771 1,143,957 $ 828,000 $ 322,000 1,150,000 $ 828,000 $ 322,000 1,150,000 $ 1,131,477 $ 32,658 1,164,135 $ 1,084,565 $ 65,435 1,150,000 $ TOTAL PROGRAMS $ 1,143,957 $ 1,150,000 $ 1,150,000 $ 1,164,135 $ 1,150,000 $ BURY - INDIGENT BURIAL SERVICES 34BS - BURIAL SERVICES $ $ 347,295 $ 347,295 $ 361,187 $ 361,187 $ 331,205 $ 331,205 $ 320,062 $ 320,062 $ 351,382 $ 351,382 $ (20,177) (20,177) -6.1% -6.1% EADM - ESTATE ADMINISTRATION GARD - GUARDIANSHIP ADMINISTRATION 34FS - FIDUCIARY SERVICES $ $ 706,184 $ 1,187,889 1,894,073 $ 826,701 $ 1,334,059 2,160,760 $ 1,053,616 $ 1,080,689 2,134,305 $ 1,075,835 $ 1,056,558 2,132,393 $ 1,156,573 $ 1,146,234 2,302,807 $ (102,957) (65,545) (168,502) -9.8% -6.1% -7.9% 40,001 $ 21,683 316,771 378,455 $ 5,514 $ 30,958 395,410 (26,007) 405,875 $ 31 $ 57,890 564,391 622,312 $ (134) $ 60,417 428,998 489,281 $ 8,109 $ 34,562 (2,514) 223,438 263,595 $ (8,078) -26058.1% 23,328 40.3% 566,905 100.4% N/A (223,438) N/A 358,717 57.6% - $ 17,197 17,197 $ - $ 14,257 14,257 $ - $ 10,675 10,675 $ 22,354 $ 153,887 19,161 195,402 $ (22,354) 14,257 (153,887) (19,161) (181,145) 256,565 (256,565) - 31.0% -79.7% 0.0% 0.0% USES BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED AND STATUTRY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 18,060 18,060 $ BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 39,828 $ 39,828 $ 46,823 $ 46,823 $ 46,823 $ 46,823 $ 45,172 $ 45,172 $ - $ - $ 46,823 46,823 100.0% 100.0% TOTAL PROGRAMS $ 2,677,711 $ 2,991,842 $ 3,148,902 $ 2,997,583 $ 3,113,186 $ 35,716 1.1% 775 N/A 100.0% N/A N/A -1270.6% Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ FY 2014 REVISED FY 2014 ADOPTED FY 2013 ACTUAL FY 2015 ADOPTED FY 2014 FORECAST REVISED VS ADOPTED % VAR 1,143,957 1,143,957 $ $ 1,150,000 1,150,000 $ $ 1,150,000 1,150,000 $ $ 1,164,135 1,164,135 $ $ 1,150,000 1,150,000 $ $ - 0.0% 0.0% ALL REVENUES $ 1,143,957 $ 1,150,000 $ 1,150,000 $ 1,164,135 $ 1,150,000 $ - 0.0% TOTAL SOURCES $ 1,143,957 FY 2013 ACTUAL $ 1,150,000 FY 2014 ADOPTED $ 1,150,000 FY 2014 REVISED $ 1,164,135 FY 2014 FORECAST $ 1,150,000 FY 2015 ADOPTED $ 0.0% REVISED VS ADOPTED VAR % CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 1,448,996 $ 42,625 3,520 598,742 50,818 48,408 2,193,109 $ 1,609,618 $ 25,151 696,068 30,000 58,823 2,419,660 $ 1,756,288 $ 15,223 714,344 30,000 59,605 2,575,460 $ 1,648,252 $ 26,179 7,521 682,336 19,983 48,270 2,432,541 $ 1,786,366 $ 15,223 737,284 20,000 4,950 2,563,823 $ (30,078) (22,940) 10,000 54,655 11,637 -1.7% N/A 0.0% -3.2% 33.3% 91.7% 0.5% 50,403 $ 3,432 467 54,302 $ 40,000 $ 6,000 2,000 48,000 $ 40,000 $ 6,000 2,000 48,000 $ 17,188 $ 3,429 17,047 37,664 $ 18,719 $ 6,000 49,530 74,249 $ 21,281 (47,530) (26,249) 53.2% 0.0% -2376.5% -54.7% $ 2,920 $ 36,926 41,911 14,604 71,907 35,428 8,962 16,743 200,899 430,300 $ 7,000 $ 95,000 45,000 27,600 74,082 45,000 15,000 15,500 200,000 524,182 $ 7,000 $ 95,000 45,000 41,000 61,942 45,000 15,000 15,500 200,000 525,442 $ 2,338 $ 90,712 41,624 25,728 72,055 32,589 11,310 15,191 201,831 493,378 $ 7,000 $ 15,000 45,693 25,000 78,600 46,964 15,000 15,500 226,357 475,114 $ 80,000 (693) 16,000 (16,658) (1,964) (26,357) 50,328 0.0% 84.2% -1.5% 39.0% -26.9% -4.4% 0.0% 0.0% -13.2% 9.6% $ $ - $ - $ - $ - $ - $ - $ 34,000 $ 34,000 $ - $ - $ - N/A N/A ALL EXPENDITURES $ 2,677,711 $ 2,991,842 $ 3,148,902 $ 2,997,583 $ 3,113,186 $ 35,716 1.1% TOTAL USES $ 2,677,711 $ 2,991,842 $ 3,148,902 $ 2,997,583 $ 3,113,186 $ 35,716 1.1% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 1,143,957 $ 1,143,957 $ 1,150,000 $ 1,150,000 $ 1,150,000 $ 1,150,000 $ 1,164,135 $ 1,164,135 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,143,957 $ 1,143,957 $ FY 2013 ACTUAL 1,150,000 $ 1,150,000 $ FY 2014 ADOPTED 1,150,000 $ 1,150,000 $ FY 2014 REVISED 1,164,135 $ 1,164,135 $ FY 2014 FORECAST FUND TOTAL USES $ 2,677,711 $ 2,677,711 $ 2,911,842 $ 80,000 2,991,842 $ 3,068,902 $ 80,000 3,148,902 $ 2,917,583 $ 80,000 2,997,583 $ 3,113,186 $ 3,113,186 $ (44,284) 80,000 35,716 -1.4% 100.0% 1.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,677,711 $ - $ 2,677,711 $ 2,911,842 $ 80,000 $ 2,991,842 $ 3,068,902 $ 80,000 $ 3,148,902 $ 2,917,583 $ 80,000 $ 2,997,583 $ 3,113,186 $ - $ 3,113,186 $ (44,284) 80,000 35,716 -1.4% 100.0% 1.1% FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT $ 776 1,150,000 $ 1,150,000 $ - 0.0% 0.0% 1,150,000 $ 0.0% 1,150,000 $ 0.0% FY 2015 REVISED VS ADOPTED ADOPTED VAR % Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Staffing by Program and Activity PROGRAM ACTIVITY BURIAL SERVICES INDIGENT BURIAL SERVICES PROGRAM TOTAL FIDUCIARY SERVICES ESTATE ADMINISTRATION GUARDIANSHIP ADMINISTRATION PROGRAM TOTAL GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.32 3.32 3.32 3.32 2.45 2.45 2.45 2.45 2.30 2.30 (.15) (.15) (6.1%) (6.1%) 14.28 22.06 36.33 14.28 22.06 36.33 17.80 17.80 35.60 17.80 17.80 35.60 17.20 17.20 34.40 (.60) (.60) (1.20) (3.4%) (3.4%) (3.4%) - - .00 - - 1.00 1.00 1.00 1.00 N/A N/A .05 1.20 .40 1.65 41.30 .05 1.20 .40 1.65 41.30 .00 3.20 .55 .00 3.75 41.80 3.20 .55 3.75 41.80 .15 .35 3.60 4.10 41.80 .15 (3.20) (.20) 3.60 .35 - N/A (100.0%) (36.4%) N/A 9.3% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Director - Public Fiduciary Executive Assistant Fiduciary Fiduciary Benefits Specialist Fiduciary Supervisor Legal Support Specialist Office Assistant Office Assistant Specialized Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 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% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 24.30 24.30 23.80 23.80 23.80 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 3.00 3.00 4.00 4.00 4.00 0.0% 3.00 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% 41.30 41.30 41.80 41.80 41.80 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2013 FY 2014 REVISED TO ADOPTED FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 41.30 41.30 41.80 41.80 41.80 0.0% 41.30 41.30 41.80 41.80 41.80 0.0% General Adjustments Personnel: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: General Fund (100) • Increase Regular Benefits by $929 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $1,964 for the impact of the changes in risk management charges. 777 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 2013 ACTUAL 98.3% FY 2014 FY 2014 REVISED FORECAST 99.7% 82.2% 45.2% 44.6% FY 2015 ADOPTED 80.4% 45.5% REV VS ADOPTED VAR % (19.3%) -19.4% 48.2% 3.6% 8.1% 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. Measure Type Result Result Output Output Demand Measure Description Percentage of Determinations for Indigent Burial Service Eligibility Completed Within Five Business Days of the Referral Percentage of Referred Persons Determined to be Eligible for Indigent Burial Services 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 Cost per Indigent Burial Completed Ratio Expenditure 100 - GENERAL TOTAL USES FY 2013 ACTUAL 98.3% FY 2014 FY 2014 REVISED FORECAST 99.7% 82.2% FY 2015 ADOPTED 80.4% REV VS ADOPTED VAR % (19.3%) -19.4% 45.2% 44.6% 45.5% 48.2% 3.6% 8.1% 772 776 781 726 (50) -6.4% 349 346 355 350 4 1.2% 761 786 698 656 (130) -16.5% $ 995.11 $ 957.24 $ 901.58 $ 1,003.95 $ (46.71) -4.9% $ $ 347,295 347,295 $ $ 331,205 331,205 $ $ 320,062 320,062 $ $ 351,382 351,382 $ $ (20,177) (20,177) -6.1% -6.1% Activity Narrative: A late year decrease in demand has led to decreased outputs, resulting in FY 2014 forecasted measures being lower than expected. The Department anticipates no increase for FY 2015. The Burial Services contract expires in October 2014. Depending on the results of the bid process, the department may need to seek additional funding mid-year. The expenditure budget is increasing due to rising costs of support and care of persons. 778 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary 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 County provide a public fiduciary for those persons or decedents’ estates in need of guardianship, conservatorship or administration and for whom there is no person or corporation qualified and willing to act in that capacity. 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 2013 ACTUAL 7.1% FY 2014 FY 2014 REVISED FORECAST 63.2% 60.0% FY 2015 ADOPTED 60.0% REV VS ADOPTED VAR % (3.2%) -5.0% 74.3% 87.1% 91.8% 92.6% 5.5% 6.4% 40.9% 32.0% 48.0% 43.6% 11.6% 36.4% 65.3% 74.6% 54.4% 58.5% (16.1%) -21.6% 68.6% 70.4% 83.5% 83.0% 12.5% 17.8% 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. 779 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Output Demand Demand Expenditure Ratio Revenue Measure Description Percentage of Financial Exploitation Investigations Completed Within 180 Days of Referral Percentage of Estate Administration Cases Stabilized or Closed Within 18 Months of Referral Number of Financial Exploitation Investigations Completed Number of Estate Administration Cases Stabilized or Closed Average Number of Estate Administration Cases Open/Active Monthly Number of Conservatorship and Probate Cases Referred for Administration Number of Referrals for Financial Exploitation Investigations Cost Per Estate Administration Case Open/Active FY 2013 ACTUAL 7.1% FY 2014 FY 2014 REVISED FORECAST 63.2% 60.0% 74.3% 87.1% REV VS ADOPTED VAR % (3.2%) -5.0% FY 2015 ADOPTED 60.0% 91.8% 92.6% 5.5% 6.4% 14 19 10 10 (9) -47.4% 241 232 269 298 66 28.4% 318 325 273 324 (1) -0.3% 160 166 254 277 1 19 10 10 $ 556.05 $ 810.47 100 - GENERAL TOTAL SOURCES $ $ 792,186 792,186 $ $ 828,000 828,000 100 - GENERAL TOTAL USES $ $ 706,184 706,184 $ 1,053,616 $ 1,053,616 $ 987.00 $ 111 66.9% (9) -47.4% (81.94) -10.1% 892.42 $ $ 1,131,477 $ 1,131,477 $ 1,084,565 $ 1,084,565 $ $ 256,565 256,565 31.0% 31.0% $ 1,075,835 $ 1,075,835 $ 1,156,573 $ 1,156,573 $ $ (102,957) (102,957) -9.8% -9.8% Expenditure Activity Narrative: Demand for Conservatorship and probate services has been increasing. Output has not been keeping pace. The department hopes that it will be able to absorb open workload increases through the stabilization of staffing as a result of the recent market/merit increases. However, growth may reach a point at which the increased Demand cannot be absorbed with existing resources. If that does occur, the Department will work with Public Defense Systems management and OMB to identify solutions. The revenue increase corresponds to the increase in Output and Demand. The expenditure budget is increasing due to an increase in Conservatorship, Probate, and Estate Administration cases. 780 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2015 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 Expenditure Ratio Revenue Measure Description Percentage of Wards Whose Cases are Stabilized or Closed Within 18 Months of Referral Percentage of Guardianship Referrals and Investigations in Which an Alternative to Guardianship by the Public Fiduciary was Determined Percentage of Referrals and Investigations Completed Within 90 Days of Referral Number of Guardianship Referrals and Investigations Completed Number of Guardianship Administration Cases Stabilized Or Closed During The Time Period Average Number of Guardianship Administration Cases Open/Active Monthly Number of Guardianship Referrals and Investigations Requested Number of New Wards for Assigned Guardianship Administration Cost Per Guardianship Administration Case Open/Active FY 2013 ACTUAL 40.9% FY 2014 FY 2014 REVISED FORECAST 32.0% 48.0% FY 2015 ADOPTED 43.6% REV VS ADOPTED VAR % 11.6% 36.4% 65.3% 74.6% 54.4% 58.5% (16.1%) -21.6% 68.6% 70.4% 83.5% 83.0% 12.5% 17.8% 242 284 206 229 (55) -19.4% 208 194 179 195 1 0.5% 640 655 590 810 155 23.7% 234 272 293 331 59 21.7% 235 254 306 305 51 20.1% 58.70 14.2% $ 464.02 $ 412.48 $ 447.69 $ 353.78 $ 100 - GENERAL TOTAL SOURCES $ $ 351,771 351,771 $ $ 322,000 322,000 $ $ 32,658 32,658 $ $ 65,435 65,435 $ $ (256,565) (256,565) -79.7% -79.7% 100 - GENERAL TOTAL USES $ 1,187,889 $ 1,187,889 $ 1,146,234 $ 1,146,234 $ $ (65,545) (65,545) -6.1% -6.1% Expenditure $ 1,080,689 $ 1,080,689 $ 1,056,558 $ 1,056,558 Activity Narrative: Demand for Guardianship services has been increasing. Output has not been keeping pace. The department hopes that it will be able to absorb open workload increases through the stabilization of staffing as a result of the recent market/merit increases. However, growth may reach a point at which the increased Demand simply cannot be absorbed with existing resources. If that does occur, the Department will work with Public Defense Systems management and OMB to identify solutions. The revenue decrease corresponds to the decreased Output. The expenditure budget is increasing due to an increase in Guardianship Administration cases open/active, and an increase in new Wards. 781 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj 1,150,000 $ 157,060 $ 56,242 93,926 1,795 360 4,737 - $ 3,068,902 $ 1,150,000 $ 41,391 $ 31,194 (1,795) (360) (4,737) 719 16,370 - $ 3,110,293 $ 1,150,000 $ 929 $ 929 1,964 $ 1,964 - 3,113,186 $ 0.1% 1,150,000 0.0% C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 Agenda Item: C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management 2,911,842 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount 1,964 $ 782 Maricopa County Annual Business Strategies FY 2015 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 Department Specific By June 2018, establish a public health district or other funding mechanism to provide necessary resources for an adequate public health infrastructure. Status: During FY 2014, the Department hired a Health Economist to analyze each of the current programs in Public Health and provide a gap analysis of the public health needs in the community to be able to develop a cost benefit model of public health services. This analysis may be used by decision makers to determine if additional funding is needed and, if so, what is the best mechanism to achieve it. Regional Services By June 2018, obtain accreditation from the Public Health Accreditation Board. Status: The department has established an accreditation team with members representing each of the 12 domains and 32 standards. Team members are currently collecting the required documentation for each of the standards and will begin documentation in February 2014. The Department is expected to obtain accreditation by 2018. Regional Services 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: The structure of the community health improvement plan has been developed with overarching goals and more specific objectives in all 5 public health priority issue areas. The Department’s plan is currently at 20% completion and full completion is expected by 2018. 783 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % RWPC - RYAN WHITE PLNG COUNCIL SUPP 39RW - RYAN WHITE HIV AIDS PART A $ $ 115,955 115,955 $ $ - $ $ - $ $ - $ $ - $ $ - N/A N/A PHPM - PUBLIC HEALTH PHARMACY 86CS - CLINIC SUPPORT SERVICES $ $ 14,135 14,135 $ $ 13,000 13,000 $ $ 13,000 13,000 $ $ 15,030 15,030 $ $ 13,000 13,000 $ $ - 0.0% 0.0% EPIR - EPIDEMIOLOGICAL REPORTING SCII - SINGLE CASE INV INTERVENTIONS 86EG - EPI AND GEN DISEASE SURVEILL $ $ $ 8,250 8,250 $ $ 84,809 18,783 103,592 $ $ 51,810 4,000 55,810 $ $ - $ $ 30,327 30,327 EMRT - PUB HLTH PREPAREDNESS RESPONSE 86EM - PUB HLTH PREPAREDNESS RESPONSE $ $ 2,266,496 2,266,496 $ $ 2,799,288 2,799,288 $ $ 3,034,840 3,034,840 $ $ 2,744,840 2,744,840 $ $ 2,340,660 2,340,660 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 $ $ $ 1,010,963 1,580,745 252,399 1,043,360 103,391 412,318 1,959,632 1,012,017 305,970 7,680,795 $ $ 1,058,547 1,680,447 272,727 1,059,216 99,979 418,911 1,439,656 1,034,271 279,420 7,343,174 $ $ 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 $ $ 981,500 1,272,675 371,865 873,108 102,165 419,174 1,301,563 1,220,458 999,398 7,541,906 $ 1,058,547 1,636,039 272,727 1,072,122 103,392 406,957 1,986,063 944,156 7,480,003 HCHL - HEALTHCARE FOR THE HOMELESS 86HI - HEALTHCARE FOR HOMELESS $ $ 2,526,431 2,526,431 $ $ 2,449,903 2,449,903 $ $ 2,570,482 2,570,482 $ $ 2,616,194 2,616,194 $ $ 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 $ 973,647 871,563 770,690 9,852,522 12,468,422 $ 807,269 98,606 1,002,366 2,803,294 9,684,415 14,395,950 $ 852,663 90,684 1,238,947 2,740,758 9,815,369 14,738,421 $ 944,447 87,968 1,219,488 2,597,155 9,496,858 14,345,916 $ $ HANS - HANSENS DISEASE TREATMENT HERF - PHYS HEALTH SCREENING REFUGEES HICT - HIV COUNSELING AND TESTING HISV - HIV SURVEILLANCE AND INV 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 86IS - IMMUNIZATION SERVICES $ 31,973 1,208,980 887,440 143,834 393,250 283,518 109,133 488,843 3,546,971 $ $ $ 220,767 2,373,575 2,594,342 OPIP - PERFORMANCE IMPROVEMENT 86PI - PERFORMANCE IMPROVEMENT $ $ DTIS - RYAN WHITE DENTAL INSURANCE 86RW - RYAN WHITE PART A SERVICES SFAZ - SMOKE FREE ARIZONA INSPECTIONS TUPV - TOBACCO USE PREVENTION TUTR - TOB USE PREV TRNG DENTAL PROS 86TP - TOBACCO USE PREVENTION $ 33,255 1,228,956 734,187 101,006 344,919 343,247 270,734 629,420 3,685,724 $ $ 286,000 3,640,089 3,926,089 477,792 477,792 $ $ $ $ 1,552,224 1,552,224 $ $ 36,095 1,237,472 735,717 115,460 347,780 340,779 274,848 634,973 3,723,124 $ $ 286,000 3,863,677 4,149,677 259,068 259,068 $ $ $ $ 1,373,745 1,373,745 $ 644,385 $ 1,756,938 (6,813) 2,394,510 $ 781,186 1,877,196 50,104 2,708,486 BDCT - BIRTH AND DEATH CERTIFICATES 86VR - VITAL REGISTRATION $ $ 3,522,082 3,522,082 $ $ BDFS - BUDGET AND FINANCIAL SERVICES POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ $ $ 4,356,754 4,356,754 GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 1,237,395 1,237,395 TOTAL PROGRAMS $ 44,645,742 $ $ $ 30,656 1,260,797 731,228 106,391 345,919 385,034 272,566 630,849 3,763,440 $ $ 236,016 2,848,148 3,084,164 419,946 419,946 $ $ $ $ 1,010,643 1,010,643 $ $ 768,186 1,908,198 57,837 2,734,221 3,839,983 3,839,983 $ $ $ $ 4,653,352 4,653,352 $ $ 50,000 50,000 $ 47,935,218 $ 784 $ $ (694,180) (694,180) -22.9% -22.9% $ $ (44,408) 12,906 3,413 (11,954) 546,407 (90,115) (279,420) 136,829 0.0% -2.6% 0.0% 1.2% 3.4% -2.9% 38.0% -8.7% -100.0% 1.9% 2,779,764 2,779,764 $ $ 209,282 209,282 884,130 97,776 1,046,027 2,805,227 9,831,854 14,665,014 $ 31,467 7,092 (192,920) 64,469 16,485 (73,407) 3.7% 7.8% -15.6% 2.4% 0.2% -0.5% (1,047) (735,717) (115,460) 682,653 84,130 37,463 (2,136) (50,114) -2.9% 0.0% -100.0% -100.0% 196.3% 24.7% 13.6% -0.3% -1.3% $ $ 259,874 3,306,342 3,566,216 $ (26,126) (557,335) (583,461) -9.1% -14.4% -14.1% 414,324 414,324 $ $ 390,996 390,996 $ $ (28,950) (28,950) -6.9% -6.9% $ $ 953,367 953,367 $ $ 892,688 892,688 $ $ (117,955) (117,955) -11.7% -11.7% $ $ $ 786,620 1,804,998 57,788 2,649,406 $ $ 709,880 1,901,801 42,682 2,654,363 $ 18,434 (103,200) (49) (84,815) 2.4% -5.4% -0.1% -3.1% 3,839,983 3,839,983 $ $ 3,383,425 3,383,425 $ $ 3,661,215 3,661,215 $ $ (178,768) (178,768) -4.7% -4.7% $ $ 4,697,966 4,697,966 $ $ 4,630,734 4,630,734 $ $ 4,656,064 4,656,064 $ (4,656,064) 4,697,966 41,902 -100.0% N/A 0.9% $ $ 50,000 50,000 $ $ 60,953 60,953 $ $ 50,000 50,000 $ $ $ 48,339,385 $ 46,451,137 $ 46,868,188 $ $ $ 8.1% 8.1% $ $ $ -84.1% -100.0% -85.2% 35,048 1,237,472 1,030,433 424,909 312,311 632,837 3,673,010 $ $ $ (43,560) (4,000) (47,560) $ (1,471,197) 0.0% 0.0% -3.0% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2013 ACTUAL PROGRAM / ACTIVITY USES FY 2014 REVISED FY 2014 ADOPTED FY 2014 FORECAST REVISED VS ADOPTED VAR % FY 2015 ADOPTED RWPC - RYAN WHITE PLNG COUNCIL SUPP 39RW - RYAN WHITE HIV AIDS PART A $ $ 72,402 72,402 $ $ - $ $ - $ $ - $ $ - $ $ MDRC - MEDICAL RECORDS PHLB - PUBLIC HEALTH LABORATORY PHPM - PUBLIC HEALTH PHARMACY 86CS - CLINIC SUPPORT SERVICES $ 247,344 681,436 354,293 1,283,073 $ 217,161 602,624 429,854 1,249,639 $ 225,362 619,458 441,213 1,286,033 $ 230,629 564,921 340,137 1,135,687 $ 241,361 613,828 383,237 1,238,426 $ EPIR - EPIDEMIOLOGICAL REPORTING SCII - SINGLE CASE INV INTERVENTIONS 86EG - EPI AND GEN DISEASE SURVEILL $ $ $ 1,080,830 1,500,249 2,581,079 $ $ 1,186,320 1,339,197 2,525,517 $ $ 1,067,033 1,464,140 2,531,173 $ $ 863,336 1,534,817 2,398,153 $ $ 1,142,068 952,260 2,094,328 EMRT - PUB HLTH PREPAREDNESS RESPONSE 86EM - PUB HLTH PREPAREDNESS RESPONSE $ $ 3,232,259 3,232,259 $ $ 2,799,288 2,799,288 $ $ 3,034,840 3,034,840 $ $ 2,744,840 2,744,840 $ $ 2,340,660 2,340,660 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 $ $ $ 1,010,963 1,678,647 903,052 1,043,360 103,391 412,318 1,959,632 1,012,017 305,970 8,429,350 $ $ 1,058,547 1,780,237 938,007 1,059,216 99,979 418,911 1,439,656 1,034,271 279,420 8,108,244 $ $ 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 $ $ 1,015,411 1,164,830 976,304 1,021,505 101,468 444,408 1,302,439 1,056,876 927,393 8,010,634 HCHL - HEALTHCARE FOR THE HOMELESS 86HI - HEALTHCARE FOR HOMELESS $ $ 2,506,469 2,506,469 $ $ 2,449,903 2,449,903 $ $ 2,570,482 2,570,482 $ $ 2,616,194 2,616,194 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 $ 1,001,548 1,717,886 1,481,491 9,948,417 14,149,342 $ 921,853 98,606 1,670,988 3,104,001 9,684,415 15,479,863 $ 969,837 90,684 1,911,518 3,051,951 9,815,369 15,839,359 $ HANS - HANSENS DISEASE TREATMENT HERF - PHYS HEALTH SCREENING REFUGEES HICT - HIV COUNSELING AND TESTING HISV - HIV SURVEILLANCE AND INV STEX - STD EXAMINATIONS AMD TREATMENT STSV - STD CASE SURV INVESTIGATION TBIN - TB SURVEILLANCE AMD INVEST TBTE - TB TESTING AMD TREATMENT 86ID - INFECTIOUS DISEASE CONTROL $ 22,955 1,719,773 726,941 98,561 1,445,578 1,161,607 422,586 2,024,514 7,622,515 $ 33,255 1,337,918 734,187 101,006 1,511,634 1,034,114 587,746 2,008,266 7,348,126 $ 36,095 1,350,095 735,717 115,460 1,540,458 1,065,476 596,818 2,056,858 7,496,977 $ ADIM - ADULT IMMUN FOREIGN TRVL SVCS CHIM - CHILDHOOD IMMUNIZATIONS IMED - IMMUNIZATION EDUCATION 86IS - IMMUNIZATION SERVICES $ $ $ 286,000 4,739,099 80,623 5,105,722 $ $ 286,000 4,479,832 73,429 4,839,261 $ $ 229,491 3,041,402 53,551 3,324,444 OPIP - PERFORMANCE IMPROVEMENT 86PI - PERFORMANCE IMPROVEMENT $ $ 300,237 300,237 $ $ 259,068 259,068 $ $ DTIS - RYAN WHITE DENTAL INSURANCE 86RW - RYAN WHITE PART A SERVICES $ $ 1,119,356 1,119,356 $ $ 1,373,745 1,373,745 SFAZ - SMOKE FREE ARIZONA INSPECTIONS TUPV - TOBACCO USE PREVENTION TUTR - TOB USE PREV TRNG DENTAL PROS 86TP - TOBACCO USE PREVENTION $ $ $ 608,206 1,730,303 48,277 2,386,786 BDCT - BIRTH AND DEATH CERTIFICATES 86VR - VITAL REGISTRATION $ $ BDFS - BUDGET AND FINANCIAL SERVICES FACI - FACILITIES MANAGEMENT HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED AND STATUTRY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY - N/A N/A (15,999) 5,630 57,976 47,607 -7.1% 0.9% 13.1% 3.7% $ (13,797) (36,109) (49,906) -1.3% -2.5% -2.0% $ $ 694,180 694,180 22.9% 22.9% $ $ 1,058,547 1,736,405 934,846 1,072,122 103,392 406,957 1,986,063 944,156 8,242,488 $ 43,832 3,161 (12,906) (3,413) 11,954 (546,407) 90,115 279,420 (134,244) 0.0% 2.5% 0.3% -1.2% -3.4% 2.9% -38.0% 8.7% 100.0% -1.7% $ $ 2,779,764 2,779,764 $ $ (209,282) (209,282) -8.1% -8.1% 1,062,082 91,095 1,834,014 2,898,034 9,496,858 15,382,083 $ 1,003,594 97,776 1,610,187 3,105,471 9,831,854 15,648,882 $ (33,757) (7,092) 301,331 (53,520) (16,485) 190,477 -3.5% -7.8% 15.8% -1.8% -0.2% 1.2% 30,656 1,349,120 731,228 106,391 1,418,411 1,130,114 579,212 1,941,727 7,286,859 $ 35,048 1,349,280 2,191,796 1,211,240 637,361 2,046,932 7,471,657 $ 1,047 815 735,717 115,460 (651,338) (145,764) (40,543) 9,926 25,320 2.9% 0.1% 100.0% 100.0% -42.3% -13.7% -6.8% 0.5% 0.3% $ $ 259,328 4,219,172 83,533 4,562,033 $ $ 253,081 3,711,598 71,287 4,035,966 $ 26,672 519,927 (2,910) 543,689 9.3% 11.0% -3.6% 10.6% 419,946 419,946 $ $ 414,324 414,324 $ $ 390,996 390,996 $ $ 28,950 28,950 6.9% 6.9% $ $ 1,010,643 1,010,643 $ $ 953,367 953,367 $ $ 892,688 892,688 $ $ 117,955 117,955 11.7% 11.7% $ $ 786,620 1,804,998 57,788 2,649,406 $ $ 709,880 1,901,801 42,682 2,654,363 $ $ 768,186 1,908,198 57,837 2,734,221 $ $ 781,186 1,877,196 50,104 2,708,486 $ (18,434) 103,200 49 84,815 -2.4% 5.4% 0.1% 3.1% 3,342,056 3,342,056 $ $ 4,154,336 4,154,336 $ $ 4,154,336 4,154,336 $ $ 3,825,456 3,825,456 $ $ 3,676,259 3,676,259 $ $ 478,077 478,077 11.5% 11.5% 2,439,580 75,030 290,601 70,749 2,875,960 $ 3,171,246 $ 82,090 258,647 (107,333) 63,508 3,468,158 $ 3,190,939 105,425 286,523 75,626 3,658,513 $ 3,128,355 90,091 212,399 64,786 3,495,631 $ 118,458 $ 90,125 99,178 (150,178) 2,834,223 81,919 90,243 3,163,968 $ 3,072,481 (90,125) 6,247 436,701 (2,834,223) (6,293) (90,243) 494,545 96.3% N/A 5.9% 152.4% N/A -8.3% N/A 13.5% $ $ 1,856,340 50,000 133,243 244,137 84,633 2,368,353 $ $ 1,544,714 51,711 226,599 1,823,024 $ $ 1,602,534 50,000 162,533 1,815,067 $ $ 1,602,534 50,000 162,533 1,815,067 $ $ 1,730,359 18,971 329,710 2,079,040 $ (253,806) (133,243) 162,533 (244,137) (84,633) (553,286) -15.8% 0.0% N/A 100.0% N/A N/A -30.5% $ $ 480,675 480,675 $ $ 134,752 134,752 $ $ 134,752 134,752 $ $ 67,855 67,855 $ $ 225,986 225,986 $ $ (91,234) (91,234) -67.7% -67.7% TOTAL PROGRAMS $ 54,879,576 $ 59,007,151 $ 59,900,308 $ 57,390,516 $ 58,232,645 $ $ $ $ $ $ $ $ $ 785 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,667,663 2.8% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category FY 2013 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 39,476,747 39,476,747 $ $ 41,059,259 41,059,259 $ $ 41,521,956 41,521,956 $ $ 40,988,235 40,988,235 $ $ 40,715,942 40,715,942 $ $ (806,014) (806,014) -1.9% -1.9% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 3,508,127 1,425,327 4,933,454 $ 3,827,475 2,041,984 5,869,459 $ 3,827,475 1,983,454 5,810,929 $ 3,366,133 1,885,816 5,251,949 $ 3,648,707 2,250,539 5,899,246 $ (178,768) 267,085 88,317 -4.7% 13.5% 1.5% $ $ 50,000 173,000 223,000 $ $ 60,953 120,000 180,953 $ $ 50,000 926,500 976,500 $ $ 50,000 926,500 976,500 $ SUBTOTAL $ 25,076 179,831 204,907 $ (753,500) (753,500) 0.0% -81.3% -77.2% ALL REVENUES $ 44,615,108 $ 47,905,218 $ 48,309,385 $ 46,421,137 $ 46,838,188 $ (1,471,197) -3.0% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 30,634 30,634 $ $ 30,000 30,000 $ $ 30,000 30,000 $ $ 30,000 30,000 $ $ 30,000 30,000 $ $ - 44,645,742 FY 2013 ACTUAL $ 47,935,218 FY 2014 ADOPTED $ 48,339,385 FY 2014 REVISED $ 46,451,137 FY 2014 FORECAST $ 46,868,188 FY 2015 ADOPTED $ (1,471,197) -3.0% REVISED VS ADOPTED VAR % 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 $ $ $ $ $ $ 0.0% 0.0% 23,086,915 $ 71,619 222,959 9,573,538 444,035 (6,955,546) 7,324,877 33,768,397 $ 26,489,186 $ 137,128 105,843 10,707,759 51,341 (7,648,131) 8,448,861 38,291,987 $ 27,211,916 $ 57,909 72,110 10,765,968 49,152 (8,391,430) 9,176,627 38,942,252 $ 26,323,524 $ 474,314 101,392 10,331,541 46,734 (8,021,610) 8,657,430 37,913,325 $ 28,768,116 $ 817,096 59,232 11,229,283 41,805 (7,717,936) 8,532,870 41,730,466 $ (1,556,200) (759,187) 12,878 (463,315) 7,347 (673,494) 643,757 (2,788,214) -5.7% -1311.0% 17.9% -4.3% 14.9% -8.0% 7.0% -7.2% SUBTOTAL $ 1,713,054 $ 2,790,822 18,792 307,698 (2,175,763) 2,109,580 4,764,183 $ 2,143,578 $ 3,658,692 27,560 130,543 (2,068,382) 1,991,182 5,883,173 $ 2,320,124 $ 3,764,541 27,953 179,090 (2,068,382) 2,003,901 6,227,227 $ 1,876,933 $ 3,081,715 24,803 236,773 (2,411,798) 2,211,147 5,019,573 $ 1,602,377 $ 2,764,510 30,053 30,240 (2,070,580) 2,013,538 4,370,138 $ 717,747 1,000,031 (2,100) 148,850 2,198 (9,637) 1,857,089 30.9% 26.6% -7.5% 83.1% 0.1% -0.5% 29.8% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ - $ 2,908,392 7,173,718 2,121,691 149,946 700 2,830,292 486,139 214,052 64,504 280,176 (1,031,067) 1,046,558 16,245,101 $ 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 $ 150 $ 2,298,643 5,807,271 2,153,518 188,996 2,803,967 489,786 202,281 75,410 155 318,323 (1,209,651) 1,297,230 14,426,079 $ 1,952 $ 2,126,484 6,120,931 2,024,856 170,992 31 2,799,480 488,188 219,991 66,055 307,426 (1,238,707) 1,315,189 14,402,868 $ 100 $ 1,593,540 4,006,222 2,143,576 276,994 2,912,290 475,267 206,823 68,379 344,230 (1,220,076) 1,280,546 12,087,891 $ 50 705,103 1,801,049 9,942 (87,998) (108,323) 14,519 (4,542) 7,031 155 (25,907) 10,425 16,684 2,338,188 33.3% 30.7% 31.0% 0.5% -46.6% N/A -3.9% 3.0% -2.2% 9.3% 100.0% -8.1% 0.9% 1.3% 16.2% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ 71,261 71,261 $ 24,000 24,000 $ 250,750 24,000 274,750 $ 24,000 24,000 $ 14,150 14,150 $ 236,600 24,000 260,600 94.4% 100.0% 94.8% ALL EXPENDITURES $ 54,848,942 $ 58,977,151 $ 59,870,308 $ 57,359,766 $ 58,202,645 $ 1,667,663 2.8% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 30,634 30,634 $ $ 30,000 30,000 $ $ 30,000 30,000 $ $ 30,750 30,750 $ $ 30,000 30,000 $ $ - 0.0% 0.0% TOTAL USES $ 54,879,576 $ 59,007,151 $ 59,900,308 $ 57,390,516 $ 58,232,645 $ 1,667,663 2.8% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ $ $ 786 $ $ $ Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 532 PUBLIC HEALTH GRANTS OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 39,760,216 $ 39,760,216 $ 42,185,759 $ 42,185,759 $ 42,589,926 $ 42,589,926 $ 41,257,817 $ 41,257,817 $ 41,308,942 $ 41,308,942 $ (1,280,984) (1,280,984) -3.0% -3.0% $ FUND TOTAL SOURCES $ 4,885,526 $ 4,885,526 $ 5,749,459 $ 5,749,459 $ 5,749,459 $ 5,749,459 $ 5,193,320 $ 5,193,320 $ 5,559,246 $ 5,559,246 $ (190,213) (190,213) -3.3% -3.3% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 44,645,742 $ 44,645,742 $ FY 2013 ACTUAL 47,935,218 $ 47,935,218 $ FY 2014 ADOPTED 48,339,385 $ 48,339,385 $ FY 2014 REVISED 46,451,137 $ 46,451,137 $ FY 2014 FORECAST $ FUND TOTAL USES $ 10,831,597 $ 10,831,597 $ 10,757,580 $ 10,757,580 $ 11,246,570 $ 11,246,570 $ 10,807,876 $ 10,807,876 $ 11,364,457 $ 11,364,457 $ $ FUND TOTAL USES $ 39,492,285 $ 39,492,285 $ 42,185,759 $ 42,185,759 $ 42,589,926 $ 42,589,926 $ 41,257,817 $ 41,257,817 $ 41,308,942 $ 41,308,942 $ 1,280,984 1,280,984 3.0% 3.0% $ FUND TOTAL USES $ 4,555,694 $ 4,555,694 $ 5,749,459 $ 314,353 6,063,812 $ 5,749,459 $ 314,353 6,063,812 $ 5,010,470 $ 314,353 5,324,823 $ 5,559,246 $ 5,559,246 $ 190,213 314,353 504,566 3.3% 100.0% 8.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 54,879,576 $ - $ 54,879,576 $ 58,692,798 $ 314,353 $ 59,007,151 $ 59,585,955 $ 314,353 $ 59,900,308 $ 57,076,163 $ 314,353 $ 57,390,516 $ 58,232,645 $ - $ 58,232,645 $ 1,353,310 314,353 1,667,663 2.3% 100.0% 2.8% 265 PUBLIC HEALTH FEES OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING 532 PUBLIC HEALTH GRANTS OPERATING 265 PUBLIC HEALTH FEES OPERATING NON RECURRING NON PROJECT 46,868,188 $ (1,471,197) -3.0% 46,868,188 $ (1,471,197) -3.0% FY 2015 REVISED VS ADOPTED ADOPTED VAR % (117,887) (117,887) -1.0% -1.0% Staffing by Program and Activity PROGRAM ACTIVITY CLINIC SUPPORT SERVICES MEDICAL RECORDS PUBLIC HEALTH LABORATORY 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 GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL HEALTHCARE FOR HOMELESS HEALTHCARE FOR THE HOMELESS PROGRAM TOTAL IMMUNIZATION SERVICES ADULT IMMUN FOREIGN TRVL SVCS CHILDHOOD IMMUNIZATIONS IMMUNIZATION EDUCATION PROGRAM TOTAL FY 2014 FY 2013 ADOPTED ADOPTED FY 2014 FY 2015 FY 2014 REVISED TO ADOPTED VAR % REVISED FORECAST ADOPTED VARIANCE 5.00 7.25 3.90 16.15 5.00 7.25 4.50 16.75 5.00 7.25 4.50 16.75 5.00 7.25 4.50 16.75 5.00 7.25 4.50 16.75 - 0.0% 0.0% 0.0% 0.0% 7.50 10.50 18.00 6.50 16.00 22.50 11.00 14.00 25.00 9.00 13.00 22.00 8.50 16.50 25.00 (2.50) 2.50 - (22.7%) 17.9% 0.0% 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 11.00 8.35 5.00 75.65 10.00 10.00 10.00 17.00 1.00 4.40 16.00 9.25 .00 77.65 10.00 10.35 10.00 17.00 1.00 4.40 16.00 10.25 79.00 10.00 10.35 10.00 17.00 1.00 4.40 16.00 9.25 78.00 .35 .35 0.0% 3.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.5% - - .00 - - 1.00 1.00 1.00 1.00 N/A N/A 32.10 32.10 27.10 27.10 28.10 28.10 28.10 28.10 28.10 28.10 - 0.0% 0.0% 2.00 29.00 1.00 32.00 2.00 28.00 1.00 31.00 2.00 28.00 1.00 31.00 2.00 28.00 1.00 31.00 2.00 29.00 1.00 32.00 1.00 1.00 0.0% 3.6% 0.0% 3.2% 787 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Program and Activity (continued) PROGRAM ACTIVITY INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT FACILITIES MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT PROCUREMENT PROGRAM TOTAL INFECTIOUS DISEASE CONTROL HIV COUNSELING AND TESTING HIV SURVEILLANCE AND INV PHYS HEALTH SCREENING REFUGEES 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 PUB HLTH PREPAREDNESS RESPONSE PUB HLTH PREPAREDNESS RESPONSE PROGRAM TOTAL RYAN WHITE HIV AIDS PART A RYAN WHITE PLNG COUNCIL SUPP PROGRAM TOTAL RYAN WHITE PART A SERVICES 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 2013 FY 2014 ADOPTED ADOPTED FY 2014 REVISED TO ADOPTED FY 2014 FY 2015 REVISED FORECAST ADOPTED VARIANCE VAR % 6.00 9.00 6.00 6.00 27.00 6.00 9.00 6.00 6.00 27.00 6.00 8.00 .00 6.00 .00 6.00 26.00 6.00 8.00 6.00 6.00 26.00 6.00 1.00 2.00 6.00 4.00 6.00 25.00 (7.00) 2.00 4.00 (1.00) 0.0% (87.5%) N/A 0.0% N/A 0.0% (3.8%) 5.75 7.25 12.50 20.00 14.00 5.50 23.00 88.00 10.25 2.75 11.50 20.00 14.00 6.50 22.50 87.50 10.25 2.75 11.50 20.00 14.00 7.50 23.50 89.50 10.25 2.75 11.50 20.00 14.00 7.50 21.50 87.50 11.50 22.75 24.25 7.50 22.50 88.50 (10.25) (2.75) 2.75 10.25 (1.00) (1.00) (100.0%) (100.0%) 0.0% 13.8% 73.2% 0.0% (4.3%) (1.1%) 3.00 3.00 3.00 3.00 4.00 4.00 4.00 4.00 4.00 4.00 - 0.0% 0.0% 14.00 8.50 10.00 163.85 196.35 12.50 1.00 18.75 15.00 166.55 213.80 15.00 1.00 19.75 15.00 169.30 220.05 13.00 1.00 19.75 15.00 169.30 218.05 15.00 1.00 19.75 15.00 169.30 220.05 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 24.50 24.50 25.00 25.00 25.50 25.50 27.00 27.00 27.00 27.00 1.50 1.50 5.9% 5.9% 1.00 1.00 - .00 - - - - N/A N/A 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - 0.0% 0.0% 2.55 .50 19.45 22.50 10.00 .65 19.00 29.65 10.00 1.00 19.00 30.00 10.00 .65 19.00 29.65 10.00 .65 19.00 29.65 (.35) (.35) 0.0% (35.0%) 0.0% (1.2%) 51.00 51.00 601.35 52.00 52.00 612.95 49.00 49.00 624.55 50.00 50.00 621.05 48.00 48.00 625.05 (1.00) (1.00) .50 (2.0%) (2.0%) 0.1% 788 Maricopa County Annual Business Strategies FY 2015 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 Dental Hygienist Department Facilities Planner Deputy Director - Public Health Dietitian/Nutritionist Dietitian/Nutritionist Princpl Dietitian/Nutritionist Supv Director - Public Health Emergency Services Planner Epidemiologist Epidemiologist Principal Epidemiologist Senior Epidemiology Analyst Epidemiology Manager Epidemiology Supervisor Executive Assistant Finance Manager - Large Finance/Business Analyst 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 Infection Control Specialist Infection Control Supervisor Laboratory Supervisor Laboratory Technologist Licensed Practical Nurse Management Analyst Media Specialist Medical Assistant Medical Director Medical Records Manager Nurse - Public Health Nurse Practitioner Nurse Practitioner - Public Health Nursing Administrator Nursing Manager Nursing Supervisor - Public Health Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor FY 2014 FY 2014 FY 2013 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 8.00 7.00 9.00 8.00 8.00 0.0% 6.50 6.50 5.00 6.00 6.50 0.0% 13.00 16.00 16.00 20.00 13.00 0.0% 3.00 2.00 2.00 2.00 2.00 0.0% 15.00 0.0% 14.00 11.00 11.00 11.00 6.00 23.00 35.3% 18.00 23.00 17.00 17.00 3.00 3.00 3.00 3.00 4.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 19.35 25.60 37.35 0.0% 37.35 37.35 0.0% 1.00 1.00 1.00 3.00 3.00 0.0% 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 0.0% 4.00 4.00 1.00 33.3% 2.00 2.00 3.00 18.50 14.50 16.00 16.50 15.00 (1.00) (6.3%) 1.00 1.00 1.00 1.00 0.0% 2.00 1.00 1.00 (1.00) (50.0%) 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 2.00 1.00 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 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% 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% 30.35 40.35 47.75 47.75 47.75 9.00 9.00 10.00 10.00 10.00 0.0% 0.0% 107.10 109.80 106.80 106.80 106.80 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% 32.00 32.00 32.00 31.00 31.00 (1.00) (3.1%) 6.00 (6.00) (100.0%) 6.00 1.00 1.00 1.00 1.00 0.0% 1.00 6.25 6.25 6.25 6.25 6.25 0.0% 7.00 10.00 11.00 11.00 13.00 2.00 18.2% 5.00 7.00 11.00 11.00 11.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 10.00 7.00 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% 62.30 49.60 50.80 50.80 50.80 0.0% 9.00 9.00 9.00 9.00 N/A 4.00 4.00 (4.00) (100.0%) 2.00 2.00 2.00 2.00 N/A 9.00 10.00 2.00 2.00 11.00 9.00 450.0% 11.00 11.00 (11.00) (100.0%) 41.10 34.60 34.60 34.60 33.60 (1.00) (2.9%) 69.00 70.25 55.00 55.00 55.00 0.0% 0.0% 1.00 1.00 1.00 1.00 1.00 17.00 16.00 15.00 15.00 15.00 0.0% 789 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Market Range Title (continued) MARKET RANGE TITLE Pharmacist Pharmacy Technician Physician Physician Assistant - Public Health Procurement Specialist Program Coordinator Programmer/Analyst Programmer/Analyst - Senior/Lead Public Health OPR Manager Public Health Policy Consultnt Public Health Program Admin Radiologic Technologist Social Worker Social Worker Supervisor Special Projects Manager Trades Generalist Trainer Training Officer Warehouse/Inventory Specialist Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.40 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 0.0% 4.50 4.50 (4.50) (100.0%) 3.00 3.00 3.00 3.00 3.00 0.0% 11.00 16.00 15.00 15.00 15.00 0.0% 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 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 2.00 1.00 2.00 2.00 2.00 0.0% 13.00 11.00 12.00 10.00 12.00 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 1.00 5.00 5.00 5.00 0.0% 1.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 601.35 612.95 624.55 621.05 625.05 .50 0.1% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 265 PUBLIC HEALTH FEES 532 PUBLIC HEALTH GRANTS Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 131.15 134.75 137.25 133.25 137.25 0.0% 63.00 63.00 60.00 61.00 59.00 (1.00) (1.7%) 1.50 0.4% 407.20 415.20 427.30 426.80 428.80 601.35 612.95 624.55 621.05 625.05 .50 0.1% Significant Variance Analysis The Department has increased their staff by a net of .5 positions to meet changing needs. An Epidemiology Supervisor position was added to the General Fund to correctly reflect the structure of the Epidemiology Program. A Social Worker position was also added to the General Fund to reflect the needs of the Tuberculosis program. In order to remain within the appropriation, a number of inter-fund transfers and position in-activations occurred in the General Fund allowing the FTE count to net to zero. Two positions are being created in the Public Health Grant Fund in FY 2014 as a result of changes in funded. Grant-funded position changes may occur throughout FY 2015 based on the actual grant awards received. General Adjustments: Personnel: FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY14. Base Adjustments: General Fund (100) • Increase Regular Benefits by $3,807 for the impact of changes in retirement contribution rates. • Decrease Internal Services Charges by $4,153 for the impact of the changes in risk management charges. Public Health Fee Fund (265) • Increase Regular Benefits by $1,137 for the impact of changes in retirement contribution rates. 790 Maricopa County Annual Business Strategies FY 2015 Adopted Budget • Department Strategic Plans and Budgets Public Health Decrease Internal Services Charges by $2,175 for the impact of the changes in risk management charges. Public Health Grant Fund (532) • Increase Regular Benefits by $9,171 for the impact of changes in retirement contribution rates. • Decrease Internal Services Charges by $13,447 for the impact of the changes in risk management charges. • Decrease revenues by $876,817 and expenditures by $872,541 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 of registrations provided with a wait time of 15 minutes or less Percent of syphilis screening results reported within 1 working day Percent savings over wholesale price: Rifampin 300 mg Percent savings over wholesale price: PZA 500 mg Percent savings over wholesale price: Ethambutal 400 mg Percent savings over wholesale price: Isoniazid 300 mg FY 2013 ACTUAL 88.7% FY 2014 FY 2014 REVISED FORECAST 90.1% 94.1% FY 2015 ADOPTED 93.0% REV VS ADOPTED VAR % 2.9% 3.3% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 73.2% 77.8% 91.5% 99.3% 21.5% 27.7% 57.6% 42.6% 55.2% 48.1% 5.5% 12.9% 87.6% 81.0% 65.9% 59.8% (21.2%) -26.2% 69.2% 69.4% 60.9% 53.4% (16.0%) -23.0% Activities that comprise this program include: • Medical Records • Public Health Pharmacy • Public Health Laboratory 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: AZ Admin Code R9-10-115 mandates that an administrator for a health care institution not otherwise classified in statute must establish and maintain a record of each inpatient and outpatient that documents the assessment of the patient’s medical services the patient receives. ARS §12-2297 mandates a healthcare provider must retain medical records for a set amount of time depending on whether it is an adult or child that received service. Furthermore, ARS §36-107 mandates the Director of the County Department of Public Health to protect confidential information, such as medical records. 791 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of registrations provided with a wait time of 15 minutes or less Number of registrations provided Anticipated number of registrations requested Cost per registration 100 - GENERAL TOTAL USES FY 2013 ACTUAL 88.7% $ 27,699 27,699 8.93 $ $ 247,344 247,344 FY 2014 FY 2014 REVISED FORECAST 90.1% 94.1% $ 25,200 25,200 8.94 $ $ 225,362 225,362 $ 27,833 27,833 8.29 $ $ 230,629 230,629 FY 2015 ADOPTED 93.0% $ 27,480 27,480 8.78 $ $ 241,361 241,361 REV VS ADOPTED VAR % 2.9% 3.3% $ 2,280 2,280 0.16 9.0% 9.0% 1.8% $ $ (15,999) (15,999) -7.1% -7.1% 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: Discretionary services. Measure Type Result Result Result Result Output Demand Expenditure Ratio Revenue Measure Description Percent savings over wholesale price: Rifampin 300 mg Percent savings over wholesale price: PZA 500 mg Percent savings over wholesale price: Ethambutal 400 mg Percent savings over wholesale price: Isoniazid 300 mg Number of prescriptions filled Number of prescriptions requested Cost per presciption filled FY 2013 ACTUAL 73.2% FY 2014 FY 2014 REVISED FORECAST 91.5% 77.8% FY 2015 ADOPTED 99.3% REV VS ADOPTED VAR % 27.7% 21.5% 57.6% 42.6% 55.2% 48.1% 5.5% 12.9% 87.6% 81.0% 65.9% 59.8% (21.2%) -26.2% 69.2% 69.4% 60.9% 53.4% (16.0%) -23.0% 6.5% 6.5% 18.5% $ 22,033 22,033 16.08 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ 14,135 14,135 100 - GENERAL 265 - PUBLIC HEALTH FEES TOTAL USES $ $ 23,620 23,620 16.23 $ 1,445 1,445 3.67 $ $ 13,000 13,000 $ $ - 0.0% 0.0% 485,395 $ (145,258) 340,137 $ 370,237 13,000 383,237 $ 57,976 57,976 13.5% 0.0% 13.1% $ 23,363 23,363 14.56 13,000 13,000 $ $ 15,030 15,030 428,213 13,000 441,213 $ $ 22,175 22,175 19.90 $ $ 426,281 $ (71,988) 354,293 $ Expenditure $ $ $ Activity Narrative: The result measure for the wholesale price of Ethambutal cannot be compared to previous years as it was updated in FY 2015 to reflect the use of this new medication. Although the Department is seeing additional savings in wholesale price in Rifampin and PZA, it is expected that cost savings will decrease for Isoniazid in FY 2015. The number of prescriptions filled and requested is expected to increase over FY 2014 Revised. However, this demand and output is expected to decrease from the FY 2014 Forecast as the Affordable Care Act’s provision for health insurance is implemented and clients can receive these services elsewhere in the community. The decrease in General Fund expenditures is primarily due to the stabilization of staff, and the decreased need of temporary pharmacists. 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: Discretionary services. 792 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio 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 2014 FY 2014 FORECAST REVISED 100.0% 100.0% FY 2013 ACTUAL 100.0% $ 171,615 171,615 3.97 $ $ 681,436 681,436 $ 165,000 165,000 3.75 $ $ 619,458 619,458 $ 175,226 175,226 3.22 $ $ 564,921 564,921 FY 2015 ADOPTED 100.0% $ 174,359 174,359 3.52 $ $ 613,828 613,828 REV VS ADOPTED % VAR 0.0% 0.0% $ 9,359 9,359 0.23 5.7% 5.7% 6.2% $ $ 5,630 5,630 0.9% 0.9% 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. Although testing is expected to increase based on the trends of FY 2014, the Department has increased efficiency by decreasing costs through purchasing equipment that enables quicker processing times. 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 2013 ACTUAL 85.3% 97.5% 14.8% FY 2014 FY 2014 REVISED FORECAST 89.4% 98.4% 94.0% 31.3% 96.3% 24.3% FY 2015 ADOPTED 93.9% 96.9% 29.4% REV VS ADOPTED VAR % 4.5% 5.0% 2.9% (1.9%) 3.1% -6.0% Activities that comprise this program include: • Epidemiological Reporting • Single Case Investigations & Intervention Epidemiological Reporting Activity The purpose of the Epidemiological Reporting Activity is to provide data and information to MCDPH programs, interested stakeholders and the general public regarding disease trends in Maricopa County so they can halt the spread of disease in the community. Mandates: ARS §36-186 mandates the powers and duties of the Director of the County Department of Public Health including a requirement that the Public Health submit an annual report of all activities, diseases reported, expenditures of the department, condition of the public health in the county, and recommendations for the protection of the public health to the State, Board of Supervisors, each city in the county, and the local board of health. Additionally, reporting of suspected or confirmed communicable disease is mandated under the Arizona Administrative Code R9-6-202, as an Administrator of a Health Care Institution. 793 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Revenue Measure Description Percent of disease reports completed within the appropriate time frame Percent of required reports provided Number of reports provided Anticipated number of reports requested Cost per report provided FY 2013 ACTUAL 85.3% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,111,471 30,597 $ 1,142,068 FY 2014 FY 2014 REVISED FORECAST 89.4% 98.4% 97.5% 1,090 1,118 1,047.77 $ 30,327 30,327 $ $ FY 2015 ADOPTED 93.9% 94.0% 1,175 1,250 908.11 $ 96.3% 1,460 1,516 812.55 $ 51,810 51,810 84,809 84,809 $ $ REV VS ADOPTED VAR % 4.5% 5.0% 96.9% 1,612 1,663 670.49 $ 2.9% 437 413 237.62 3.1% 37.2% 33.0% 26.2% 8,250 8,250 $ $ (43,560) (43,560) -84.1% -84.1% $ 1,072,580 8,250 $ 1,080,830 $ (57,357) 43,560 (13,797) -5.6% 84.1% -1.3% $ $ Expenditure $ 1,015,223 51,810 $ 1,067,033 $ 1,101,511 84,809 $ 1,186,320 $ Activity Narrative: The Center for Disease Control grant funding in FY 2015 is the remaining carry forward from FY 2014. Due to a realignment of resources in FY 2014, including additional epidemiology staff has significantly impacted the number of reports provided as well as the timeframe in which these reports are completed. This increase in output is expected to continue in FY 2015. 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. Additionally, reporting of suspected or confirmed communicable disease is mandated under the Arizona Administrative Code R9-6-202, as an Administrator of a Health Care Institution. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of communicable disease reports investigated according to guidelines Number of reports investigated according to guidelines Anticipated number of disease reports received for investigation Cost per report investigated according to guidelines FY 2014 FY 2014 REVISED FORECAST 31.3% 24.3% FY 2013 ACTUAL 14.8% FY 2015 ADOPTED 29.4% 10,179 10,000 11,940 9,793 68,781 32,000 49,221 33,350 REV VS ADOPTED VAR % (1.9%) -6.0% (207) -2.1% 1,350 4.2% $ 93.55 $ 146.41 $ 112.16 $ 153.20 $ (6.78) -4.6% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ - $ $ 4,000 4,000 $ $ 18,783 18,783 $ $ - $ $ (4,000) (4,000) -100.0% -100.0% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 952,260 952,260 $ 1,500,249 $ 1,500,249 $ (40,109) 4,000 (36,109) -2.7% 100.0% -2.5% Expenditure $ $ 1,460,140 4,000 $ 1,464,140 $ 1,320,414 18,783 $ 1,339,197 $ Activity Narrative: The transition to the State Medical Electronic Disease Surveillance Intelligence System (MEDSIS) automated a number of disease reports that has decreased demand by over 50% from FY 2013 to FY 2014. However, the implementation of MEDSIS resulted in a more time consuming investigation process than was previously planned. Therefore, the output and result measures are based upon the FY 2014 Forecast. This system along with the additional staff and resources allocated 794 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Health to this Activity will allow a greater percentage of reports to be reviewed and investigated by the Department. 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 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 of families who take at least one new lead hazard reduction action Percent of new families contacted within 7 days of referral being received Percent of children with suspicious developmental screenings referred to early intervention services Percent of 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 2013 ACTUAL 98.1% FY 2014 REVISED 80.0% FY 2014 FORECAST 80.0% FY 2015 ADOPTED 80.0% 81.9% 92.0% 88.3% 92.3% 0.3% 0.4% 82.4% 87.5% 83.3% 87.3% (0.2%) -0.2% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 59.6% 50.0% 62.2% 55.0% 5.0% 10.0% 93.9% 70.0% 83.6% 81.0% 11.0% 15.6% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 91.4% 90.0% 93.4% 96.8% 6.8% 7.5% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 82.9% 83.1% 83.0% 0.1% 0.1% 83.3% 80.0% 90.7% 83.3% 3.3% 4.2% N/A 72.1% 89.6% 80.0% 7.9% 10.9% Activities that comprise this program include: • Child Care Health Consultations • Dental Sealants • Newborn Intensive Care • Lead Hazard Reduction • • • • REV VS ADOPTED VAR % 0.0% 0.0% 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: Discretionary services. 795 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Output Demand Expenditure Ratio Revenue 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 2013 ACTUAL 83.3% FY 2014 FY 2014 REVISED FORECAST 80.0% 90.7% 2,024 1,660 2,002 1,890 12 25 43 24 2,024 1,660 2,002 1,890 $ 501.69 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 981,500 981,500 $ 1,058,547 $ 1,058,547 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,015,411 $ 1,015,411 $ 1,058,547 $ 1,058,547 $ 637.68 $ 504.98 REV VS ADOPTED VAR % 3.3% 4.2% FY 2015 ADOPTED 83.3% $ 230 (1) 13.9% -4.0% 230 13.9% 560.08 $ 77.60 12.2% $ 1,010,963 $ 1,010,963 $ 1,058,547 $ 1,058,547 $ $ - 0.0% 0.0% $ 1,010,963 $ 1,010,963 $ 1,058,547 $ 1,058,547 $ $ - 0.0% 0.0% Expenditure Activity Narrative: The number of nurse consultation service contacts provided is expected to decrease from the FY 2014 Forecast due to personnel changes. Thus, it is anticipated in FY 2015 that two staff members will be new and unable to manage a full caseload until half way through the fiscal year. 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: Discretionary services. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of children needing sealants who receive them Number of eligible children receiving sealants FY 2014 FY 2014 REVISED FORECAST 50.0% 62.2% FY 2013 ACTUAL 59.6% FY 2015 ADOPTED 55.0% REV VS ADOPTED VAR % 5.0% 10.0% 4,086 5,000 3,892 4,125 (875) -17.5% 6,861 10,000 6,257 7,500 (2,500) -25.0% Anticipated number of children eligible to receive sealants Cost per eligible child receiving sealants $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,272,675 $ 1,272,675 $ 1,680,447 $ 1,680,447 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 285.08 $ 356.05 420.95 $ (64.90) -18.2% $ 1,580,745 $ 1,580,745 $ 1,636,039 $ 1,636,039 $ $ (44,408) (44,408) -2.6% -2.6% $ $ $ (576) 44,408 43,832 -0.6% 2.6% 2.5% $ 431.31 $ Expenditure 105,024 1,059,806 $ 1,164,830 99,790 1,680,447 $ 1,780,237 97,902 1,580,745 $ 1,678,647 100,366 1,636,039 $ 1,736,405 $ Activity Narrative: The additional grant funds received in FY 2014 are for fluoride varnish services and will not affect the Activity’s measures. The Department will determine if adding measures for these services is necessary during the FY 2016 Strategic Business Plan update process. In FY 2015, the output and demand anticipated amounts are based on the FY 2013 Actual amounts. In addition, 21.4 temporary positions were added to this Activity during FY 2014. This is due to a human resources requirement to transition contracted personnel who have worked a certain number of hours (formerly budgeted in object code 812 – Other Services) to County employment to abide by the Fair Labor Standards Act. 796 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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: Discretionary services. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of coalition members who report that there is progress towards implementation of plan goals Number of partnerships developed or retained FY 2013 ACTUAL 98.1% FY 2014 FY 2014 REVISED FORECAST 80.0% 80.0% FY 2015 ADOPTED 80.0% REV VS ADOPTED VAR % 0.0% 0.0% 55 20 61 45 25 125.0% Anticipated number of partnerships to be developed or retained Cost per partnership developed 55 20 61 45 25 125.0% $ 17,750.98 $ 46,900.35 $ 14,804.13 $ 20,774.36 $ 26,125.99 55.7% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 371,865 371,865 $ $ 272,727 272,727 $ $ 252,399 252,399 $ $ 272,727 272,727 $ $ - 0.0% 0.0% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 639,983 336,321 976,304 $ 665,280 272,727 938,007 $ 650,653 252,399 903,052 $ 662,119 272,727 934,846 $ 3,161 3,161 0.5% 0.0% 0.3% Expenditure $ $ $ $ $ Activity Narrative: The number of partnerships developed or retained in FY 2015 is expected to increase from the FY 2014 Revised amount by 125%. This is due to the fact that a substantial funding decrease did not materialize, as expected, in FY 2014. Consequently, the number of actual partnerships in FY 2014 is trending just slightly below the actuals in FY 2013. 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: Discretionary services. 797 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Output Output Demand Demand Expenditure Ratio Revenue FY 2014 FY 2015 FY 2014 Measure FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 0.4% 92.0% 88.3% 92.3% 0.3% Percent of women receiving adequate number 81.9% of prenatal care visits (as per American College of Obstetrics & Gynecology (ACOG) standards) 83.3% 87.3% (0.2%) -0.2% Percent of infants receiving adequate 82.4% 87.5% immunizations (as per American Academy of Pediatrics (AAP) standards) 0.0% 0.0% 100.0% Percent of eligible community members 100.0% 100.0% 100.0% receiving educational services 400 0.0% 385 400 Number of case management services 472 received 94 (16) -14.5% 84 110 Number of maternal/child health educational 78 sessions received 400 0.0% Anticipated number of case management 472 400 385 services requested 94 (16) -14.5% 84 110 Anticipated number of community based 78 maternal/child health educational sessions requested (32.26) -1.2% Cost per case management service received $ 2,164.21 $ 2,648.04 $ 2,710.03 $ 2,680.31 $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 873,108 873,108 $ 1,059,216 $ 1,059,216 $ 1,043,360 $ 1,043,360 $ 1,072,122 $ 1,072,122 $ $ 12,906 12,906 1.2% 1.2% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,021,505 $ 1,021,505 $ 1,059,216 $ 1,059,216 $ 1,043,360 $ 1,043,360 $ 1,072,122 $ 1,072,122 $ $ (12,906) (12,906) -1.2% -1.2% Expenditure Activity Narrative: Due to Healthy Start case management and education efforts, the Department is already exceeding the Healthy People 2020 target of 77.9% for the percent of women receiving the adequate number of prenatal care visits. It is expected that the Department’s results in this measure will continue to increase in FY 2015 by achieving 92.3% through increasing both the number of case management services and educational sessions provided from the FY 2014 forecast. 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 that test positive for lead so they can reduce or eliminate their children’s risk for exposure to lead. Mandates: Discretionary services. Measure Type Result Result Output Demand Expenditure Ratio Revenue Measure Description Percent of families who have increased knowledge of lead hazards Percent of 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 2013 ACTUAL 93.9% FY 2014 FY 2014 REVISED FORECAST 70.0% 83.6% 100.0% $ 35 36 2,899.09 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 100.0% $ 50 50 1,999.58 102,165 102,165 $ $ 101,468 101,468 $ $ 100.0% $ 67 67 1,543.15 99,979 99,979 $ $ 99,979 99,979 $ $ REV VS ADOPTED VAR % 11.0% 15.6% FY 2015 ADOPTED 81.0% 100.0% $ 63 63 1,641.14 103,391 103,391 $ $ 103,391 103,391 $ $ 0.0% 0.0% $ 13 13 358.44 26.0% 26.0% 17.9% 103,392 103,392 $ $ 3,413 3,413 3.4% 3.4% 103,392 103,392 $ $ (3,413) (3,413) -3.4% -3.4% Expenditure Activity Narrative: With the minimal increase in grant funding along with internal efficiencies achieved, the Department is expecting to increase their output and results in FY 2015. 798 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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: Discretionary services. Measure Type Result Result Output Demand Expenditure Ratio Revenue Measure Description Percent of new families contacted within 7 days of referral being received Percent of children with suspicious developmental screenings referred to early intervention services Number of home visits provided Number of home visits anticipated Cost per home visit FY 2013 ACTUAL 91.4% FY 2014 FY 2014 FORECAST REVISED 90.0% 93.4% FY 2015 ADOPTED 96.8% REV VS ADOPTED % VAR 7.5% 6.8% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% $ 2,408 2,408 184.55 $ 2,400 2,400 174.55 $ 2,132 2,132 193.39 $ 2,440 2,440 166.79 $ 40 40 7.76 1.7% 1.7% 4.4% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 419,174 419,174 $ $ 418,911 418,911 $ $ 412,318 412,318 $ $ 406,957 406,957 $ $ (11,954) (11,954) -2.9% -2.9% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 444,408 444,408 $ $ 418,911 418,911 $ $ 412,318 412,318 $ $ 406,957 406,957 $ $ 11,954 11,954 2.9% 2.9% Expenditure 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: Discretionary services. Measure Type Result Output Demand Expenditure Ratio Revenue FY 2013 ACTUAL N/A FY 2014 FY 2014 FORECAST REVISED 72.1% 89.6% Measure Description Percent of clients initiating breastfeeding at birth Number of home visits received Anticipated number of home visits requested Cost per home visit received $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,301,563 $ 1,301,563 $ 1,439,656 $ 1,439,656 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,302,439 $ 1,302,439 $ 1,439,656 $ 1,439,656 2,455 2,455 530.53 $ 2,800 2,800 514.16 FY 2015 ADOPTED 80.0% REV VS ADOPTED VAR % 7.9% 10.9% 3,600 3,600 551.68 $ $ 1,959,632 $ 1,959,632 $ 1,986,063 $ 1,986,063 $ $ 546,407 546,407 38.0% 38.0% $ 1,959,632 $ 1,959,632 $ 1,986,063 $ 1,986,063 $ $ (546,407) (546,407) -38.0% -38.0% $ 3,615 3,615 542.08 $ 800 800 (37.52) 28.6% 28.6% -7.3% Expenditure Activity Narrative: This activity’s purpose was modified and result measure was new in FY 2014. This activity is receiving an additional 38% in Federal funding in FY 2015. This is allowing the nurse home visits to be expanded into the East Valley, which is the cause for the expected increase in the number of home visits received in FY 2015. The Department may modify the activity’s purpose statement during the FY 2016 Strategic Business Plan update process to reflect this expansion. 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. 799 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: Discretionary services. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of youth who report an increased ability to make healthy decisions as measured by the pre- and post-Youth Development Inventory Number of youth educated Anticipated number of youth to be educated Cost per youth educated FY 2013 ACTUAL 100.0% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,220,458 $ 1,220,458 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,056,876 $ 1,056,876 315 315 3,355.16 FY 2014 FY 2014 REVISED FORECAST 82.9% 83.1% 337 337 3,003.02 $ 1,034,271 $ 1,034,271 $ 1,034,271 $ 1,034,271 $ 381 381 2,714.62 FY 2015 ADOPTED 83.0% $ 500 500 1,888.31 $ 1,012,017 $ 1,012,017 $ $ $ 1,012,017 $ 1,012,017 $ $ $ REV VS ADOPTED VAR % 0.1% 0.1% $ 119 119 826.31 31.2% 31.2% 30.4% 944,156 944,156 $ $ (90,115) (90,115) -8.7% -8.7% 944,156 944,156 $ $ 90,115 90,115 8.7% 8.7% Expenditure Activity Narrative: FY 2014 included one-time grant funding, which will not be available in FY 2015. However, this program has experienced an upward trend in the number of youth educated since FY 2011, and is expected to continue into FY 2015. The substantial increase in the anticipated number of youth educated is due to a planned event in October 2014, which is expected to educate 360 youths. 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 2013 ACTUAL 89.1% FY 2014 FY 2014 REVISED FORECAST 90.8% 87.5% FY 2015 ADOPTED 86.4% REV VS ADOPTED VAR % (4.5%) -4.9% Activities that comprise this program include: • Healthcare for the Homeless Healthcare for the Homeless Activity The purpose of the Healthcare for the Homeless Activity is to provide integrated medical and behavioral health services, in a holistic manner, to homeless individuals in Maricopa County so they can receive primary care in order to achieve an optimal level of health. Mandates: Discretionary services. 800 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of visits made in the clinic Number of client contacts Anticipated number of client contacts Cost per client contact FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 89.1% 90.8% 87.5% 86.4% (4.5%) -4.9% 22,775 25,254 21,053 23,136 (2,118) -8.4% 36,451 28,019 31,758 33,280 5,261 18.8% $ 110.05 $ 101.79 $ 124.27 $ 120.15 $ (18.36) -18.0% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 2,526,431 $ 2,526,431 $ 2,570,482 $ 2,570,482 $ 2,616,194 $ 2,616,194 $ 2,779,764 $ 2,779,764 $ $ 209,282 209,282 8.1% 8.1% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 2,506,469 $ 2,506,469 $ 2,570,482 $ 2,570,482 $ 2,616,194 $ 2,616,194 $ 2,779,764 $ 2,779,764 $ $ (209,282) (209,282) -8.1% -8.1% Expenditure Activity Narrative: The estimated increase in funding is due to the restoration of Arizona Health Care Cost Containment System (AHCCCS) benefits for childless adults that will increase AHCCCS collection. The demand in the clinic has continued to increase since FY 2012, but the number of client contacts are not expected to reach the FY 2014 Revised amount, as the client cases are more complex than previously anticipated. The percent of visits made in the clinic is expected to decrease by 4.9% as the Department is anticipating the ability to conduct more outreach clinics (i.e. in locations outside of the Homeless Campus’ Clinic) than they have in prior years. Immunization Services Program The purpose of Immunization Services Program is to provide immunizations to eligible children and adults, and education to immunization providers, so they can avoid the contracting and spreading of vaccine-preventable diseases amongst themselves or their clients. Program Results Measure Description Percent of clients choosing to receive all recommended vaccines for travel Percent of children 0-2 years old receiving full complement of immunizations Percent of children aged 2-5 in child care facilities that are up-to-date with all required immunizations Percent of children >5 in schools that are up-todate with all the immunizations required to attend school FY 2013 ACTUAL 89.1% FY 2014 FY 2014 REVISED FORECAST 88.1% 90.3% FY 2015 ADOPTED 91.3% REV VS ADOPTED VAR % 3.2% 3.6% 47.7% 50.0% 47.4% 50.0% 0.0% 0.0% 97.0% 89.7% 89.7% 90.0% 0.3% 0.3% 93.0% 94.0% 94.0% 95.0% 1.0% 1.1% 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: Essential service in lieu of mandate. AZ Admin Code R9-6 Article 3 states control measures, including administering immunizations, for communicable diseases that local health agencies must take when a disease case is reported or suspected. The administering of adult 801 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget immunizations allows the Department to proactively prevent the spread of disease throughout the County. Measure Type Result Output Demand Expenditure Ratio 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 2013 ACTUAL 89.1% $ 2,273 2,273 100.96 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ 265 - PUBLIC HEALTH FEES TOTAL USES $ $ FY 2014 FY 2014 REVISED FORECAST 88.1% 90.3% $ 2,800 2,800 102.14 $ 1,966 1,966 128.73 220,767 220,767 $ $ 286,000 286,000 $ $ 229,491 229,491 $ $ 286,000 286,000 $ $ FY 2015 ADOPTED 91.3% REV VS ADOPTED VAR % 3.2% 3.6% $ (560) (560) (13.63) -20.0% -20.0% -13.3% 259,874 259,874 $ $ (26,126) (26,126) -9.1% -9.1% 259,328 259,328 $ $ 26,672 26,672 9.3% 9.3% $ 2,240 2,240 115.77 236,016 236,016 $ $ 253,081 253,081 $ $ Expenditure Activity Narrative: According to the U.S. Department of Commerce, foreign travel has increased considerably from calendar year 2012 through calendar year 2013. However, this activity does not reflect that upward trend. This is due to more patients being able to use private clinics located throughout the County to obtain their immunizations rather than the one Public Health Clinic location. Base Adjustments: Public Health Fee Fund (265) • Decrease revenues by $26,126 and operating expenditures by $26,672 as a result of the expected decrease 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 §36-673-674 mandates that the county health department shall provide the required child immunizations and the documentation of such administered immunizations. AZ Admin Code R96-703 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 Expenditure Ratio 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 2013 ACTUAL 47.7% $ 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 1,659,086 714,489 $ 2,373,575 $ 2,730,693 1,132,984 $ 3,863,677 $ 1,782,990 1,065,158 $ 2,848,148 $ 2,129,044 1,177,298 $ 3,306,342 $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ $ $ $ $ 132,330 132,330 22.98 FY 2014 FY 2014 REVISED FORECAST 50.0% 47.4% $ 175,000 175,000 27.08 $ 128,661 128,661 28.85 FY 2015 ADOPTED 50.0% $ 130,700 130,700 32.28 REV VS ADOPTED VAR % 0.0% 0.0% $ $ (44,300) (44,300) (5.20) -25.3% -25.3% -19.2% (601,649) 44,314 (557,335) -22.0% 3.9% -14.4% (38,382) 601,649 (43,340) 519,927 -4.4% 22.0% -3.8% 11.0% Expenditure 678,750 1,683,918 678,734 $ 3,041,402 875,422 2,730,693 1,132,984 $ 4,739,099 886,391 1,782,990 1,042,217 $ 3,711,598 913,804 2,129,044 1,176,324 $ 4,219,172 $ Activity Narrative: This Activity is changing because of the Affordable Healthcare Act. Grant funds are decreasing, as private insurance companies are now required to cover all childhood vaccinations 802 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget free-of-charge to the client. As a result, the Department is able to seek more immunization reimbursements from insurance companies. However, the demand is anticipated to decrease as more children are expected to see a primary care provider for immunizations rather than coming to the Public Health Clinic. Base Adjustments: Public Health Fee Fund (265) • Increase revenues by $44,314 and operating expenditures by $43,340 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 Expenditure Ratio Expenditure Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of children aged 2-5 in child care 97.0% 89.7% 89.7% 90.0% 0.3% 0.3% facilities that are up-to-date with all required immunizations Percent of children >5 in schools that are up-to93.0% 94.0% 94.0% 95.0% 1.0% 1.1% date with all the immunizations required to attend school Number of individuals educated 1,450 2,000 2,607 2,504 504 25.2% Anticipated number of individuals to be 1,450 2,000 2,607 2,504 504 25.2% educated Cost per individual educated 36.93 $ $ 40.31 $ 27.34 $ 33.36 $ 6.95 17.2% 100 - GENERAL TOTAL USES $ $ 53,551 53,551 $ $ 80,623 80,623 $ $ 71,287 71,287 $ $ 83,533 83,533 $ $ (2,910) (2,910) -3.6% -3.6% Activity Narrative: The demand for this activity is hard to determine because it is conducted primarily through community events. Based on the number of community events conducted in FY 2014, the Department is expecting a 25.2% increase in the number of individuals educated in FY 2015. 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. 803 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Program Results Measure Description Percent of people confirmed with Hansen's Disease receiving treatment Percent of refugees screened within 30 days of arrival in the country Percent of clients who test positive for a STD Percent of clients testing positive who received treatment Percent of case investigations closed within 7 business days Percent of clients testing positive for HIV who are referred for care within 30 business days FY 2013 ACTUAL 100.0% Percent of case investigations started within 7 business days Percent of clients who complete treatment within three months of the treatment goal FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 20.3% 97.4% 21.1% 96.0% 21.6% 97.5% 21.4% 96.8% 0.3% 0.8% 1.4% 0.8% 72.3% 70.0% 71.3% 70.8% 0.8% 1.1% N/A 95.1% 91.5% 90.8% (4.2%) -4.4% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Hansen’s Disease Treatment • STD Examinations & Treatments • Tuberculosis Surveillance & Investigations • • • Physical Health Screening for Refugees STD Case Surveillance & Investigation Tuberculosis Testing & Treatment 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: Essential service in lieu of mandate. AZ Admin code R9-6-334 states the local health agency must examine all those in contact with a Hansen’s disease case for signs and symptoms at sixto twelve month intervals for five years after the last exposure. Measure Type Result Output Demand Expenditure Ratio 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 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2013 ACTUAL 100.0% $ 57 57 633.25 31,973 31,973 $ $ 22,955 22,955 $ $ $ 44 44 521.70 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ $ 48 48 638.67 36,095 36,095 $ $ 36,095 36,095 $ $ FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% $ (7) (7) (67.71) -12.3% -12.3% -10.7% 35,048 35,048 $ $ (1,047) (1,047) -2.9% -2.9% 35,048 35,048 $ $ 1,047 1,047 2.9% 2.9% $ 50 50 700.96 30,656 30,656 $ $ 30,656 30,656 $ $ Expenditure Activity Narrative: There were no incident cases reported in calendar year 2013 for Hansen’s Disease. Therefore, the Department expects to see only continuing cases of patients receiving treatment in FY 2015. 804 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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: Essential service in lieu of mandate. According to the Department of Health and Human Services Office of Refugee Resettlement State Letter # 95-37, Medical Screening Protocol for newly Arrived refugees, a screening must be conducted to follow-up on the overseas medical exam and identify persons with communicable disease of potential public health importance. This is an essential service to prevent the spread of disease as established in AZ Admin Code R9-6 Article 3. Measure Type Result Output Demand Expenditure Ratio Revenue FY 2013 ACTUAL 100.0% FY 2014 FY 2014 FORECAST REVISED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 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 $ 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 1,203,863 5,117 $ 1,208,980 $ 1,232,472 5,000 $ 1,237,472 $ 1,232,472 28,325 $ 1,260,797 $ 1,232,472 5,000 $ 1,237,472 $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ $ $ $ $ 2,465 2,473 697.68 $ 1,978 1,998 682.56 $ 2,402 2,452 561.67 FY 2015 ADOPTED 100.0% $ 2,335 2,375 577.85 $ $ 357 377 104.71 18.0% 18.9% 15.3% - 0.0% 0.0% 0.0% 815 815 0.7% 0.0% 0.0% 0.1% Expenditure 115,523 1,599,761 4,489 $ 1,719,773 112,623 1,232,472 5,000 $ 1,350,095 114,441 1,232,472 2,207 $ 1,349,120 111,808 1,232,472 5,000 $ 1,349,280 $ 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 a sexually transmitted disease (STD) so that they can be disease free. Mandates: AZ Admin code R9-6-1103 mandates what the local health agency must do in regards to each STD case, including treatment, notification of potential contacts, and provide education on the STD to the contacts. 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 Expenditure Ratio 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 2013 ACTUAL 20.3% 97.4% $ $ 21,445 21,457 67.41 89,700 303,550 393,250 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 1,061,754 45,604 338,220 $ 1,445,578 FY 2014 FY 2014 REVISED FORECAST 21.1% 21.6% 97.5% 96.0% $ $ $ 20,100 20,250 76.64 47,780 300,000 347,780 $ $ 21,970 21,987 64.56 FY 2015 ADOPTED 21.4% 96.8% $ 21,061 21,079 104.07 $ 35,077 310,842 345,919 730,433 300,000 $ 1,030,433 $ 1,090,719 35,077 292,615 $ 1,418,411 $ 1,174,524 730,433 286,839 $ 2,191,796 $ REV VS ADOPTED VAR % 0.3% 1.4% 0.8% 0.8% $ $ $ 961 829 (27.43) 682,653 682,653 4.8% 4.1% -35.8% 1428.7% 0.0% 196.3% Expenditure $ 1,192,678 47,780 300,000 $ 1,540,458 805 $ $ 18,154 1.5% (682,653) -1428.7% 4.4% 13,161 -42.3% (651,338) Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activity Narrative: The additional revenue and expenditures in FY 2015 is due to a consolidation of HIV funding into this STD Examinations & Treatment and the STD Case Surveillance & Investigation activities. 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 a STD (including HIV) or who are suspected of having been exposed to a STD so they can be referred for treatment in a timely manner. Mandates: AZ Admin code R9-6-1103 mandates what the local health agency must do in regards to each STD case, including treatment, notification of potential contacts, and provide education on the STD to the contacts. 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 Measure Description Percent of case investigations closed within 7 business days Percent of clients testing positive for HIV who are referred for care within 30 business days Number of cases investigated Number of positive STD & HIV case reports received Expenditure Cost per case investigated Ratio Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES Expenditure 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES FY 2013 ACTUAL 72.3% FY 2014 FY 2014 REVISED FORECAST 70.0% 71.3% N/A Output Demand 95.1% 6,968 20,808 FY 2015 ADOPTED 70.8% 91.5% 5,250 23,000 REV VS ADOPTED VAR % 0.8% 1.1% 90.8% 6,434 23,132 6,183 23,282 (4.2%) -4.4% 933 282 17.8% 1.2% $ 166.71 $ 202.95 $ 175.65 $ 195.90 $ 7.05 3.5% $ $ 283,518 283,518 $ $ 340,779 340,779 $ $ 385,034 385,034 $ $ 424,909 424,909 $ $ 84,130 84,130 24.7% 24.7% 841,368 320,239 $ 1,161,607 $ 724,697 340,779 $ 1,065,476 $ 745,080 385,034 $ 1,130,114 $ 786,331 424,909 $ 1,211,240 $ (61,634) (84,130) (145,764) -8.5% -24.7% -13.7% $ $ Activity Narrative: The additional revenue and expenditures in FY 2015 is due to a consolidation of HIV funding into this STD Examinations & Treatment and the STD Case Surveillance & Investigation activities. 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 R9-6380 outlines the requirements the county must follow for the control of tuberculosis cases. 806 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Measure Description Percent of case investigations started within 7 business days Output Number of positive cases investigated Demand Number of positive cases reported Expenditure Cost per case investigation Ratio Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES Expenditure 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES FY 2013 ACTUAL 100.0% $ 80 442 5,282.33 $ $ $ $ FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% $ 67 464 8,907.73 109,133 109,133 $ $ 251,593 170,993 422,586 $ $ FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 83 470 6,978.46 61 450 $ 10,448.54 (6) (14) $ (1,540.81) 274,848 274,848 $ $ 272,566 272,566 $ $ 312,311 312,311 $ $ 37,463 37,463 13.6% 13.6% 321,970 274,848 596,818 $ 306,646 272,566 579,212 $ 325,050 312,311 637,361 $ (3,080) (37,463) (40,543) -1.0% -13.6% -6.8% $ $ $ -9.0% -3.0% -17.3% Activity Narrative: Funding increase is reflective of the grant-funded Tuberculosis Research program, which is not reflected in this Activity’s measures. The Department will consider the creation of additional measures associated with this funding stream during the FY 2016 Strategic Business Plan update process. 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 R9-6380 outlines the requirements the county must follow for the control of tuberculosis cases. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of clients who complete treatment within three months of the treatment goal Number of clinic visits Anticipated number of clinic visits Cost per clinic visit FY 2013 ACTUAL 100.0% $ 7,000 7,000 289.22 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 1,470,168 497,035 57,311 $ 2,024,514 $ 425,213 63,630 488,843 FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% $ $ $ 7,851 7,851 261.99 529,973 105,000 634,973 $ $ $ 7,440 7,440 260.98 549,986 80,863 630,849 FY 2015 ADOPTED 100.0% $ $ 7,860 7,860 260.42 REV VS ADOPTED VAR % 0.0% 0.0% $ 557,470 75,367 632,837 $ $ 1,414,458 557,470 75,004 $ 2,046,932 $ $ $ 9 9 1.56 0.1% 0.1% 0.6% 27,497 (29,633) (2,136) 5.2% -28.2% -0.3% 7,427 (27,497) 29,996 9,926 0.5% -5.2% 28.6% 0.5% Expenditure $ 1,421,885 529,973 105,000 $ 2,056,858 $ 1,288,508 549,986 103,233 $ 1,941,727 $ Base Adjustments: Public Health Fee Fund (265) • Decrease revenues by $29,633 and operating expenditures by $29,996 based on the number of clients expected to be served. 807 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 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: Discretionary services. Measure Type Result Output Demand Expenditure Ratio Revenue 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 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 10 10 10 - 0.0% N/A 10 10 10 - 0.0% N/A $ 41,994.60 $ 41,432.40 $ 39,099.60 $ 2,895.00 6.9% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 477,792 477,792 $ $ 419,946 419,946 $ $ 414,324 414,324 $ $ 390,996 390,996 $ $ (28,950) (28,950) -6.9% -6.9% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 300,237 300,237 $ $ 419,946 419,946 $ $ 414,324 414,324 $ $ 390,996 390,996 $ $ 28,950 28,950 6.9% 6.9% Expenditure Activity Narrative: This was 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. 808 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Program Results Measure Description Percent of food drafts redeemed FY 2013 ACTUAL 81.8% 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 2014 FY 2014 REVISED FORECAST 84.0% 80.3% FY 2015 ADOPTED 84.0% REV VS ADOPTED VAR % 0.0% 0.0% 98.1% 94.6% 94.6% 94.6% 0.0% 0.0% N/A N/A N/A 88.9% N/A 88.9% N/A 88.9% N/A 0.0% N/A 0.0% N/A 75.0% 75.0% 75.0% 0.0% 0.0% 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: Discretionary services. Measure Type Result Output Demand Expenditure Ratio 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 FY 2013 ACTUAL 98.1% FY 2014 FY 2014 REVISED FORECAST 94.6% 94.6% 2,700 2,700 13,246 13,246 FY 2015 ADOPTED 94.6% 3,123 3,123 REV VS ADOPTED VAR % 0.0% 0.0% 2,600 2,600 (100) (100) -3.7% -3.7% Cost per person educated $ 75.61 $ 359.20 $ 340.08 $ 386.00 $ (26.80) -7.5% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 973,647 973,647 $ $ 852,663 852,663 $ $ 944,447 944,447 $ $ 884,130 884,130 $ $ 31,467 31,467 3.7% 3.7% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 116,713 884,835 $ 1,001,548 $ 117,174 852,663 969,837 $ 117,635 944,447 $ 1,062,082 $ 119,464 884,130 $ 1,003,594 $ (2,290) (31,467) (33,757) -2.0% -3.7% -3.5% Expenditure $ $ 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 2015, the number of people educated is anticipated to decrease. 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: Discretionary services. 809 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue 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 2013 ACTUAL N/A 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ $ FY 2014 FY 2014 REVISED FORECAST 88.9% 88.9% FY 2015 ADOPTED 88.9% REV VS ADOPTED VAR % 0.0% 0.0% N/A 9 9 9 - 0.0% N/A 90 90 90 - 0.0% N/A $ 10,076.00 $ 10,121.67 $ 10,864.00 $ (788.00) -7.8% 73,192 17,492 90,684 $ 75,260 12,708 87,968 $ 80,284 17,492 97,776 $ 7,092 7,092 9.7% 0.0% 7.8% 73,192 17,492 90,684 $ 75,260 15,835 91,095 $ 80,284 17,492 97,776 $ (7,092) (7,092) -9.7% 0.0% -7.8% - $ - $ $ $ $ $ Expenditure $ $ $ $ $ Activity Narrative: This was 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. Mandates: Discretionary services. Measure Type Result Output Demand Expenditure Ratio 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 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 75.0% 75.0% N/A 37,000 204,832 30,500 (6,500) -17.6% N/A 37,000 204,832 30,500 (6,500) -17.6% -23.4% N/A $ 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ $ REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 75.0% 754,011 16,679 770,690 82.49 $ 14.15 $ 101.82 $ (19.33) 64,469 64,469 2.4% N/A 2.4% 10,949 (64,469) (53,520) 3.5% -2.4% N/A -1.8% $ 2,740,758 $ 2,740,758 $ 2,597,155 $ 2,597,155 $ 2,805,227 $ 2,805,227 $ $ $ $ $ $ Expenditure 295,442 1,169,865 16,184 $ 1,481,491 311,193 2,740,758 $ 3,051,951 300,879 2,597,155 $ 2,898,034 300,244 2,805,227 $ 3,105,471 $ Activity Narrative: This activity was repurposed in FY 2014 and new measures were created. The substantial decrease in demand and output is due to the grantor’s requirement changing the focus of the grant in FY 2015. Starting in FY 2015, this Activity will be doing about 75% policy work and only about 25% of direct services (i.e. nutrition education interventions). Consequently, the Department will develop new policy work measures during the FY 2016 Strategic Business Plan update process. 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. 810 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: Discretionary services. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Rate of (disease) per 100,000 population Number of new policies developed Number of new policies anticipated Cost per policy developed FY 2014 FY 2014 FY 2015 FY 2013 REV VS ADOPTED % ACTUAL REVISED FORECAST ADOPTED VAR N/A N/A N/A N/A N/A N/A 10.0% 1 11 10 10 16 10 11 1 10.0% 10 16 23.4% $ 107,367.88 $ 191,151.80 $ 183,401.40 $ 146,380.64 $ 44,771.16 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 871,563 871,563 $ 1,238,947 $ 1,238,947 $ 1,219,488 $ 1,219,488 $ 1,046,027 $ 1,046,027 $ $ (192,920) (192,920) -15.6% -15.6% $ $ $ $ 108,411 192,920 301,331 16.1% 15.6% 15.8% Expenditure 392,088 1,325,798 $ 1,717,886 672,571 1,238,947 $ 1,911,518 614,526 1,219,488 $ 1,834,014 564,160 1,046,027 $ 1,610,187 $ 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 prevention use. Based on policy development in FY 2014, it is anticipated that the Department will develop eleven new policies in FY 2015. The Department is expected to create a long-term result measure during the FY 2016 Strategic Business Plan update process. 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: Discretionary services. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of food drafts redeemed Number of client encounters Anticipated number of client encounters Cost per client encounter FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 81.8% 84.0% 80.3% 84.0% 0.0% 0.0% 837,082 900,000 775,675 804,857 (95,143) -10.6% 837,082 900,000 775,675 804,857 (95,143) -10.6% $ 11.88 $ 10.91 $ 12.24 $ 12.22 $ (1.31) -12.0% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 9,852,522 $ 9,852,522 $ 9,815,369 $ 9,815,369 $ 9,496,858 $ 9,496,858 $ 9,831,854 $ 9,831,854 $ $ 16,485 16,485 0.2% 0.2% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 9,948,417 $ 9,948,417 $ 9,815,369 $ 9,815,369 $ 9,496,858 $ 9,496,858 $ 9,831,854 $ 9,831,854 $ $ (16,485) (16,485) -0.2% -0.2% Expenditure Activity Narrative: The anticipated number of client encounters have continued to decrease in recent years, in large part, due to the downward trend of birth rates in Maricopa County since 2006. The Department hopes to minimize the decrease in demand by conducting outreach efforts in FY 2015. 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. 811 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% 70.6% 100.0% FY 2015 ADOPTED 100.0% 94.4% REV VS ADOPTED VAR % 0.0% 0.0% 94.1% (5.9%) -5.9% 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: Essential service in lieu of mandate. Measure Type Result Result Output Demand Expenditure Ratio Revenue REV VS ADOPTED Measure FY 2013 FY 2014 FY 2014 FY 2015 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of those trained who indicate 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% understanding of their roles and responsibilities in a public health emergency Percent of exercise evaluations rated as good 70.6% 100.0% 94.4% 94.1% (5.9%) -5.9% or excellent Number of people trained 2,192 2,500 2,557 1,760 (740) -29.6% Number of people requiring training 2,192 2,500 2,557 1,760 (740) -29.6% Cost per person trained $ 1,474.57 $ 1,213.94 $ 1,073.46 $ 1,329.92 $ (115.98) -9.6% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 2,266,496 $ 2,266,496 $ 3,034,840 $ 3,034,840 $ 2,744,840 $ 2,744,840 $ 2,340,660 $ 2,340,660 $ $ (694,180) (694,180) -22.9% -22.9% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 3,232,259 $ 3,232,259 $ 3,034,840 $ 3,034,840 $ 2,744,840 $ 2,744,840 $ 2,340,660 $ 2,340,660 $ $ 694,180 694,180 22.9% 22.9% Expenditure Activity Narrative: The decrease in the number of people trained in FY 2015 is due to the Centers for Disease Control now only requiring a full-scale Strategic National Stockpile (SNS) exercise once every five years rather than the previous rule that required a full-scale SNS exercise each year. As a result of there being no carry forward funds from FY 2014, grant funding is expected to decrease in FY 2015 by 22.9%; 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 plan year FY 2013 ACTUAL 62.4% FY 2014 FY 2014 REVISED FORECAST 73.0% 73.0% 812 FY 2015 ADOPTED 73.0% REV VS ADOPTED VAR % 0.0% 0.0% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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: Discretionary services. Measure Type Result Output Demand Expenditure Ratio Revenue FY 2014 FY 2014 REVISED FORECAST 73.0% 73.0% FY 2013 ACTUAL 62.4% 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 Cost per client receiving dental insurance $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES 532 - PUBLIC HEALTH GRANTS TOTAL USES FY 2015 ADOPTED 73.0% REV VS ADOPTED VAR % 0.0% 0.0% 544 825 687 620 (205) -24.8% 544 825 687 620 (205) -24.8% 1,225.02 $ 1,387.72 $ 1,439.82 $ (214.80) -17.5% $ 1,552,224 $ 1,552,224 $ 1,010,643 $ 1,010,643 $ $ 953,367 953,367 $ $ 892,688 892,688 $ $ (117,955) (117,955) -11.7% -11.7% $ 1,119,356 $ 1,119,356 $ 1,010,643 $ 1,010,643 $ $ 953,367 953,367 $ $ 892,688 892,688 $ $ 117,955 117,955 11.7% 11.7% 2,057.64 $ 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 was a programmatic change to cost share dental expenses with applicants beginning in calendar year 2013. This change has affected the number of applicants receiving the Ryan White Dental Insurance. 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 Percent of inspected facilities in compliance FY 2013 ACTUAL 13.0% FY 2014 FY 2014 REVISED FORECAST 13.0% 13.0% FY 2015 ADOPTED 13.0% REV VS ADOPTED VAR % 0.0% 0.0% 56.7% 66.7% 29.4% 66.7% 0.0% 0.0% 72.7% 59.3% 66.4% 61.0% 1.7% 2.9% Activities that comprise this program include: • Tobacco Use Prevention • Tobacco Use Prevention Training for Dental Professionals • Smoke Free Arizona Inspections 813 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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: Discretionary services. Measure Type Result Output Demand Expenditure Ratio 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 $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,756,938 $ 1,756,938 $ 1,908,198 $ 1,908,198 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,730,303 $ 1,730,303 $ 1,908,198 $ 1,908,198 FY 2013 ACTUAL 13.0% FY 2014 FY 2014 REVISED FORECAST 13.0% 13.0% 57,418 57,418 30.14 20,000 20,000 95.41 $ 51,141 51,141 $ 37.19 REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 13.0% 30,000 30,000 10,000 10,000 50.0% 50.0% 35.24 36.9% 60.17 $ $ 1,901,801 $ 1,901,801 $ 1,804,998 $ 1,804,998 $ $ (103,200) (103,200) -5.4% -5.4% $ 1,901,801 $ 1,901,801 $ 1,804,998 $ 1,804,998 $ $ 103,200 103,200 5.4% 5.4% $ Expenditure Tobacco Use Prevention Training for Dental Professionals Activity The purpose of the Tobacco Use Prevention Training for Dental Practices Activity is to provide training services to dental practices so they can properly refer tobacco-using patients to community services. Mandates: Discretionary services. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of trained dental practices referring tobacco-using patients to community services Number of dental practices trained Number of dental practices requesting training FY 2013 ACTUAL 56.7% FY 2014 FY 2014 REVISED FORECAST 66.7% 29.4% 30 30 Cost per dental practice trained $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES 532 - PUBLIC HEALTH GRANTS TOTAL USES 1,609.23 30 30 REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 66.7% 17 17 33 33 3 3 10.0% 10.0% 176.75 9.2% $ 1,927.90 $ 2,510.71 $ 1,751.15 $ $ $ (6,813) $ (6,813) $ 57,837 57,837 $ $ 42,682 42,682 $ $ 57,788 57,788 $ $ (49) (49) -0.1% -0.1% $ $ 48,277 48,277 57,837 57,837 $ $ 42,682 42,682 $ $ 57,788 57,788 $ $ 49 49 0.1% 0.1% Expenditure $ $ Activity Narrative: The FY 2014 Forecast is lower than expected due to staffing issues; this is expected to be resolved in FY 2015. 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. 814 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of inspected facilities in compliance Number of inspections completed Number of inspections needed Cost per inspection FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 72.7% 59.3% 66.4% 61.0% 1.7% 2.9% 1,637 1,350 1,118 1,295 (55) -4.1% 1,637 1,350 1,118 1,295 (55) -4.1% $ 371.54 $ 569.03 $ 634.96 $ 607.43 $ (38.40) -6.7% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 644,385 644,385 $ $ 768,186 768,186 $ $ 709,880 709,880 $ $ 786,620 786,620 $ $ 18,434 18,434 2.4% 2.4% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 608,206 608,206 $ $ 768,186 768,186 $ $ 709,880 709,880 $ $ 786,620 786,620 $ $ (18,434) (18,434) -2.4% -2.4% Expenditure Vital Registration Program The purpose of the Vital Registration Program is to provide copies of birth and death certificates on request to individuals who are entitled to have them so that they can conduct their personal business in a timely manner. Program Results Measure Description Percent of birth and death certificate copies provided within two working days FY 2013 ACTUAL 56.6% FY 2014 FY 2014 REVISED FORECAST 66.1% 66.3% FY 2015 ADOPTED 67.0% REV VS ADOPTED VAR % 1.0% 1.5% 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. 815 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue 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 2013 ACTUAL 56.6% $ FY 2014 FY 2014 REVISED FORECAST 66.1% 66.3% FY 2015 ADOPTED 67.0% REV VS ADOPTED VAR % 1.0% 1.5% 270,266 280,000 259,221 260,000 (20,000) -7.1% 270,266 280,000 259,221 260,000 (20,000) -7.1% 12.37 $ 14.84 $ 14.76 $ 14.14 $ 0.70 4.7% 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 3,522,082 $ 3,522,082 $ 3,839,983 $ 3,839,983 $ 3,383,425 $ 3,383,425 $ 3,661,215 $ 3,661,215 $ $ (178,768) (178,768) -4.7% -4.7% 265 - PUBLIC HEALTH FEES TOTAL USES $ 3,342,056 $ 3,342,056 $ 4,154,336 $ 4,154,336 $ 3,825,456 $ 3,825,456 $ 3,676,259 $ 3,676,259 $ $ 478,077 478,077 11.5% 11.5% Expenditure Activity Narrative: The Arizona Department of Health Services (ADHS) Office of Vital Records has experienced considerable difficulties implementing their new electronic records system statewide. Consequently, the Department has been unable to access records and issue certificates at various times, which has led to a decline in output and a loss of revenue. Additionally, the expectation of historical records access would be available in FY 2014 did not come to fruition. ADHS has now informed the Department access to these records will not be available until mid-FY 2015. Finally, a decline in revenue and output in FY 2015 is due to the West Valley satellite’s opening being pushed back to December 2015. Base Adjustments: Public Health Fee Fund (265) • Decrease revenues by $178,768 and operating expenditures by $163,724 based on anticipated fee collection in FY 2015. 816 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Market Adj 2nd Quarter Retention Pay and Market Adj FY 14 IT Market Study Adjustments 3rd and 4th Quarter Retention Pay and Market Adj $ - $ 488,990 339,894 11,434 120,882 14,325 2,455 $ - $ 11,246,570 $ - 118,233 $ 2,748 (120,882) (14,325) (2,455) 193,289 28,649 31,209 - C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 Agenda Item: $ C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2015 Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Costs 10,757,580 Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Market Adj 2nd Quarter Retention Pay and Market Adj FY 14 IT Market Study Adjustments 3rd and 4th Quarter Retention Pay and Market Adj Annual Market Adjustment - Health Care Annual Market Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ $ 11,364,803 $ - 3,807 $ 3,807 (4,153) $ (4,153) - 11,364,457 $ 0.0% - Agenda Item: $ $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount (4,153) $ 817 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Fee Fund (265) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 5,749,459 $ 5,749,459 FY 2014 Revised Budget $ 5,749,459 $ 5,749,459 FY 2015 Budget Threshold Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Costs Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease Vital Registration Activity Decrease STD Examinations and Treatment Activity Decrease TB Testing and Treatment Activity Decrease Adult Immunization Foreign Travel Services Activity Decrease Childhood Immunizations Activity $ 5,749,459 $ 5,749,459 $ 1,137 $ 1,137 (2,175) $ (2,175) - $ $ $ (2,175) $ (189,175) $ (189,175) (190,213) (190,213) $ 5,559,246 $ -3.3% 5,559,246 -3.3% (162,686) (13,161) (29,996) (26,672) 43,340 FY 2015 Adopted Budget Percent Change from Threshold Amount Public Health Fee Fund (265) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 5,363,480 $ 5,382,183 $ 5,382,183 $ 5,693,310 $ 5,561,807 Sources: Operating Total Sources: $ $ 4,885,526 4,885,526 $ $ 5,749,459 5,749,459 $ $ 5,749,459 5,749,459 $ $ 5,193,320 5,193,320 $ $ 5,559,246 5,559,246 $ $ $ 5,010,470 314,353 5,324,823 $ $ 5,749,459 314,353 6,063,812 $ $ 5,749,459 314,353 6,063,812 $ $ 4,555,694 4,555,694 $ 5,559,246 5,559,246 Structural Balance $ 329,832 $ - $ - $ 182,850 $ - Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 5,067,830 5,067,830 $ $ 5,067,830 5,067,830 $ $ 5,561,807 5,561,807 $ $ 5,561,807 5,561,807 Uses: Operating Non-Recurring Total Uses: 5,693,310 5,693,310 $ $ 818 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Grant Fund (532) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Public Health Grant Reconciliation FY 13-14 $ 42,185,759 $ 42,185,759 $ 404,167 $ 404,167 404,167 404,167 $ 42,589,926 $ 42,589,926 $ (404,167) $ (404,167) $ 42,185,759 $ 42,185,759 $ 9,171 $ 9,171 (13,447) $ (13,447) - Agenda Item: C-86-14-048-2-00 FY 2014 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Public Health Grant Reconciliation FY 13-14 Agenda Item: C-86-14-048-2-00 FY 2015 Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Costs Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation (404,167) (404,167) Agenda Item: $ $ (13,447) FY 2015 Adopted Budget Percent Change from Threshold Amount $ (872,541) $ (872,541) (876,817) (876,817) $ 41,308,942 $ -2.1% 41,308,942 -2.1% Public Health Grant Fund (532) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ (5,241,793) $ (5,241,793) $ (5,241,793) $ (4,410,159) $ (4,410,159) Sources: Operating Total Sources: $ $ 46,471,566 46,471,566 $ $ 49,590,797 49,590,797 $ $ 49,994,964 49,994,964 $ $ 48,206,797 48,206,797 $ $ 48,632,521 48,632,521 $ $ $ 48,206,797 48,206,797 $ $ 49,994,964 49,994,964 $ $ 49,590,797 49,590,797 $ $ 45,638,507 1,428 45,639,935 $ 48,632,521 48,632,521 Structural Balance $ 833,059 $ - $ - $ - $ - Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ Uses: Operating Non-Recurring Total Uses: (4,410,159) (4,410,159) $ (5,241,793) (5,241,793) $ 819 (5,241,793) (5,241,793) $ (4,410,159) (4,410,159) $ (4,410,159) (4,410,159) Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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. Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES DCOP - DOCUMENT OPERATIONS MCRO - MICROGRAPHICS MOUT - MAILOUT 36RP - RECORDER $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ 9,151,896 $ 70,646 158,472 9,381,014 $ 7,509,809 $ 50,000 140,000 7,699,809 $ 7,509,809 $ 50,000 140,000 7,699,809 $ 7,090,374 $ 64,062 136,552 7,290,988 $ 6,829,599 $ 60,000 110,400 6,999,999 $ (680,210) 10,000 (29,600) (699,810) -9.1% 20.0% -21.1% -9.1% ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 891,773 $ 891,773 $ 3 $ 3 $ 3 $ 3 $ - $ - $ 1 $ 1 $ (2) (2) -66.7% -66.7% BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 4,747,164 $ 4,747,164 $ 4,575,000 $ 4,575,000 $ 4,575,000 $ 4,575,000 $ 3,763,682 $ 3,763,682 $ 4,015,000 $ 4,015,000 $ (560,000) (560,000) -12.2% -12.2% TOTAL PROGRAMS $ 15,019,951 $ 12,274,812 $ 12,274,812 $ 11,054,670 $ 11,015,000 $ (1,259,812) -10.3% 820 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2013 ACTUAL PROGRAM / ACTIVITY USES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED % VAR 766,131 $ 181,538 231,825 1,179,494 $ 892,999 $ 330,503 303,281 1,526,783 $ 892,667 $ 332,400 312,909 1,537,976 $ 730,924 $ 234,731 181,051 1,146,706 $ 859,331 $ 293,555 219,148 1,372,034 $ 116,652 $ 70,371 507,304 71,155 765,482 $ 117,862 $ 68,491 752,401 (20,718) 66,924 984,960 $ 125,044 $ 68,458 789,793 71,583 1,054,878 $ 124,600 $ 63,363 675,257 71,973 935,193 $ - $ 19,740 19,740 $ - $ 39,992 39,992 $ - $ 39,992 39,992 $ $ 3,263,257 $ 565,925 3,829,182 $ 4,649,508 $ 634,584 5,284,092 $ TOTAL PROGRAMS $ 5,793,898 $ 7,835,827 $ DCOP - DOCUMENT OPERATIONS MCRO - MICROGRAPHICS MOUT - MAILOUT 36RP - RECORDER $ $ BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED AND STATUTRY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD BUAS - BUSINESS APPLICATION DEV SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ $ $ 821 33,336 38,845 93,761 165,942 3.7% 11.7% 30.0% 10.8% 125,226 $ 61,937 186,959 36,639 71,709 408,098 890,568 $ (182) 6,521 602,834 (36,639) (126) (408,098) 164,310 -0.1% 9.5% 76.3% N/A -0.2% N/A 15.6% - $ 39,984 39,984 $ 173,558 $ 109,400 47,575 330,533 $ (173,558) 39,992 (109,400) (47,575) (290,541) N/A 100.0% N/A N/A -726.5% 4,719,812 $ 657,108 5,376,920 $ 3,891,015 $ 534,036 4,425,051 $ 4,914,986 $ 566,771 5,481,757 $ (195,174) 90,337 (104,837) -4.1% 13.7% -1.9% 8,009,766 $ 6,546,934 $ 8,074,892 $ (65,126) -0.8% Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE FY 2013 ACTUAL FY 2014 ADOPTED 14,556,143 14,556,143 $ $ $ 11,889,615 $ 11,889,615 $ 20,393 $ 443,415 463,808 $ SUBTOTAL $ FY 2014 REVISED 15,000 370,197 385,197 FY 2014 FORECAST 11,889,615 11,889,615 $ $ $ 10,658,469 10,658,469 15,000 $ 370,197 385,197 $ $ REVISED VS ADOPTED VAR % FY 2015 ADOPTED $ $ 10,673,403 10,673,403 $ $ (1,216,212) (1,216,212) -10.2% -10.2% 16,390 $ 379,811 396,201 $ 341,597 341,597 $ $ (15,000) (28,600) (43,600) -100.0% -7.7% -11.3% (1,259,812) -10.3% ALL REVENUES $ 15,019,951 $ 12,274,812 $ 12,274,812 $ 11,054,670 $ 11,015,000 $ TOTAL SOURCES $ 15,019,951 FY 2013 ACTUAL $ 12,274,812 $ FY 2014 ADOPTED 12,274,812 FY 2014 REVISED $ 11,054,670 FY 2014 FORECAST $ 11,015,000 FY 2015 ADOPTED $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ (1,259,812) -10.3% REVISED VS ADOPTED VAR % 2,363,877 $ 42,614 899,827 44,576 3,350,894 $ 2,725,670 $ 26,500 1,050,457 3,802,627 $ 2,944,576 $ 26,500 1,004,350 1,140 3,976,566 $ 2,555,091 $ 19,755 945,097 2,120 3,522,063 $ 2,902,129 $ 26,000 1,045,528 1,140 3,974,797 $ 42,447 500 (41,178) 1,769 1.4% 1.9% -4.1% 0.0% 0.0% 976,899 $ 29,878 30,243 1,037,020 $ 1,300,500 $ 480,000 30,692 1,811,192 $ 1,300,500 $ 480,000 30,692 1,811,192 $ 319,080 $ 277,211 30,641 626,932 $ 797,191 $ 3,000 615,000 30,641 1,445,832 $ 503,309 (3,000) (135,000) 51 365,360 38.7% N/A -28.1% 0.2% 20.2% 399,751 $ 3,966 156,796 256,355 17,709 39,332 32,548 3,562 910,019 $ 464,891 $ 13,585 150,250 453,145 40,962 134,475 86,100 3,600 1,347,008 $ 464,891 $ 13,585 150,250 453,145 40,962 134,475 86,100 3,600 1,347,008 $ 494,120 $ 8,416 105,421 475,169 27,053 67,198 52,960 3,083 1,233,420 $ 557,962 $ 6,456 86,250 518,531 25,650 153,725 86,989 3,700 1,439,263 $ (93,071) 7,129 64,000 (65,386) 15,312 (19,250) (889) (100) (92,255) -20.0% 52.5% 42.6% -14.4% 37.4% -14.3% -1.0% -2.8% -6.8% $ 127,730 $ 368,235 495,965 $ 300,000 $ 575,000 875,000 $ 300,000 $ 575,000 875,000 $ 226,405 $ 903,114 35,000 1,164,519 $ - $ 1,180,000 35,000 1,215,000 $ 300,000 (605,000) (35,000) (340,000) 100.0% -105.2% N/A -38.9% ALL EXPENDITURES $ 5,793,898 $ 7,835,827 $ 8,009,766 $ 6,546,934 $ 8,074,892 $ (65,126) -0.8% TOTAL USES $ 5,793,898 $ 7,835,827 $ 8,009,766 $ 6,546,934 $ 8,074,892 $ (65,126) -0.8% 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 SUBTOTAL CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ $ $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING $ NON RECURRING NON PROJECT FUND TOTAL SOURCES $ 236 RECORDERS SURCHARGE OPERATING $ FUND TOTAL SOURCES $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 9,381,014 $ 891,773 10,272,787 $ 7,699,812 $ 7,699,812 $ 7,699,812 $ 7,699,812 $ 7,290,988 $ 7,290,988 $ 7,000,000 $ 7,000,000 $ (699,812) (699,812) -9.1% N/A -9.1% 4,747,164 $ 4,747,164 $ 4,575,000 $ 4,575,000 $ 4,575,000 $ 4,575,000 $ 3,763,682 $ 3,763,682 $ 4,015,000 $ 4,015,000 $ (560,000) (560,000) -12.2% -12.2% 14,128,178 $ 891,773 $ 15,019,951 $ FY 2013 ACTUAL 12,274,812 $ - $ 12,274,812 $ FY 2014 ADOPTED 12,274,812 $ - $ 12,274,812 $ FY 2014 REVISED 11,054,670 $ - $ 11,054,670 $ FY 2014 FORECAST $ FUND TOTAL USES $ 1,755,434 $ 1,755,434 $ 2,077,838 $ 2,077,838 $ 2,122,269 $ 2,122,269 $ 1,810,507 $ 1,810,507 $ 2,134,232 $ 2,134,232 $ (11,963) (11,963) -0.6% -0.6% $ FUND TOTAL USES $ 3,253,575 $ 784,889 4,038,464 $ 3,557,989 $ 2,200,000 5,757,989 $ 3,687,497 $ 2,200,000 5,887,497 $ 3,344,382 $ 1,392,045 4,736,427 $ 3,792,689 $ 2,147,971 5,940,660 $ (105,192) 52,029 (53,163) -2.9% 2.4% -0.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 5,009,009 $ 784,889 $ 5,793,898 $ 5,635,827 $ 2,200,000 $ 7,835,827 $ 5,809,766 $ 2,200,000 $ 8,009,766 $ 5,154,889 $ 1,392,045 $ 6,546,934 $ 5,926,921 $ 2,147,971 $ 8,074,892 $ (117,155) 52,029 (65,126) -2.0% 2.4% -0.8% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING 236 RECORDERS SURCHARGE OPERATING NON RECURRING NON PROJECT 822 (1,259,812) -10.3% 11,015,000 $ N/A - $ 11,015,000 $ (1,259,812) -10.3% FY 2015 REVISED VS ADOPTED ADOPTED VAR % Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Recorder Staffing by Program and Activity PROGRAM ACTIVITY GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT PROCUREMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP TECHNOLOGY SUPPORT PROGRAM TOTAL RECORDER DOCUMENT OPERATIONS MAILOUT MICROGRAPHICS PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2015 FY 2014 FY 2014 REVISED TO ADOPTED VAR % REVISED FORECAST ADOPTED VARIANCE - - .00 - - 1.00 1.00 1.00 1.00 N/A N/A 2.00 3.00 1.00 1.00 7.00 2.00 3.00 1.00 1.00 7.00 2.00 4.00 1.00 .00 1.00 8.00 2.00 4.00 1.00 1.00 8.00 2.00 1.00 1.00 2.00 1.00 7.00 (3.00) 2.00 (1.00) 0.0% (75.0%) 0.0% N/A 0.0% (12.5%) 21.00 5.00 26.00 21.00 5.00 26.00 21.00 5.00 26.00 21.00 5.00 26.00 21.00 5.00 26.00 - 0.0% 0.0% 0.0% 24.00 4.00 1.00 29.00 62.00 24.00 4.00 1.00 29.00 62.00 19.00 2.00 1.00 22.00 56.00 19.00 2.00 1.00 22.00 56.00 19.00 2.00 1.00 22.00 56.00 - 0.0% 0.0% 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Applications Development Mgr Applications Development Supv Business Systems Analyst Chief Deputy - Recorder Data Architect Database Administrator - Senior/Lead Elected Executive Assistant Executive Assistant - Elected Official Help Desk Coordinator - Sr/Ld IT Division Manager IT Operations Manager IT Services Supv Office Assistant Specialized PC/LAN Technician Procurement Specialist Program Coordinator Programmer/Analyst Programmer/Analyst - Senior/Lead Software Architect Systems Admin & Analysis Supv Systems Administrator - Senior/Lead Web Designer/Developer Web Designer/Developer - Senior/Lead Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 2.00 2.00 2.00 0.0% 5.00 3.00 3.00 3.00 0.0% 5.00 1.00 1.00 1.00 0.0% 1.00 4.00 4.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 3.00 0.0% 2.00 N/A 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 N/A 1.00 1.00 (1.00) (100.0%) 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 1.00 1.00 0.0% 1.00 1.00 4.00 0.0% 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 20.00 16.00 16.00 16.00 0.0% 20.00 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 6.00 6.00 6.00 0.0% 6.00 6.00 2.00 2.00 1.00 1.00 2.00 1.00 100.0% 1.00 1.00 (1.00) (100.0%) 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 62.00 56.00 56.00 56.00 0.0% 62.00 823 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Recorder Staffing by Fund DEPARTMENT/FUND 100 GENERAL 236 RECORDERS SURCHARGE Department Total FY 2013 REVISED TO ADOPTED FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 35.00 35.00 29.00 29.00 29.00 0.0% 27.00 27.00 27.00 27.00 27.00 0.0% 62.00 62.00 56.00 56.00 56.00 0.0% General Adjustments Personnel: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: General Fund (100) • • • • Decrease Regular Benefits by $1,318 for the impact of changes in retirement contribution rates. Increase Internal Service Charges by $7,238 for the impact of changes in risk management charges. Decrease revenues by $699,812 due to continued decrease in document recordings. Increase expenditures by $2,580 for Office Assistant Specialized Market Adjustment. Recorder’s Surcharge Fund (236) • • • • • Increase Regular Benefits by $896 for the impact of changes in retirement contribution rates. Increase Internal Service Charges by $345 for the impact of changes in risk management charges. Increase expenditures by $34,059 for Annual IT Market Adjustment. Decrease revenues by $560,000 due to continued decrease in document recordings. The FY 2015 Non-Recurring Non-Project budget for $2,147,971 includes: • Ford Transit Connect XL Mini-Cargo Van, $35,000. • IT-Hardware, $1,180,000. • IT-Refresh $615,000. • IT-Supplies and Services, $317,971. 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. 824 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Recorder Program Results Measure Description Percentage of customers satisfied with the timeliness in returning documents presented Percentage of documents recorded digitally successfully recorded without error Percent of documents made available to the public on Recorder website within timeliness standards Percent of documents prepared for delivery within timeliness standards FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 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% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Document Operations • Micrographics • Mail out Document Operations Activity The purpose of the Document Operations Activity is to provide a public record of transactions for the general public so that they can conduct their personal and business activities expeditiously with the assurance that their transactions were executed in accordance with the law. Mandates: A.R.S. §11-461 establishes that the Recorder shall have custody of and shall keep all records, maps and papers deposited in the Recorder's Office, instruments offered for Recording, record identification to uniquely identify each instrument and to fix its position within the sequence of recordings, and record location to enable each instrument to be retrieved for purposes of inspection; A.R.S. §11-462 establishes the numeration of indices; A.R.S. §11-463 establishes the manner of keeping indices; A.R.S. §11-464 establishes that the Recorder shall record master forms in the official records, indexing the forms in such manner that they can be easily located; A.R.S. §11-465 establishes that the Recorder shall record, without fee, the discharge papers of officers and enlisted personnel of the military and naval forces of the United States; A.R.S. §11-466 establishes the Recorder shall file and record the certified copies of judgments affecting real property; A.R.S. §11-468 establishes place of recording instruments; A.R.S. §11-469 establishes the instruments are deemed recorded by indicating the time (hour, day, month and year of recording) and the record identification of the instrument; A.R.S. §11-470 establishes when an instrument authorized by law to be recorded is deposited in the recorder's office for record, the recorder shall give to the person depositing the instrument, if required, a receipt specifying the particulars thereof; A.R.S. §11-471 establishes the manner of recording; A.R.S. §11-472 establishes keeping of blotter; A.R.S. §11-473 establishes the inspection of records by any person; A.R.S. §11-474 establishes certification of copies of documents; A.R.S. §11-475 establishes the Recorder’s fees; A.R.S. §11-476 establishes the preservation of County records, transcription and certification; A.R.S. §11-477 establishes the liability for neglect or misfeasance; A.R.S. §11-478 establishes the reproduction and microphotography of records; A.R.S. §11-479 establishes the requirements and exceptions for destruction of records; A.R.S. §11-480 establishes the requirements for form of instruments; A.R.S. §11-481 establishes title and size prerequisites for recording maps and plats, recording fees, and exceptions; A.R.S. §11-482 establishes any recorded instrument may be incorporated by reference and that a legal description be sufficient to determine the physical location of real property; A.R.S. §11-483 establishes definitions for confidentiality for records maintained by County Recorder. 825 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Demand Demand Expenditure Ratio Revenue REV VS ADOPTED Measure FY 2013 FY 2014 FY 2014 FY 2015 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of customers satisfied with the 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% timeliness in returning documents presented for recording 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Percentage of documents recorded digitally successfully recorded without error Number of documents recorded. 1,212,018 1,130,000 1,019,100 1,000,000 (130,000) -11.5% Number of documents recorded digitally 961,149 880,000 791,913 750,000 (130,000) -14.8% Number of documents presented for recording 250,869 1,130,000 1,019,100 1,000,000 (130,000) -11.5% Number of documents presented for digital 961,149 880,000 791,913 750,000 (130,000) -14.8% recording Expenditure per document recorded $ 0.63 $ 0.79 $ 0.72 $ 0.86 $ (0.07) -8.8% 100 - GENERAL TOTAL SOURCES $ 9,151,896 $ 9,151,896 $ 7,509,809 $ 7,509,809 $ 7,090,374 $ 7,090,374 $ 6,829,599 $ 6,829,599 $ $ (680,210) (680,210) -9.1% -9.1% 100 - GENERAL TOTAL USES $ $ $ $ $ $ $ $ $ $ 33,336 33,336 3.7% 3.7% Expenditure 766,131 766,131 892,667 892,667 730,924 730,924 859,331 859,331 Activity Narrative: The decrease in the FY 2015 revenue and expenditure budgets, as compared to FY 2014 Revised, is based on a continuing decline in the foreclosure market and the documents that are required to be recorded. Mail Out Activity The purpose of the Mail Out Activity is to provide and prepare outgoing recorded documents for businesses and the general public so they can receive original documents in a timely manner for business and/or personal use. Mandates: A.R.S. §11-469 establishes that instrument shall be considered recorded from the time it is accepted for record. The recorder shall certify every instrument so recorded, indicating the hour, day, month and year of recording and the record identification of the instrument. The recorder upon demand shall make and deliver certified copies of instruments recorded in the Recorder’s Office. Measure Type Result Output Demand Expenditure Ratio Revenue 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 2013 ACTUAL 100.0% $ 156,948 156,948 1.48 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ $ FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% $ 165,000 165,000 1.90 $ 164,734 164,734 1.10 158,472 158,472 $ $ 140,000 140,000 $ $ 231,825 231,825 $ $ 312,909 312,909 $ $ REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 100.0% $ 135,000 135,000 1.62 $ (30,000) (30,000) 0.27 -18.2% -18.2% 14.4% 136,552 136,552 $ $ 110,400 110,400 $ $ (29,600) (29,600) -21.1% -21.1% 181,051 181,051 $ $ 219,148 219,148 $ $ 93,761 93,761 30.0% 30.0% Expenditure Activity Narrative: The decrease in the FY 2015 Mail Out Activity revenue and expenditure budgets, as compared to FY 2014 Revised, is due to an increase in electronic filings which can be done by citizens at a reduced rate that do not require originals to be returned. 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. 826 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: A.R.S. §11-478 establishes the reproduction and microphotography of records. Measure Type Result Output Demand Expenditure Ratio 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 FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% 250,869 250,869 260,000 260,000 FY 2015 ADOPTED 100.0% 256,592 256,592 REV VS ADOPTED VAR % 0.0% 0.0% 270,000 270,000 10,000 10,000 3.8% 3.8% Expenditure per document scanned $ 0.72 $ 1.28 $ 0.91 $ 1.09 $ 0.19 15.0% 100 - GENERAL TOTAL SOURCES $ $ 70,646 70,646 $ $ 50,000 50,000 $ $ 64,062 64,062 $ $ 60,000 60,000 $ $ 10,000 10,000 20.0% 20.0% 100 - GENERAL 236 - RECORDERS SURCHARGE TOTAL USES $ 43,411 138,127 181,538 $ 49,239 283,161 332,400 $ 46,918 187,813 234,731 $ 47,291 246,264 293,555 $ 1,948 36,897 38,845 4.0% 13.0% 11.7% Expenditure $ $ $ $ $ Activity Narrative: The FY 2015 budget supports the Department in meeting 100% of the demand for documents scanned. Budgeted revenues for the Micrographics Activity are expected to be slightly higher than FY 2014 Revised. The decrease in the expenditure budget for this activity is due to the increase in documents being digitally filed, thus eliminating the scanning requirement. 827 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 7,699,812 $ 44,431 $ 44,431 - $ 2,122,269 $ 7,699,812 $ 3,463 $ 3,463 - $ 2,125,732 $ 7,699,812 $ (1,318) $ (1,318) 7,238 $ 7,238 - $ - (699,812) (699,812) $ 2,131,652 $ 0.3% 7,000,000 -9.1% $ 2,580 $ 2,580 - $ 2,134,232 $ 0.4% 7,000,000 -9.1% C-49-13-092-2-00 Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec 2,077,838 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ FY 2015 Tentative Budget Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Office Assistant Specialized Mark et Adjustment Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 828 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder’s Surcharge Fund (236) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP FY 14 IT Mark et Study Adjustments 4,575,000 $ 129,508 $ 69,036 60,472 - $ 3,687,497 $ 4,575,000 $ 69,892 $ (60,472) 120,944 9,420 - $ 3,757,389 $ 4,575,000 $ 896 $ 896 345 $ 345 - C-49-13-092-2-00 C-49-14-041-2-00 Agenda Item: C-49-14-041-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Fees and Other Revenues ProgRevenue Volume Inc/Dec 3,557,989 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments FY 14 IT Mark et Study Adjustments Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ 345 FY 2015 Tentative Budget $ - $ - (560,000) (560,000) $ 3,758,630 $ 0.0% 4,015,000 -12.2% $ 34,059 $ 34,059 - $ 3,792,689 $ 0.9% 4,015,000 -12.2% Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Annual Mark et Adjustment - IT Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 2,200,000 $ - FY 2014 Revised Budget $ 2,200,000 $ - Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: (2,200,000) FY 2015 Baseline Budget Threshold Adjustments: Base Adjustments Other Base Adjustments Ford Transit Connect XL Mini-Cargo Van Information and Communications Technology Other IT Non Recurring IT Non Recurring - Hardware IT Non Recurring - Refresh IT Non Recurring - Supplies and Services - $ - $ - $ 35,000 $ 35,000 - Agenda Item: FY 2015 Adopted Budget $ 35,000 $ 1,180,000 615,000 317,971 $ 829 2,112,971 - 2,147,971 $ - Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder’s Surcharge Fund (236) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 3,875,824 $ 3,744,018 $ 3,744,018 $ 4,584,520 $ 3,611,775 Sources: Operating Total Sources: $ $ 4,747,164 4,747,164 $ $ 4,575,000 4,575,000 $ $ 4,575,000 4,575,000 $ $ 3,763,682 3,763,682 $ $ 4,015,000 4,015,000 $ $ $ $ 3,344,382 1,392,045 4,736,427 $ $ 3,687,497 2,200,000 5,887,497 $ $ 3,557,989 2,200,000 5,757,989 $ 3,792,689 2,147,971 5,940,660 $ 1,017,011 $ 887,503 $ 419,300 $ 222,311 (4) $ - $ - $ - $ - 2,561,029 2,561,029 $ $ 2,431,521 2,431,521 $ $ 3,611,775 3,611,775 $ $ 1,686,115 1,686,115 Uses: Operating Non-Recurring Total Uses: $ 3,253,575 784,889 4,038,464 Structural Balance $ 1,493,589 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 4,584,520 4,584,520 $ $ 830 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Research and Reporting Research and Reporting Analysis by Dreamlyn Johnson, 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 Department Specific By 2016, 90% of respondents will report satisfaction with the Customer Satisfaction Survey. Status: The Department is currently meeting this goal and will continue to work with County departments to collect data that will allow them to effectively meet their goals. Questionnaires have been modified to focus more on specific needs of participating departments. Customer satisfaction was 93% last year and will be measured again in the Spring. This goal will be revised during the FY 2016 Strategic Plan update process. Department Specific By 2016, 90% of respondents will report satisfaction with the Employee Satisfaction Survey (ESS). Status: The Department is currently meeting this goal and is working with departments to integrate ESS results with Performance Plans. Employee Satisfaction was 91% last year and will be measured again in the Spring. This goal will be revised during the FY 2016 Strategic Plan update process. Department Specific By 2016, 90% of respondents will report satisfaction with the Exit Interview Survey. Status: The Department revised the survey based upon feedback from County departments to better meet departmental needs. Partially as a result of these changes, 100% of departments reported satisfaction with the process last year. This goal will be revised during the FY 2016 Strategic Plan update process. 831 Department Strategic Plans and Budgets Research and Reporting Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES OACS - OUTSIDE AGENCY CONTRACT SURVEY 46RR - RESEARCH AND REPORTING FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ $ 72,537 $ 72,537 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ 72,537 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ - 0.0% - $ 230,032 230,032 $ 72,000 $ 172,421 244,421 $ 72,000 $ 176,848 248,848 $ 72,000 $ 159,479 231,479 $ 72,000 $ 174,391 246,391 $ 2,457 2,457 0.0% 1.4% 1.0% 8,949 $ 8,949 63,875 81,773 $ 9,665 $ 9,665 64,379 (3,825) 79,884 $ 10,006 $ 10,006 67,080 87,092 $ 9,347 $ 9,347 66,988 85,682 $ 10,017 $ 10,017 67,107 87,141 $ (11) (11) (27) (49) -0.1% -0.1% 0.0% N/A -0.1% $ - $ 4,344 4,344 $ - $ 2,638 2,638 $ - $ 2,638 2,638 $ - $ 2,640 2,640 $ 2,549 $ 2,522 5,071 $ (2,549) 2,638 (2,522) (2,433) N/A 100.0% N/A -92.2% TOTAL PROGRAMS $ 316,149 $ 326,943 $ 338,578 $ 319,801 $ 338,603 $ (25) 0.0% USES OACS - OUTSIDE AGENCY CONTRACT SURVEY SURV - COUNTY SPONSORED SURVEYS 46RR - RESEARCH AND REPORTING $ BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ $ Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST REVISED VS ADOPTED VAR % FY 2015 ADOPTED 72,537 72,537 $ $ 72,000 72,000 $ $ 72,000 72,000 $ $ 72,000 72,000 $ $ 72,000 72,000 $ $ - 0.0% 0.0% ALL REVENUES $ 72,537 $ 72,000 $ 72,000 $ 72,000 $ 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 $ 72,537 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ - 0.0% 1,997 (2,606) (1,511) (1,200) (3,320) 0.9% -11.7% N/A -1.5% N/A 0.0% 0.0% -1.0% 1,975 1,975 65.8% 65.8% 196,580 $ 30,804 91 79,639 721 307,835 $ 208,058 $ 22,226 100,214 (106,000) 89,000 313,498 $ 219,268 $ 22,226 100,639 (106,000) 89,000 325,133 $ 208,959 $ 30,084 11 88,597 789 (106,000) 89,000 311,440 $ 217,271 $ 24,832 102,150 1,200 (106,000) 89,000 328,453 $ $ SUBTOTAL $ 1,080 $ 1,080 $ 3,000 $ 3,000 $ 3,000 $ 3,000 $ 1,194 $ 1,194 $ 1,025 $ 1,025 $ SERVICES 0820 - RENT & OPERATING LEASES $ 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING SUBTOTAL $ ALL EXPENDITURES $ 3,359 $ 3,019 856 7,234 $ 316,149 $ 3,000 $ 750 5,395 1,000 300 10,445 $ 326,943 $ 3,000 $ 750 5,395 1,000 300 10,445 $ 338,578 $ 2,740 $ 310 3,346 621 150 7,167 $ 319,801 $ 3,474 $ 750 3,601 1,000 300 9,125 $ 338,603 $ (474) 1,794 1,320 (25) -15.8% 0.0% 33.3% 0.0% 0.0% 12.6% 0.0% TOTAL USES $ 316,149 $ 326,943 $ 338,578 $ 319,801 $ 338,603 $ (25) 0.0% SUPPLIES 0801 - GENERAL SUPPLIES 832 Department Strategic Plans and Budgets Research and Reporting Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 72,537 $ 72,537 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 72,537 $ 72,537 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ - 0.0% 0.0% FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 316,149 $ 316,149 $ 326,943 $ 326,943 $ 338,578 $ 338,578 $ 319,801 $ 319,801 $ 338,603 $ 338,603 $ (25) (25) 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 316,149 $ 316,149 $ 326,943 $ 326,943 $ 338,578 $ 338,578 $ 319,801 $ 319,801 $ 338,603 $ 338,603 $ (25) (25) 0.0% 0.0% Staffing by Program and Activity PROGRAM ACTIVITY INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES PROGRAM TOTAL RESEARCH AND REPORTING COUNTY SPONSORED SURVEYS PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .20 .50 .20 .90 .20 .50 .20 .90 .20 .50 .20 .90 .20 .50 .20 .90 .20 .50 .20 .90 - 0.0% 0.0% 0.0% 0.0% 4.85 4.85 5.75 4.85 4.85 5.75 4.85 4.85 5.75 4.85 4.85 5.75 4.85 4.85 5.75 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Director - Research & Report Office Assistant Office Assistant Specialized Program Coordinator Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 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 2013 FY 2014 FY 2014 FY 2014 FY 2015 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 $141 for the impact of changes in retirement contribution rates. • Decrease Internal Services Charges by $116 for the impact of the changes in Risk Management charges. 833 Department Strategic Plans and Budgets Research and Reporting Maricopa County Annual Business Strategies FY 2015 Adopted Budget Programs and Activities Research and Reporting Program The purpose of the Research and Reporting Program is to provide survey data services to county managers and external agencies so they can have statistically valid data upon which to base informed decisions. Program Results Measure Description Percent of eligible respondents who are interviewed for a county-departmentPercent of eligible respondents who are interviewed for a county-sponsored survey project (Rate of Response or Participation Rate) Percent of eligible respondents who are interviewed for outside agency survey projects (Rate of Response or Participation Rate) FY 2013 ACTUAL 97.5% FY 2014 FY 2014 REVISED FORECAST 95.2% 95.2% FY 2015 ADOPTED 95.2% REV VS ADOPTED VAR % 0.0% 0.0% 89.0% 85.2% 87.6% 87.6% 2.4% 2.8% 99.5% 99.5% 99.5% 99.5% 0.0% 0.0% Activities that comprise this program include: • County Department Contracted Surveys • County Sponsored Surveys • Outside Agency Contracted Surveys County Department Contracted Surveys Activity The purpose of the County Department Contracted Surveys Activity is to provide survey data to county agencies and departments so they have statistically valid data upon which to base informed decisions. Mandates: Discretionary. Measure Type Result Output Demand Expenditure Ratio Measure Description Percent of eligible respondents who are interviewed for a county-departmentcontracted survey project (Rate of Response or Participation Rate) Number of county-department-contracted survey projects completed Number of county-department-contractedsurvey projects requested Expenditure per county-department-contracted survey project completed FY 2013 ACTUAL 97.5% FY 2014 FY 2014 FORECAST REVISED 95.2% 95.2% FY 2015 ADOPTED 95.2% REV VS ADOPTED % VAR 0.0% 0.0% 16 4 4 4 - 0.0% 16 4 4 4 - 0.0% N/A $ - - - N/A $ - $ 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. No changes from FY14 Revised are anticipated. 834 Department Strategic Plans and Budgets Research & Reporting Maricopa County Annual Business Strategies FY 2015 Adopted Budget County Sponsored Surveys Activity The purpose of the County Sponsored Surveys Activity is to provide data collection services to County Management so they can have statistically valid data upon which to base informed decisions. Mandates: Discretionary. Measure Type Result Output Demand Expenditure Ratio Expenditure 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 100 - GENERAL TOTAL USES FY 2013 ACTUAL 89.0% FY 2014 FY 2014 REVISED FORECAST 85.2% 87.6% FY 2015 ADOPTED 87.6% REV VS ADOPTED VAR % 2.4% 2.8% 60 64 64 64 - 0.0% 59 64 64 64 - 0.0% $ 3,833.87 $ 2,763.25 $ 2,491.86 $ 2,724.86 $ 38.39 1.4% $ $ 230,032 230,032 $ $ 176,848 176,848 $ $ 159,479 159,479 $ $ 174,391 174,391 $ $ 2,457 2,457 1.4% 1.4% Activity Narrative: No change is anticipated in the number of surveys requested. Outside Agency Contracted Surveys Activity The purpose of the Outside Agency Contracted Surveys Activity is to provide survey data collection services to non-County agencies so they can have statistically valid data upon which to base informed decisions. Mandates: Discretionary. Measure Type Result Measure Description Percent of eligible respondents who are interviewed for outside agency survey projects (Rate of Response or Participation Rate) Output Number of outside-agency survey projects completed Number of outside-agency survey projects requested Expenditure per outside-agency survey project completed Demand Expenditure Ratio Revenue FY 2013 ACTUAL 99.5% FY 2014 FY 2014 REVISED FORECAST 99.5% 99.5% FY 2015 ADOPTED 99.5% REV VS ADOPTED VAR % 0.0% 0.0% 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% 100 - GENERAL TOTAL SOURCES $ $ 72,537 72,537 $ $ 72,000 72,000 $ $ 72,000 72,000 $ $ 72,000 72,000 $ $ - 0.0% 0.0% 100 - GENERAL TOTAL USES $ $ - $ $ 72,000 72,000 $ $ 72,000 72,000 $ $ 72,000 72,000 $ $ - 0.0% 0.0% Expenditure Activity Narrative: In FY 2014, the Department conducted one survey for the State of Arizona Department of Economic Security for $72,000. In FY 2015, the Department is anticipating conducting the First Things First Child Care Wage and Benefit survey. 835 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Research & Reporting Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 326,943 $ 72,000 $ 11,635 $ 11,635 - FY 2014 Revised Budget $ 338,578 $ 72,000 FY 2015 Baseline Budget Threshold $ 338,578 $ 72,000 $ 141 $ 141 (116) $ (116) - 338,603 $ 0.0% 72,000 0.0% Adjustments: Employee Salary Adjustments County RPP Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Agenda Item: C-49-13-092-2-00 Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount (116) $ 836 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Risk Management Risk Management Analysis by Zachary Wolfe, 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 and Responsibility By 2018, the Cost of Risk will be 2.0% or less of County expenditures. Status: At the end of FY 2013, the cost of Risk Management as a percentage of Maricopa County expenditures was 2.6%. It should be noted that this figure included claims for the Maricopa Integrated Health System (MIHS). In FY 2014, MIHS no longer utilized Maricopa County for Risk Management claims, and this decrease in both expenditures and revenue is expected to decrease the percentage of risk-based services for the County. However, the rate of decrease is forecasted to be gradual; as this metric is projected to continue above 2.0% in FY 2014 due to settlement of large claims. In FY 2015, Risk Management expects to achieve this ratio measure as they continue to implement cost-saving strategies to mitigate claims and claim settlements. Two such approaches include bringing workers compensation services back within the department and providing increased training and education on environmental claims. Department Specific By 2018, there will be 100% departmental participation in the environmental issues committee led by the Risk Management Department. Status: Risk Management does not collect data on the status of this goal measure. Department Specific The current injury rate for FY 2012 is 3.37. By 2018, the injury incident rate will be reduced to at least 3.35 based on industry standard calculation. Status: According to data collected in the first and second quarters of FY 2014, the County has an average injury incident rate of 2.93 and 2.60, respectively. Historically, the first two quarters of the year have the highest injury rates. 837 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Risk Management Therefore, if injuries occur at the same rate as previous years, the County goal of 3.35 should be achieved in FY 2014. The injury incident rate in FY 2013 was 2.44. The estimated FY 2015 average injury incident rate is 3.41. This is markedly higher than the FY 2013 rate of 2.44 in order to account for additional variance due to a change in data collection methodology. At the end of FY 2013, Risk Management identified an inconsistency in reporting from a department that selfreported data. Moreover, Risk Management identified that that this department’s volunteer hours had not previously been included in calculating exposure hours. This led to Risk Management changing its data collection practices and now collects all injury data in order to ensure the accuracy of injury data. Data in FY 2014 could establish a new baseline value depending impact of this change and therefore the estimated injury rate for FY 2015 is adjusted is accordingly. 838 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 REVISED FY 2014 ADOPTED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 846,942 $ 526,927 25,872,418 2,468,065 241,099 135,743 6,188,028 36,279,222 $ 1,152,874 $ 423,506 18,366,208 2,418,918 286,490 30,404 5,248,214 27,926,614 $ 1,152,874 $ 423,506 18,366,208 2,418,918 286,490 30,404 5,248,214 27,926,614 $ 1,152,874 $ 436,547 8,424,771 2,418,922 287,780 30,405 5,362,602 18,113,901 $ 1,128,846 $ 711,124 12,006,385 1,986,076 368,568 112,339 5,482,869 21,796,207 $ (24,028) 287,618 (6,359,823) (432,842) 82,078 81,935 234,655 (6,130,407) -2.1% 67.9% -34.6% -17.9% 28.6% 269.5% 4.5% -22.0% $ 604,764 $ 582,139 1,186,903 $ 1,135,870 $ 429,580 1,565,450 $ 1,135,870 $ 429,580 1,565,450 $ 1,135,871 $ 429,580 5,323,249 6,888,700 $ 973,661 $ 387,737 1,361,398 $ (162,209) (41,843) (204,052) -14.3% -9.7% N/A -13.0% UCIP - UNEMPLOYMENT 75IN - INSURANCE AND COVERAGE $ $ 929,144 $ 929,144 $ 621,425 $ 621,425 $ 621,425 $ 621,425 $ 621,425 $ 621,425 $ 531,085 $ 531,085 $ (90,340) (90,340) -14.5% -14.5% ODIR - EXECUTIVE MANAGEMENT RMGT - RISK MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 133,378 $ 17,957,819 18,091,197 $ 400,000 $ 5,049,022 5,449,022 $ 400,000 $ 5,049,022 5,449,022 $ 400,000 $ 4,466,507 4,866,507 $ 400,000 $ 1,684,065 2,084,065 $ (3,364,957) (3,364,957) 0.0% -66.6% -61.8% TOTAL PROGRAMS $ 56,486,466 $ 35,562,511 $ 35,562,511 $ 30,490,533 $ 25,772,755 $ (9,789,756) -27.5% ALCI - AUTO LIABILITY APDA - AUTO PROPERTY DAMAGE GLCI - GENERAL LIABILITY MMCI - MEDICAL MALPRACTICE PDCI - PROPERTY DAMAGE PROL - PROFESSIONAL LIABILITY WADM - WORKERS COMPENSATION 75CR - CLAIMS $ ENLI - ENVIRONMENTAL LIABILITY ENPD - ENVIRON PROPERY DAMAGE CLAIMS ENSS - ENVIRONMENTAL MANAGEMENT SVCS 75EV - ENVIRONMENTAL MANAGEMENT $ $ USES PCPT - PROCUREMENT SERVICES 73BS - PROCUREMENT SERVICES $ $ 41 $ 41 $ - $ - $ - $ - $ - $ - $ - $ - $ ALCI - AUTO LIABILITY APDA - AUTO PROPERTY DAMAGE GLCI - GENERAL LIABILITY MMCI - MEDICAL MALPRACTICE PDCI - PROPERTY DAMAGE PROL - PROFESSIONAL LIABILITY WADM - WORKERS COMPENSATION 75CR - CLAIMS $ 681,288 $ 330,532 (4,992,907) 3,444,475 2,227,958 66,984 6,839,123 8,597,453 $ 1,230,445 $ 462,499 8,973,791 2,478,802 319,462 55,780 5,052,125 18,572,904 $ 1,253,618 $ 487,571 8,922,563 2,408,278 308,951 55,769 4,936,953 18,373,703 $ 502,538 $ 477,831 10,708,468 1,292,981 1,343,306 58,446 3,883,874 18,267,444 $ 1,209,474 $ 481,662 9,040,029 2,191,173 302,624 54,309 4,917,275 18,196,546 $ 44,144 5,909 (117,466) 217,105 6,327 1,460 19,678 177,157 3.5% 1.2% -1.3% 9.0% 2.0% 2.6% 0.4% 1.0% 924,890 $ 463,927 (1,516,605) (127,788) $ 1,211,000 $ 450,000 268,576 1,929,576 $ 1,211,000 $ 450,000 284,670 1,945,670 $ 1,211,000 $ 450,000 289,359 1,950,359 $ 1,210,000 $ 450,000 294,496 1,954,496 $ 1,000 (9,826) (8,826) 0.1% 0.0% -3.5% -0.5% $ ENLI - ENVIRONMENTAL LIABILITY ENPD - ENVIRON PROPERY DAMAGE CLAIMS ENSS - ENVIRONMENTAL MANAGEMENT SVCS 75EV - ENVIRONMENTAL MANAGEMENT $ $ - N/A N/A INSC - INSURANCE AND COVERAGE UCIP - UNEMPLOYMENT 75IN - INSURANCE AND COVERAGE $ $ 30,973 $ 644,492 675,465 $ 5,114,108 $ 886,655 6,000,763 $ 5,140,472 $ 887,763 6,028,235 $ 5,141,190 $ 883,037 6,024,227 $ 5,139,695 $ 887,881 6,027,576 $ 777 (118) 659 0.0% 0.0% 0.0% SAMA - SAFETY MANAGEMENT SERVICES 75SF - SAFETY MANAGEMENT $ $ 654,036 $ 654,036 $ 790,268 $ 790,268 $ 832,112 $ 832,112 $ 819,082 $ 819,082 $ 847,602 $ 847,602 $ (15,490) (15,490) -1.9% -1.9% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - INDIRECT SUPPORT $ 232,955 $ 69,552 485,296 27,234 5,572,570 6,387,607 $ 225,215 $ 57,397 430,349 33,899 5,049,022 5,795,882 $ 239,092 $ 51,790 538,172 16,125 5,049,022 5,894,201 $ 266,238 $ 55,870 625,620 14,805 4,400,572 5,363,105 $ 247,122 $ 51,011 612,648 18,077 1,750,000 2,678,858 $ (8,030) 779 (74,476) (1,952) 3,299,022 3,215,343 -3.4% 1.5% -13.8% -12.1% 65.3% 54.6% $ 1,893,953 $ 249 1,894,202 $ 1,800,658 $ 1,800,658 $ 1,816,130 $ 1,816,130 $ 1,816,220 $ 1,163 1,817,383 $ 1,879,351 $ 6,600 1,885,951 $ (63,221) (6,600) (69,821) -3.5% N/A N/A -3.8% TOTAL PROGRAMS $ 18,081,016 $ 34,890,051 $ 34,890,051 $ 34,241,600 $ 31,591,029 $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE 99GV - GENERAL OVERHEAD $ $ 839 3,299,022 9.5% Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED 178,096 $ 2,607,482 15,680,920 18,466,498 $ 131,737 $ 825,108 956,845 $ FY 2014 REVISED 182,815 $ 19,987,974 20,170,789 $ 400,000 400,000 $ $ FY 2014 FORECAST FY 2015 ADOPTED 182,815 $ 19,987,974 20,170,789 $ 200,892 $ 19,969,897 20,170,789 $ 271,547 19,899,242 20,170,789 400,000 $ 400,000 $ 400,000 $ 5,453,237 5,853,237 $ 400,000 400,000 REVISED VS ADOPTED VAR % $ $ $ 88,732 (88,732) - 48.5% N/A -0.4% 0.0% $ - 0.0% N/A 0.0% - 0.0% ALL REVENUES $ 19,423,343 $ 20,570,789 $ 20,570,789 $ 26,024,026 $ 20,570,789 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 37,063,123 37,063,123 $ $ 14,991,722 $ 14,991,722 $ 14,991,722 14,991,722 $ $ 4,466,507 4,466,507 $ $ 5,201,966 5,201,966 $ $ (9,789,756) (9,789,756) -65.3% -65.3% TOTAL SOURCES $ 56,486,466 $ 35,562,511 $ 35,562,511 $ 30,490,533 $ 25,772,755 $ (9,789,756) -27.5% 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 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 1,536,153 $ 65,544 119 515,469 38,201 2,155,486 $ 1,710,108 $ 21,633 6,000 587,099 2,324,840 $ 1,789,779 $ 22,729 6,000 599,462 2,417,970 $ 1,821,238 $ 15,426 4,450 608,548 394 2,450,056 $ 1,905,276 $ 6,000 642,368 2,553,644 $ SUBTOTAL $ 66,279 $ 4,011 7,783 78,073 $ 121,900 $ 5,000 55,672 182,572 $ 121,900 $ 5,000 55,672 182,572 $ 156,900 $ 5,000 55,672 217,572 $ 121,900 $ 5,000 55,672 182,572 $ 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 $ 4,912,511 $ 8,524,653 31,836 1,099 447,574 1,917,332 8,860 2,836 756 15,847,457 $ 18,081,016 $ 7,079,512 $ 22,898,869 41,000 2,500 500,000 1,837,258 16,000 5,500 2,000 32,382,639 $ 34,890,051 $ 7,079,512 $ 22,897,884 41,000 2,500 392,383 1,852,730 16,000 5,500 2,000 32,289,509 $ 34,890,051 $ 3,352,765 $ 25,898,254 41,000 2,500 401,333 1,852,820 16,000 5,500 3,800 31,573,972 $ 34,241,600 $ 5,055,000 $ 21,426,649 41,000 2,500 390,213 1,915,951 16,000 5,500 2,000 28,854,813 $ 31,591,029 $ 2,024,512 1,471,235 2,170 (63,221) 3,434,696 3,299,022 28.6% 6.4% 0.0% 0.0% 0.6% -3.4% 0.0% 0.0% 0.0% 10.6% 9.5% TOTAL USES $ 18,081,016 $ 34,890,051 $ 34,890,051 $ 34,241,600 $ 31,591,029 $ 3,299,022 9.5% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ 840 (115,497) 22,729 (42,906) (135,674) - -6.5% 100.0% 0.0% -7.2% N/A N/A -5.6% 0.0% 0.0% 0.0% 0.0% Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 675 RISK MANAGEMENT OPERATING $ NON RECURRING NON PROJECT FUND TOTAL SOURCES $ 676 COUNTY MANAGER RISK MANAGEMENT NON RECURRING NON PROJECT $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 675 RISK MANAGEMENT OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 19,423,343 $ 31,490,304 50,913,647 $ 20,570,789 $ 9,942,700 30,513,489 $ 20,570,789 $ 9,942,700 30,513,489 $ 20,700,777 $ 5,323,249 26,024,026 $ 20,570,789 $ 3,517,901 24,088,690 $ (6,424,799) (6,424,799) 0.0% -64.6% -21.1% 5,572,819 $ 5,572,819 $ 5,049,022 $ 5,049,022 $ 5,049,022 $ 5,049,022 $ 4,466,507 $ 4,466,507 $ 1,684,065 $ 1,684,065 $ (3,364,957) (3,364,957) -66.6% -66.6% 19,423,343 $ 37,063,123 $ 56,486,466 $ 20,570,789 $ 14,991,722 $ 35,562,511 $ 20,570,789 $ 14,991,722 $ 35,562,511 $ 20,700,777 $ 9,789,756 $ 30,490,533 $ 20,570,789 $ 5,201,966 $ 25,772,755 $ (9,789,756) (9,789,756) 0.0% -65.3% -27.5% FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 676 COUNTY MANAGER RISK MANAGEMENT NON RECURRING NON PROJECT $ FUND TOTAL USES $ 12,508,197 $ 12,508,197 $ 29,841,029 $ 29,841,029 $ 29,841,029 $ 29,841,029 $ 29,841,028 $ 29,841,028 $ 29,841,029 $ 29,841,029 $ - 0.0% 0.0% 5,572,819 $ 5,572,819 $ 5,049,022 $ 5,049,022 $ 5,049,022 $ 5,049,022 $ 4,400,572 $ 4,400,572 $ 1,750,000 $ 1,750,000 $ 3,299,022 3,299,022 65.3% 65.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 12,508,197 $ 5,572,819 $ 18,081,016 $ 29,841,029 $ 5,049,022 $ 34,890,051 $ 29,841,029 $ 5,049,022 $ 34,890,051 $ 29,841,028 $ 4,400,572 $ 34,241,600 $ 29,841,029 $ 1,750,000 $ 31,591,029 $ 3,299,022 3,299,022 0.0% 65.3% 9.5% Staffing by Program and Activity PROGRAM ACTIVITY CLAIMS AUTO LIABILITY AUTO PROPERTY DAMAGE GENERAL LIABILITY MEDICAL MALPRACTICE PROFESSIONAL LIABILITY PROPERTY DAMAGE WORKERS COMPENSATION PROGRAM TOTAL ENVIRONMENTAL MANAGEMENT ENVIRONMENTAL MANAGEMENT SVCS PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL INSURANCE AND COVERAGE INSURANCE AND COVERAGE UNEMPLOYMENT PROGRAM TOTAL SAFETY MANAGEMENT SAFETY MANAGEMENT SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .53 .62 4.40 2.35 .70 1.70 10.30 .53 .62 4.15 2.10 .20 .70 3.80 12.10 1.53 1.02 4.08 1.68 .20 .55 2.55 11.60 1.33 1.02 3.58 1.38 .20 .55 2.55 10.60 .73 .82 3.60 1.05 .20 .40 3.55 10.35 (.80) (.20) (.48) (.62) (.15) 1.00 (1.25) (52.3%) (19.6%) (11.7%) (37.3%) 0.0% (27.3%) 39.2% (10.8%) 2.40 2.40 2.20 2.20 2.30 2.30 2.30 2.30 2.30 2.30 - 0.0% 0.0% 1.55 2.60 .73 .77 5.65 2.15 2.30 .73 .57 5.75 2.75 4.00 .63 .27 7.65 2.75 4.00 .63 .27 7.65 2.75 4.00 .63 .27 7.65 - 0.0% 0.0% 0.0% 0.0% 0.0% .30 .30 .50 .30 .80 .75 .30 1.05 .75 .30 1.05 .75 .30 1.05 - 0.0% 0.0% 0.0% 7.35 7.35 26.00 8.15 8.15 29.00 8.40 8.40 31.00 8.40 8.40 30.00 8.40 8.40 29.75 (1.25) 0.0% 0.0% (4.0%) 841 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Risk Management Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Business Systems Analyst-Sr/Ld Claims Adjuster Claims Adjuster Lead Database Report Writer Analyst Deputy Director - Risk Mgmt Director - Risk Management Engineer Finance Manager Management Analyst Office Assistant Office Assistant Specialized Risk Mgmt Supervisor Safety Representative Special Projects Manager Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.50 1.50 1.50 0.0% 1.00 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 4.00 5.00 1.00 25.0% 1.00 1.00 1.25 .25 25.0% 4.00 6.00 3.00 3.00 3.00 0.0% 1.00 4.00 3.00 3.00 (1.00) (25.0%) 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 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 .50 .50 (.50) (100.0%) 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 7.00 7.00 7.00 7.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 26.00 29.00 31.00 30.00 29.75 (1.25) (4.0% ) Staffing by Fund DEPARTMENT/FUND 675 RISK MANAGEMENT Department Total FY 2013 FY 2014 REVISED TO ADOPTED FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 26.00 29.00 31.00 30.00 29.75 (1.25) (4.0%) 26.00 29.00 31.00 30.00 29.75 (1.25) (4.0% ) Significant Variances In FY 2014, the department increased the number of budgeted positions by deciding to manage Workers Compensation within the department rather than have it oveseen by a third party administrator. In FY 2015, the position complement is expected to be relatively unchanged. A .50 FTE Management Analyst position was eliminated and a .25 FTE Business Systems Analyst position was created. General Adjustments Base Adjustments: Risk Management Fund (675) Operating • Increase in Regular Benefits by $959 for the impact of changes in retirement rate contributions. • Decrease in Other Services by $959 to address the increase in retirement rate contributions. Risk Management Fund (675) Non Recurring Non Project Revenue • Carry-forward of a transfer in the amount of $3,517,901 from the General Fund (100) to cover the estimated cost of claims exceeding departmental revenue. Funding will be transferred in from the General Fund (100) on an as-needed basis. County Manager Risk Management Fund (676) Non Recurring Non Project Revenue • Carry-forward of a transfer in the amount of $1,684,065 from the General Fund (100) to cover the remaining claims related to special litigation settlements. Funding will be transferred in from the General Fund (100) on an as-needed basis. 842 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget Expenditures • A one-time expenditure appropriation of $1,750,000 to cover the remaining claims and lawyer fees related to special litigation settlements. It is expected that all special litigation will be settled this fiscal year. 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. Program Results Measure Description % of AL claims Closed in the Year FY 2013 ACTUAL N/A % of APD Claims Closed Percent of County expenditures spent on Risk Management (Cost of Risk) % of GL Claims Closed % of MM Claims Closed % of PD Claims Closed % of WC Claims Closed % of PL Claims Closed FY 2014 FY 2014 REVISED FORECAST 62.5% 62.5% FY 2015 ADOPTED 91.3% REV VS ADOPTED VAR % 28.8% 46.0% N/A N/A 81.6% 2.0% 81.6% 2.0% 97.9% 2.6% 16.2% 0.6% 19.9% 30.2% N/A N/A N/A N/A N/A 80.0% 62.5% 77.8% 50.0% 37.5% 80.0% 62.5% 77.8% 50.0% 37.5% 70.0% 83.3% 100.0% 100.0% 100.0% (10.0%) 20.8% 22.2% 50.0% 62.5% -12.5% 33.3% 28.6% 100.0% 166.7% Activities that comprise this Program include: • Auto Liability • Auto Property Damage • General Liability • Medical Malpractice • • • Professional Liability Property Damage Workers Compensation Auto Liability Activity The purpose of the Auto Liability Activity is to provide auto 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. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description % of AL claims Closed in the Year Number of AL Claims Closed Number of AL Claims Opened and Pending Expenditure per AL Claims Closed FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % N/A 62.5% 62.5% 91.3% 28.8% 46.0% N/A 100 100 73 (27) -27.0% N/A 160 160 80 (80) -50.0% N/A $ 12,536.18 $ 5,025.38 $ 16,568.14 $ (4,031.96) -32.2% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 846,942 846,942 $ 1,152,874 $ 1,152,874 $ 1,152,874 $ 1,152,874 $ 1,128,846 $ 1,128,846 $ $ (24,028) (24,028) -2.1% -2.1% 675 - RISK MANAGEMENT TOTAL USES $ $ 681,288 681,288 $ 1,253,618 $ 1,253,618 $ $ $ 1,209,474 $ 1,209,474 $ $ 44,144 44,144 3.5% 3.5% Expenditure 843 502,538 502,538 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activity Narrative: Over the last six years, annual expenditures for this activity are volatile, ranging from $92 thousand to $2.3 million, which are primarily used to insure against the repair of county vehicles. FY 2014 claims data indicate that the total number of claims is decreasing, however the dollar value for the claims reduced are estimated to be minimal. Therefore, claim expenditures are budgeted to be nearly flat in FY 2015 when compared to the FY 2014 budget in order to account for potential high-dollar claims and address the volatility of claims payout history. In FY 2015, claim expenditures are expected to trend slightly below those projected in the FY 2014 Revised budget. Although the total number of Auto Liability claims is expected to decrease in FY 2015, the claims reduced are expected to be of nominal value, increasing the mitigation of minor vehicle liabilities. Auto Property Damage Activity The purpose of the Auto Property Damage Activity is to provide auto 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: Administrative Mandate. Measure Type Result Output Demand Measure Description % of APD Claims Closed Number of APD Claims Closed Number of APD Claims Opened and Pending Expenditure Ratio Revenue Expenditure per APD claim closed FY 2014 FY 2014 REVISED FORECAST 81.6% 81.6% 320 320 392 392 FY 2013 ACTUAL N/A N/A N/A FY 2015 ADOPTED 97.9% 320 327 REV VS ADOPTED % VAR 16.2% 19.9% 0.0% -16.6% (65) N/A $ 1,523.66 $ 1,493.22 $ 1,505.19 $ 18.47 1.2% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 526,927 526,927 $ $ 423,506 423,506 $ $ 436,547 436,547 $ $ 711,124 711,124 $ $ 287,618 287,618 67.9% 67.9% 675 - RISK MANAGEMENT TOTAL USES $ $ 330,532 330,532 $ $ 487,571 487,571 $ $ 477,831 477,831 $ $ 481,662 481,662 $ $ 5,909 5,909 1.2% 1.2% Expenditure Activity Narrative: Similar to the Auto Liability Activity, there is significant volatility in historical Auto Property Damage claim expenditures. However, annual claim expenditures are expected to stabilize around $500 thousand in FY 2014 and 2015. General Liability Activity The purpose of the General Liability Activity is to provide general 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. 844 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Revenue Measure Description Percent of County expenditures spent on Risk Management (Cost of Risk) % of GL Claims Closed Number of GL Claims Closed Number of GL Claims Opened and Pending Expenditure Per Claim Closed FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 2.0% 2.0% REV VS ADOPTED VAR % 0.6% 30.2% FY 2015 ADOPTED 2.6% N/A 80.0% 80.0% 70.0% N/A 320 320 315 N/A 400 400 450 N/A $ 27,883.01 $ 33,463.96 $ 28,698.50 $ (10.0%) (5) 50 (815.50) -12.5% -1.6% 12.5% -2.9% 675 - RISK MANAGEMENT TOTAL SOURCES $ 25,872,418 $ 25,872,418 $ 18,366,208 $ 18,366,208 $ 8,424,771 $ 8,424,771 $ 12,006,385 $ 12,006,385 $ (6,359,823) $ (6,359,823) -34.6% -34.6% 675 - RISK MANAGEMENT TOTAL USES $ (4,992,907) $ 8,922,563 $ (4,992,907) $ 8,922,563 $ 10,708,468 $ 10,708,468 $ 9,040,029 $ 9,040,029 $ $ (117,466) (117,466) -1.3% -1.3% Expenditure Activity Narrative: Actual General Liability Claims in FY 2013 included non-recurring expenditures of over $19.1 million associated with the settlement of several large claims. Note: The negative total uses figure of $(4,992,907) includes the yearend Incurred But Not Reported (IBNR) actuarial estimate used to adjust annual expenditures for expected liabilities. The FY 2014 budget reflects an anticipated return to more normal levels of general liability claims and claims-related expenditures. In FY 2015, the number of claims is expected to increase, however the dollar value of each claim is projected to be lower than those in the previous two years. The total sources for FY 2015 include a transfer of $3.5 million into the Risk Trust Fund from the General Fund to cover cash shortages associated with the settlement of large claims. Medical Malpractice Activity The purpose of the Medical Malpractice Activity is to provide medical malpractice 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. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description % of MM Claims Closed Number of Claims Closed Number of MM Claims Opened and Pending Expenditure per MM Claim Closed FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % N/A 62.5% 62.5% 83.3% 20.8% 33.3% N/A 100 100 50 (50) -50.0% N/A 160 160 60 (100) -62.5% N/A $ 24,082.78 $ 12,929.81 $ 43,823.46 $ (19,740.68) -82.0% 675 - RISK MANAGEMENT TOTAL SOURCES $ 2,468,065 $ 2,468,065 $ 2,418,918 $ 2,418,918 $ 2,418,922 $ 2,418,922 $ 1,986,076 $ 1,986,076 $ $ (432,842) (432,842) 675 - RISK MANAGEMENT TOTAL USES $ 3,444,475 $ 3,444,475 $ 2,408,278 $ 2,408,278 $ 1,292,981 $ 1,292,981 $ 2,191,173 $ 2,191,173 $ $ 217,105 217,105 -17.9% -17.9% Expenditure 9.0% 9.0% Activity Narrative: The reduction in expenditures in FY 2014 is a result the Maricopa Integrated Health System (MIHS) withdrawing from the County’s Risk Trust in FY 2013. Correspondingly, the number of Medical Malpractice claims is expected to decrease in FY 2015. There is a lag in the decrease in revenue associated with this activity as a result of methodology utilized in determining rates. 845 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description % of PL Claims Closed Number of PL Claims Closed Number of PL Claims Opened and Pending Expenditure per PL Claim Closed FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % N/A 37.5% 37.5% 100.0% 62.5% 166.7% N/A 12 12 10 (2) -16.7% N/A 32 32 10 (22) -68.8% N/A $ 4,647.42 $ 4,870.50 $ 5,430.90 $ (783.48) -16.9% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 135,743 135,743 $ $ 30,404 30,404 $ $ 30,405 30,405 $ $ 112,339 112,339 $ $ 81,935 81,935 269.5% 269.5% 675 - RISK MANAGEMENT TOTAL USES $ $ 66,984 66,984 $ $ 55,769 55,769 $ $ 58,446 58,446 $ $ 54,309 54,309 $ $ 1,460 1,460 2.6% 2.6% Expenditure Activity Narrative: The Professional Liability Activity covers licensed professionals who provide professional advice to patients, clients, individuals and companies. There are very few Professional Liability claims each year and the number of claims is slightly trending downward. Property Damage Activity The purpose of the Property Damage Activity is to provide 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: Administrative Mandate. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description % of PD Claims Closed Number of PD Claims Closed Number of PD Claims Opened and Pending Expenditure per PD Claim Closed FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % N/A 77.8% 77.8% 100.0% 22.2% 28.6% N/A 140 140 139 (1) -0.7% N/A 180 180 139 (41) -22.8% N/A $ 2,206.79 $ 9,595.04 $ 2,177.15 $ 29.64 1.3% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 241,099 241,099 $ $ 286,490 286,490 $ $ 287,780 287,780 $ $ 368,568 368,568 $ $ 82,078 82,078 28.6% 28.6% 675 - RISK MANAGEMENT TOTAL USES $ 2,227,958 $ 2,227,958 $ $ 308,951 308,951 $ 1,343,306 $ 1,343,306 $ $ 302,624 302,624 $ $ 6,327 6,327 2.0% 2.0% Expenditure Activity Narrative: Although FY 2014 Property Damage claims expenditures are forecasted to be significantly less than FY 2013, they remain higher than the FY 2015 Budget as a result of continued hailstorm damage and flood claims. Claims in FY 2015 are expected to decrease in both volume and total payout while returning to a one-to-one open to closure rate. Worker’s Compensation Activity The purpose of the Worker’s Compensation Activity is to provide workers' compensation claims oversight services to Maricopa County departments, districts and Risk Trust members so they can reduce or manage the cost of claims and expenses. 846 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: Administrative Mandate. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description % of WC Claims Closed Number of WC Claims Closed Number of WC Claims Opened and Pending Expenditure per WC Claim Closed REV VS ADOPTED FY 2013 FY 2014 FY 2014 FY 2015 ACTUAL REVISED FORECAST ADOPTED VAR % N/A 50.0% 50.0% 100.0% 50.0% 100.0% N/A 400 400 800 400 100.0% N/A 800 800 800 0.0% N/A $ 12,342.38 $ 9,709.69 $ 6,146.59 $ 6,195.79 50.2% 675 - RISK MANAGEMENT TOTAL SOURCES $ 6,188,028 $ 6,188,028 $ 5,248,214 $ 5,248,214 $ 5,362,602 $ 5,362,602 $ 5,482,869 $ 5,482,869 $ $ 234,655 234,655 4.5% 4.5% 675 - RISK MANAGEMENT TOTAL USES $ 6,839,123 $ 6,839,123 $ 4,936,953 $ 4,936,953 $ 3,883,874 $ 3,883,874 $ 4,917,275 $ 4,917,275 $ $ 19,678 19,678 0.4% 0.4% Expenditure Activity Narrative: In FY 2014, the contract with a third-party administrator for Workers Compensation claims was cancelled and the services within this activity are now managed within the County. Preliminary data indicate this has reduced the claims expenditures and the time to close a claim. The sharp decrease in expenditures in FY 2014 is also a result of MIHS Workers Compensation claims no longer being covered within Maricopa County’s claims policy. Environmental Management Program The purpose of the Environmental Management Program is to provide environmental technical services to Maricopa County departments, districts, and trust members so they can minimize or eliminate liabilities. Program Results Measure Description % Reduction/Increase in possible Environmental Liability exposures % of EL Claims Closed in the Fiscal Year % of EPD Claims Closed FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 10.0% 10.0% N/A N/A Activities that comprise this Program include: • Environmental Liability Claims • Environmental Management 95.7% 50.0% 95.7% 50.0% FY 2015 ADOPTED 1.0% REV VS ADOPTED VAR % (9.0%) -90.0% 100.0% 100.0% 4.3% 50.0% 4.5% 100.0% ●Environmental Property Damage Claims 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. 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. 847 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue REV VS ADOPTED FY 2013 FY 2014 FY 2014 FY 2015 ACTUAL REVISED FORECAST ADOPTED VAR % N/A 95.7% 95.7% 100.0% 4.3% 4.5% N/A 44 44 1 (43) -97.7% N/A 46 46 1 (45) -97.8% N/A $ 27,522.73 $ 27,522.73 $ 1,210,000.00 $ (1,182,477.27) -4296.4% Measure Description % of EL Claims Closed in the Fiscal Year Number of EL Claims Closed Number of EL Claims Opened and Pending Expenditure per EL Claim Closed 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 604,764 604,764 $ 1,135,870 $ 1,135,870 $ 1,135,871 $ 1,135,871 $ $ 973,661 973,661 $ $ 675 - RISK MANAGEMENT TOTAL USES $ $ 924,890 924,890 $ 1,211,000 $ 1,211,000 $ 1,211,000 $ 1,211,000 $ $ 1,210,000 1,210,000 $ $ (162,209) (162,209) -14.3% -14.3% Expenditure 1,000 1,000 0.1% 0.1% Activity Narrative: A number of third-party liability claims have been in litigation for various years against Maricopa County for the Cave Creek Landfill and finally closed in FY 2014 without a claim judgment. In order to mitigate future claims, staff have increased training and education regarding Environmental Claims. The Department continues to comply with the requirements set forth by the Arizona Department of Environmental Quality in the Cave Creek Landfill cleanup and is conducting site evaluations and testing to determine the degree of environmental impact. A reoccurrence of a high volume of claims is not expected in FY 2015. 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 Expenditure Ratio Revenue Measure Description % Reduction/Increase in possible Environmental Liability exposures Difference in value of Liability Exposures Dollar Value of Environmental Liability Exposures Expenditure per Environmental Exposure FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 10.0% 10.0% N/A N/A 500,000 5,000,000 N/A $ 0.57 675 - RISK MANAGEMENT TOTAL SOURCES $ $ $ $ - 675 - RISK MANAGEMENT TOTAL USES $ (1,516,605) $ $ (1,516,605) $ 284,670 284,670 - REV VS ADOPTED VAR % (9.0%) -90.0% FY 2015 ADOPTED 1.0% 500,000 5,000,000 60,000 6,000,000 0.58 $ 4.91 $ $ 5,323,249 $ 5,323,249 $ $ - $ $ $ $ $ $ 294,496 294,496 $ $ $ (440,000) 1,000,000 -88.0% 20.0% (4.34) -762.1% - N/A N/A Expenditure 289,359 289,359 (9,826) (9,826) -3.5% -3.5% Activity Narrative: Historical performance data is not available as activity measures are new in FY 2014. In FY 2015, the increase in demand is due to additional active projects undertaken by Maricopa County. This increase is expected to have a minimal impact on claim expenditures. 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. 848 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2015 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 Measure Description % of EPD Claims Closed Number of EPD Claims Closed Number of EPD Claims Opened and Pending Expenditure Ratio Revenue Expenditure per EPD Claim Closed FY 2013 ACTUAL N/A N/A N/A FY 2014 FY 2014 REVISED FORECAST 50.0% 50.0% 1 1 2 2 N/A $ 450,000.00 FY 2015 ADOPTED 100.0% 1 1 $ 450,000.00 $ 450,000.00 REV VS ADOPTED VAR % 50.0% 100.0% 0.0% (1) -50.0% - 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 582,139 582,139 $ $ 429,580 429,580 $ $ 429,580 429,580 $ $ 387,737 387,737 $ $ 675 - RISK MANAGEMENT TOTAL USES $ $ 463,927 463,927 $ $ 450,000 450,000 $ $ 450,000 450,000 $ $ 450,000 450,000 $ $ (41,843) (41,843) 0.0% -9.7% -9.7% Expenditure - 0.0% 0.0% Activity Narrative: This was a new activity in FY 2013 and therefore there is limited historical data for determining claim trends. Preliminary data for FY 2014 indicate low risk for claims and claim expenditures in FY 2014 and 2015. Insurance and Coverage Program The purpose of the Insurance and Coverage Program is to provide Administration of the Self-Insured Insurance Coverage Program to Maricopa County departments, districts, and Risk Trust members so they can protect assets through appropriate risk transfer, and risk retention. Program Results Measure Description % of Potential Liability Saved FY 2013 ACTUAL N/A % of insurance policies purchased/renewed prior to effective date 100.0% FY 2014 FY 2014 REVISED FORECAST N/A N/A 100.0% 100.0% FY 2015 ADOPTED N/A 100.0% REV VS ADOPTED VAR % N/A N/A 0.0% 0.0% Unsure why the Percentage of insurance policies purchased/renewed prior to the effective data is NA. It is 100% in Recommended. I updated the table. Activities that comprise this Program include: • Insurance and Coverage • Unemployment 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. 849 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Measure Description % of insurance policies purchased/renewed prior to effective date Number of insurance policies purchased/renewed Number of insurance policies required/requested FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 100.0% 10 12 12 16 4 33.3% 10 12 12 16 4 33.3% 30,973 30,973 $ 5,140,472 $ 5,140,472 $ 5,141,190 $ 5,141,190 $ 5,139,695 $ 5,139,695 777 777 0.0% 0.0% Expenditure 675 - RISK MANAGEMENT TOTAL USES $ $ $ $ Activity Narrative: Although there are data available for FY 2013, the data is unreliable due to measurement inconsistencies in data collection and makes comparison to future years unavailable. The department expects to average a little more than $5 million a year in insurance and coverage costs. Unemployment Activity The purpose of the Unemployment Activity is to provide unemployment claims oversight 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. Measure Type Result Output Output Demand Expenditure Ratio Revenue FY 2014 FY 2015 FY 2013 FY 2014 REV VS ADOPTED % ADOPTED VAR REVISED FORECAST ACTUAL N/A N/A N/A N/A N/A N/A 0.0% 548 548 N/A 548 N/A N/A N/A N/A N/A 0.0% 876 876 876 N/A -0.0% (0.22) N/A $ 1,620.01 $ 1,611.38 $ 1,620.22 $ Measure Description % of Potential Liability Saved Number of non-protestable UN claims Amount of Liability Removed Number of UN Claims Expenditure per non-protestable UN claim 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 929,144 929,144 $ $ 621,425 621,425 $ $ 621,425 621,425 $ $ 531,085 531,085 $ $ (90,340) (90,340) -14.5% -14.5% 675 - RISK MANAGEMENT TOTAL USES $ $ 644,492 644,492 $ $ 887,763 887,763 $ $ 883,037 883,037 $ $ 887,881 887,881 $ $ (118) (118) -0.0% -0.0% Expenditure Activity Narrative: Unemployment claims and total expenditures in FY 2014 and 2015 are expected to remain stable year-over-over as Maricopa County employment levels are forecasted to be relatively constant. In order to continue the practice of efficient claim management, in FY 2014, a comprehensive review of policies and contracts is being performed. Data for the result measure is not available as it was determined the measure was collected inconsistently with the intent of this metric. The result measure for the Unemployment Activity will be redeveloped in FY 2016. 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. 850 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget Program Results Measure Description % reduction/increase of County injury incident rate compared to a 3 year average rate % of auto accidents per miles driven % of County employees not Injured FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST 3.7% 3.7% 0.0% N/A 0.0% 99.3% FY 2015 ADOPTED 10.7% 0.0% 99.3% REV VS ADOPTED VAR % 7.0% 192.2% N/A 93.2% N/A (6.1%) N/A -6.1% Note: Risk management no longer reports data on the number of miles driven. 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 Measure Description % reduction/increase of County injury incident rate compared to a 3 year average rate Result Result Output Demand Expenditure Ratio Expenditure % of auto accidents per miles driven % of County employees not Injured Number of County Employees not Injured Number of County Employees Expenditure per County employee not injured 675 - RISK MANAGEMENT TOTAL USES FY 2014 FY 2014 REVISED FORECAST 3.7% 3.7% FY 2013 ACTUAL N/A 0.0% N/A N/A N/A N/A $ $ $ 654,036 654,036 $ $ 0.0% 99.3% 14,890 15,000 55.88 $ 832,112 832,112 $ $ FY 2015 ADOPTED 10.7% 0.0% 99.3% 14,890 15,000 55.01 $ 819,082 819,082 $ $ REV VS ADOPTED VAR % 7.0% 192.2% N/A 93.2% 12,579 13,500 67.38 $ N/A (6.1%) (2,311) (1,500) (11.50) N/A -6.1% -15.5% -10.0% -20.6% $ $ (15,490) (15,490) -1.9% -1.9% 847,602 847,602 Activity Narrative: Preliminary FY 2014 data indicate the percent of Maricopa County Staff not being injured to be above 99%. Risk Management is able to achieve such favorable results by providing training and consultation to departments and monitoring safety data daily, which allows for real-time response to injuries and mitigation of future risk. The expected increase in the number of injuries in FY 2015 is primarily a result of a change in data collection methodology. At the end of FY 2013, Risk Management identified an inconsistency in reporting from a department that self-reported data. Moreover, Risk Management identified that that this department’s volunteer hours had not previously been included in calculating exposure hours. This led to Risk Management changing its data collection practices and now collects all injury data in order 851 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2015 Adopted Budget to ensure the accuracy of injury data. Data in FY 2014 could establish a new baseline value depending impact of this change and therefore the estimated injury rate for FY 2015 is adjusted is accordingly. Appropriated Budget Reconciliation Risk Management Fund (675) Revenue Expenditures OPERATING FY 2014 Adopted Budget $ 29,841,029 $ 20,570,789 FY 2014 Revised Budget $ 29,841,029 $ 20,570,789 FY 2015 Baseline Budget Threshold $ 29,841,029 $ 20,570,789 $ 959 $ 959 (959) $ (959) - $ 29,841,029 $ 0.0% 20,570,789 0.0% FY 2014 Adopted Budget $ - $ 9,942,700 FY 2014 Revised Budget $ - $ 9,942,700 $ - $ - (9,942,700) (9,942,700) $ - $ - $ - $ - 3,517,901 3,517,901 $ - $ 3,517,901 Agenda Item: Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Other Services Reduced to Address the Increase in Retirement Costs FY 2015 Adopted Budget Percent Change from Threshold Amount $ $ (959) NON RECURRING NON PROJECT Adjustments: Base Adjustments Risk Management Transfer Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2015 Adopted Budget g 852 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Risk Management Risk Management Fund (675) Fund Balance Summary FY 2013 ACTUAL Beginning Spendable Fund Balance FY 2014 ADOPTED FY 2014 REVISED $ 14,629,084 $ (8,547,993) $ (8,547,993) $ $ $ $ 20,570,789 9,942,700 30,513,489 $ 20,570,789 9,942,700 30,513,489 $ $ 29,841,029 29,841,029 Sources: Operating Non-Recurring Total Sources: $ 19,423,343 31,490,304 50,913,647 Uses: Operating Total Uses: $ $ 12,508,197 12,508,197 $ $ 29,841,029 29,841,029 Structural Balance $ 6,915,146 $ (9,270,240) $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance FY 2014 FORECAST $ $ (49,456,883) $ 3,577,651 3,577,651 $ $ - $ - $ (7,875,533) (7,875,533) $ 3,577,651 $ $ $ 20,700,777 5,323,249 26,024,026 $ 20,570,789 3,517,901 24,088,690 $ $ 29,841,028 29,841,028 $ $ 29,841,029 29,841,029 $ (9,270,240) $ $ - FY 2015 ADOPTED (239,351) (9,140,251) $ $ - - $ (7,875,533) (7,875,533) $ (9,270,240) $ - - $ (239,351) (239,351) $ (5,991,690) (5,991,690) Expenditures Revenue County Manager Risk Management Fund (676) NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 5,049,022 $ 5,049,022 FY 2014 Revised Budget $ 5,049,022 $ 5,049,022 $ (5,049,022) $ (5,049,022) (5,049,022) (5,049,022) $ - $ - $ 1,750,000 $ 1,750,000 1,684,065 1,684,065 $ 1,750,000 $ 1,684,065 Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2015 Adopted Budget County Manager Risk Management Fund (676) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ - $ - $ - $ - $ 65,935 Sources: Non-Recurring Total Sources: $ 5,572,819 5,572,819 $ 5,049,022 5,049,022 $ 5,049,022 5,049,022 $ 4,466,507 4,466,507 $ 1,684,065 1,684,065 Uses: Non-Recurring Total Uses: $ 5,572,819 5,572,819 $ 5,049,022 5,049,022 $ 5,049,022 5,049,022 $ 4,400,572 4,400,572 $ 1,750,000 1,750,000 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ $ - $ $ - $ $ 65,935 65,935 $ $ - 853 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Analysis by Karina Araiza, 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 2016, 50% or more of the overall Sheriff's Office patrol district response times for emergency/Priority 1 calls for service will average 5 minutes or less. Status: This goal was exceeded in the first quarter of FY 2014 with performance at 50%. However, performance dropped in the second quarter to 47.4% as the number of Priority 1 calls for service increased by 41%. The Sheriff’s Office will monitor progress and expects to be able to reach and maintain this goal consistently by FY 2016. Safe Communities By 2016, 93.5% of Priority 1 emergency calls for service will be dispatched to field Officers within two minutes. Status: Presently, the Sheriff’s Office is at 87% for this goal and is striving to reach this goal by FY 2016. In FY 2014, the Communications Center was relocated to the new Sheriff’s headquarters and computer aided dispatch (CAD) was upgraded, which will allow the Department to monitor for consistency and evaluate the best way to reach this goal. Safe Communities By 2017, 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, 99.7% of inmates in custody are not assaulted. The Sheriff’s Office expects to continue achieving this goal. 854 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Specific By FY 2017, the Sheriff's Office will have completed the second phase of implementation of a multi-year plan for the replacement, refurbishment, updating/upgrading of 100% mission-critical infrastructure items that have been identified. Status: The Sheriff’s Office is on schedule to meet this goal. The new Sheriff’s Headquarters/911 building was completed in FY 2014. 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 2013 ACTUAL PROGRAM / ACTIVITY SOURCES 596,323 $ 596,323 $ 639,000 $ 639,000 $ FY 2014 REVISED CVPR - CIVIL PROCESS INTR - INMATE TRANSPORT 50CC - COURT COMPLIANCE AND SECURITY $ IARP - INMATE SUBST ABUSE RECOVERY $ 23,482 $ 167,952 $ 91,500 $ $ 264,516 213,634 1,000 11,751,239 16,831 42,704 30,700,257 43,013,663 $ 574,843 188,320 11,622,000 19,296 48,500 29,668,456 42,289,367 $ 584,679 373,231 12,134,929 19,296 67,869 29,668,456 42,939,960 $ 134,022 $ 289,918 55,388 479,328 $ 266,441 $ 242,600 54,290 563,331 $ 266,441 $ 242,600 61,334 570,375 $ 260,573 $ 1,425,872 2,158,677 4,198,837 10,431,407 68,040 18,543,406 $ 293,091 $ 1,368,048 2,237,926 5,836,239 10,256,745 35,000 20,027,049 $ 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 PRDM - INMATE DETENTION HOUSING 50CM - CUSTODY MANAGEMENT $ FY 2014 ADOPTED 639,000 $ 639,000 $ FY 2014 FORECAST 539,387 $ 539,387 $ FY 2015 ADOPTED REVISED VS ADOPTED VAR % 635,000 $ 90,000 725,000 $ (4,000) 90,000 86,000 -0.6% N/A 13.5% 74,359 $ - $ (91,500) -100.0% 490,379 187,749 10,663,230 21,187 40,638 30,338,614 41,816,156 $ 516,852 305,400 11,159,504 19,000 48,454 32,519,672 44,568,882 $ (67,827) (67,831) (975,425) (296) (19,415) 2,851,216 1,628,922 -11.6% -18.2% N/A -8.0% -1.5% -28.6% 9.6% 3.8% 260,139 $ 323,954 55,533 639,626 $ 142,538 $ 256,581 35,325 434,444 $ (123,903) 13,981 (26,009) (135,931) -46.5% 5.8% -42.4% -23.8% 293,091 $ 1,106,439 69,450 8,628,457 11,258,036 35,000 21,390,473 $ 351,735 $ 749,413 1,153,921 6,356,471 10,909,780 35,888 19,557,208 $ 273,217 $ 653,371 63,000 7,576,465 11,965,403 35,000 20,566,456 $ (19,874) (453,068) (6,450) (1,051,992) 707,367 (824,017) -6.8% -40.9% -9.3% -12.2% 6.3% 0.0% -3.9% MCSI - INFO AND COMM TECHNOLOGY PPEV - PROPERTY AND EVIDENCE 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 WRNT - WARR AND RECOR INFO PROCESSING 50EN - ENFORCEMENT $ $ BDFS - BUDGET AND FINANCIAL SERVICES PROC - PROCUREMENT 99AS - INDIRECT SUPPORT $ 417,718 $ 225 417,943 $ 425,568 $ 425,568 $ 425,568 $ 425,568 $ 455,361 $ 32 455,393 $ 439,683 $ 76 439,759 $ 14,115 76 14,191 3.3% N/A 3.3% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 725,565 $ 725,565 $ 15,580 $ 15,580 $ 15,580 $ 15,580 $ (415,801) $ (415,801) $ 22,846 $ 22,846 $ 7,266 7,266 46.6% 46.6% TOTAL PROGRAMS $ 63,776,228 $ 63,959,895 $ 65,980,956 $ 62,591,969 $ 66,757,387 $ 776,431 1.2% $ $ 855 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2013 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 COFB - COMMUNITY OUTREACH 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 $ $ $ $ $ $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 3,209,935 $ 4,086,323 1,728,735 12,746,594 21,771,587 $ 3,459,377 $ 4,653,463 1,790,654 13,029,092 22,932,586 $ 3,696,527 $ 5,126,025 1,915,854 13,653,350 24,391,756 $ 3,530,922 $ 4,572,769 1,961,897 13,940,735 24,006,323 $ 3,867,118 $ 6,305,961 1,901,938 15,331,438 27,406,455 $ (170,591) (1,179,936) 13,916 (1,678,088) (3,014,699) -4.6% -23.0% 0.7% -12.3% -12.4% 1,004,176 $ 1,277,824 19,410,176 391,832 4,075,188 1,392,097 2,219,495 12,441,516 97,098,348 139,310,652 $ 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 $ 1,360,740 $ 2,437,016 20,699,848 427,645 4,828,628 1,643,945 2,538,452 14,855,808 108,071,126 156,863,208 $ 1,160,721 $ 1,655,854 20,347,217 428,418 3,623,730 1,519,030 2,527,764 14,538,549 106,442,208 152,243,491 $ 1,302,988 $ 2,315,353 21,751,486 438,946 4,029,904 1,936,153 2,456,890 16,502,828 107,761,768 158,496,316 $ 57,752 121,663 (1,051,638) (11,301) 798,724 (292,208) 81,562 (1,647,020) 309,358 (1,633,108) 4.2% 5.0% -5.1% -2.6% 16.5% -17.8% 3.2% -11.1% 0.3% -1.0% 2,512,601 $ 376,752 1,975,872 1,103,873 3,383,569 4,983,792 14,336,459 $ 2,812,392 $ 358,256 3,135,276 1,240,862 3,586,118 6,419,133 17,552,037 $ 2,964,607 $ 386,977 2,637,070 1,327,909 4,188,567 6,932,598 18,437,728 $ 3,236,853 $ 359,536 2,517,278 1,130,293 3,917,631 6,390,816 17,552,407 $ 3,802,090 $ 146,848 378,956 6,195,512 1,656,729 4,511,337 6,891,124 23,582,596 $ (837,483) (146,848) 8,021 (3,558,442) (328,820) (322,770) 41,474 (5,144,868) -28.2% N/A 2.1% -134.9% -24.8% -7.7% 0.6% -27.9% 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 $ 4,038,530 $ 2,364,093 3,569,441 24,700,051 47,956,766 134,103 3,527,451 1,804,315 88,094,750 $ 2,920,203 $ 1,605,338 4,177,852 22,300,092 46,940,678 109,980 3,318,337 1,756,661 83,129,141 $ 4,386,109 $ 2,079,802 4,601,253 24,607,438 47,200,667 5,266,740 3,806,936 1,846,324 93,795,269 $ (347,579) -8.6% 284,291 12.0% (1,031,812) -28.9% 0.4% 92,613 756,099 1.6% (5,132,637) -3827.4% (279,485) -7.9% (42,009) -2.3% (5,700,519) -6.5% DISP - DISPATCH DSTR - DISAST AND COMM THRE DISR RESP ENFO - ENFORCEMENT SUPPORT INVT - INVESTIGATIONS PATR - PATROL SRCH - SEARCH AND RESCUE SWAT - SPEC WEAPONS AND TACTICS WRNT - WARR AND RECOR INFO PROCESSING 50EN - ENFORCEMENT $ 2,829,430 $ 2,224,496 5,789,126 17,700,317 34,878,639 100,169 3,093,507 1,652,193 68,267,877 $ BLDR - BUILDINGS AND GROUNDS 70OM - FACILITIES OPERATION AND MAINT $ $ 2,655,359 $ 2,655,359 $ 2,328,006 $ 2,328,006 $ 2,438,352 $ 2,438,352 $ 2,619,027 $ 2,619,027 $ 2,445,416 $ 2,445,416 $ (7,064) (7,064) -0.3% -0.3% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT RCOM - REGULATION COMPLIANCE RMGT - RISK MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 1,254,137 $ 2,444,854 4,800,811 558,517 491,842 9,550,161 $ 1,457,651 $ 2,649,590 5,414,589 (2,442,537) 531,089 540,170 8,150,552 $ 1,943,311 $ 2,819,650 11,421,529 554,292 563,936 17,302,718 $ 1,551,464 $ 2,398,971 9,682,882 564,383 580,753 14,778,453 $ 2,210,853 $ 2,760,175 3,150,769 166,714 549,625 2,241,508 642,290 1,257,080 12,979,014 $ (267,542) 59,475 8,270,760 (166,714) 4,667 (2,241,508) (78,354) (1,257,080) 4,323,704 -13.8% 2.1% 72.4% N/A 0.8% N/A -13.9% N/A 25.0% - $ 10,630,755 10,630,755 $ 14,863 $ 8,453,855 12,271,414 20,740,132 $ - $ (1,311,537) 12,259,021 10,947,484 $ - $ 1,488,523 12,156,661 13,645,184 $ - $ 3,609,363 136,731 8,570,756 12,316,850 $ (1,311,537) (3,609,363) 12,259,021 (136,731) (8,570,756) (1,369,366) N/A 100.0% N/A 100.0% N/A N/A -12.5% $ 1,965,316 $ 3,342,557 515,122 1,318,099 395,135 7,536,229 $ 2,793,098 $ 3,479,537 483,604 1,114,717 397,672 8,268,628 $ 3,407,464 $ 3,533,076 468,928 1,204,359 384,855 8,998,682 $ 2,758,928 $ 3,041,919 475,455 1,258,639 335,603 7,870,544 $ 3,610,653 $ 3,700,428 496,679 1,379,147 470,029 9,656,936 $ (203,189) (167,352) (27,751) (174,788) (85,174) (658,254) -6.0% -4.7% -5.9% -14.5% -22.1% -7.3% TOTAL PROGRAMS $ 274,059,079 $ 298,336,365 $ 327,474,678 $ 315,844,570 $ 340,678,852 $ (13,204,174) -4.0% CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED AND STATUTRY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER GISA - GIS APPLICATION DEV AND SUPP TSPT - TECHNOLOGY SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS 99IT - INFORMATION TECHNOLOGY $ $ $ $ $ 856 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 FORECAST FY 2014 REVISED FY 2015 ADOPTED REVISED VS ADOPTED % VAR $ $ 4,000 4,000 4.9% 4.9% $ SUBTOTAL $ 85,000 85,000 $ $ 81,000 81,000 $ $ 81,000 81,000 $ $ 90,750 90,750 $ $ 85,000 85,000 INTERGOVERNMENTAL $ 0615 - GRANTS 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 3,776,505 4,796,849 8,573,354 $ 3,255,550 5,516,942 8,772,492 $ $ 2,269,185 6,182,707 8,451,892 $ $ 3,494,158 6,006,466 9,500,624 2,601,071 $ 5,097,066 7,698,137 $ (893,087) (909,400) (1,802,487) -25.6% -15.1% -19.0% CHARGES FOR SERVICE $ 0634 - INTERGOV CHARGES FOR SERVICES 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 39,218,507 12,256,753 173,058 51,648,318 38,033,731 12,271,500 165,060 50,470,291 $ $ 38,033,731 $ 12,271,500 165,060 50,470,291 $ $ 4,544,972 (748,881) 34,360 3,830,451 11.9% -6.1% 20.8% 7.6% 3,041,758 3,041,758 $ $ 4,282,500 4,282,500 $ $ 5,062,500 5,062,500 4,312,500 $ 4,312,500 $ (750,000) (750,000) -14.8% -14.8% 31,126 $ 396,672 427,798 $ 16,608 337,004 353,612 $ $ 9,386 (1,990) 7,396 56.5% -0.6% 2.1% FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ $ $ ALL REVENUES $ 63,776,228 $ OTHER FINANCING SOURCES $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ - $ $ TOTAL SOURCES $ 63,776,228 $ $ $ $ $ $ $ 39,068,726 11,147,142 264,844 50,480,712 $ $ $ 3,128,751 3,128,751 $ $ 16,608 $ 337,004 353,612 $ 42,578,703 11,522,619 199,420 54,300,742 23,553 $ 416,311 439,864 $ 25,994 335,014 361,008 $ 66,757,387 $ 63,959,895 $ 65,468,027 $ 62,591,969 $ $ $ 512,929 512,929 $ $ - $ $ - $ - $ 63,959,895 $ 65,980,956 $ 62,591,969 $ 66,757,387 $ - 857 1,289,360 (512,929) (512,929) 776,431 2.0% -100.0% -100.0% 1.2% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff 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 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 149,970,350 $ 207,188 3,860,344 66,711,411 1,889,593 (22,399,339) 20,896,843 221,136,390 $ 152,112,620 $ 190,732 2,771,687 74,134,984 1,855,620 (25,853,129) 24,300,286 229,512,800 $ 174,093,070 $ 211,759 4,764,012 82,579,337 1,854,924 (25,848,879) 24,288,292 261,942,515 $ 169,853,302 $ 239,224 4,312,917 78,030,549 1,925,524 (25,734,422) 24,226,340 252,853,434 $ 179,099,130 $ 423,629 5,817,685 86,021,271 1,845,519 (28,208,266) 26,571,106 271,570,074 $ (5,006,060) (211,870) (1,053,673) (3,441,934) 9,405 2,359,387 (2,282,814) (9,627,559) -2.9% -100.1% -22.1% -4.2% 0.5% 9.1% -9.4% -3.7% SUBTOTAL $ 18,917,851 $ 101,444 4,229,308 996,335 (1,816,169) 1,488,690 23,917,459 $ 19,180,790 $ 249,125 4,520,048 1,915,698 (2,351,613) 1,933,325 25,447,373 $ 20,294,680 $ 287,809 4,506,107 3,404,129 (2,351,613) 1,933,325 28,074,437 $ 18,373,466 $ 158,082 4,097,326 3,669,786 (2,346,587) 1,932,841 25,884,914 $ 19,311,108 $ 313,587 4,373,190 5,137,685 (2,243,931) 1,913,159 28,804,798 $ 983,572 (25,778) 132,917 (1,733,556) (107,682) 20,166 (730,361) 4.8% -9.0% 2.9% -50.9% -4.6% 1.0% -2.6% 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 $ 307,235 $ 1,231,920 1,321,026 2,986,878 5,591,567 530,072 11,389,068 924,302 919,242 287,494 515,411 (1,498,980) 1,498,980 26,004,215 $ 422,199 $ 1,066,809 10,914,415 3,220,685 6,288,173 690,024 11,976,083 1,061,837 1,284,521 331,183 622,411 (1,753,534) 1,753,534 37,878,340 $ 647,199 $ 1,050,346 1,596,879 3,251,461 6,189,713 580,465 11,961,220 1,058,950 1,280,798 332,533 639,631 (1,753,534) 1,753,534 28,589,195 $ 552,491 $ 1,040,963 1,274,686 2,875,500 4,785,603 379,479 12,362,791 1,063,673 804,142 218,349 573,298 (1,753,531) 1,753,871 25,931,315 $ 588,400 $ 1,169,916 1,595,699 2,452,827 6,164,443 705,809 12,228,698 965,823 1,189,875 262,836 706,507 (1,768,541) 1,768,541 28,030,833 $ 58,799 (119,570) 1,180 798,634 25,270 (125,344) (267,478) 93,127 90,923 69,697 (66,876) 15,007 (15,007) 558,362 9.1% -11.4% 0.1% 24.6% 0.4% -21.6% -2.2% 8.8% 7.1% 21.0% -10.5% 0.9% -0.9% 2.0% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 2,486,559 $ 514,456 3,001,015 $ 5,116,328 $ 381,524 5,497,852 $ 5,951,924 $ 2,403,678 8,355,602 $ 6,921,678 $ 4,253,229 11,174,907 $ 3,836,926 $ 8,436,221 (50,664) 50,664 12,273,147 $ 2,114,998 (6,032,543) 50,664 (50,664) (3,917,545) 35.5% -251.0% N/A N/A -46.9% ALL EXPENDITURES $ 274,059,079 $ 298,336,365 $ 326,961,749 $ 315,844,570 $ 340,678,852 $ (13,717,103) -4.2% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ - $ - $ - $ 512,929 $ 512,929 $ - $ - $ - $ - $ TOTAL USES $ 274,059,079 $ 298,336,365 $ 327,474,678 $ 315,844,570 $ 340,678,852 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 858 512,929 512,929 (13,204,174) 100.0% 100.0% -4.0% Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 11,515,939 $ 11,515,939 $ 11,181,951 $ 11,181,951 $ 11,181,951 $ 11,181,951 $ 11,633,548 $ 11,633,548 $ 12,674,823 $ 12,674,823 $ 1,492,872 1,492,872 13.4% 13.4% $ FUND TOTAL SOURCES $ 8,421,258 $ 8,421,258 $ 8,565,508 $ 8,565,508 $ 10,073,640 $ 10,073,640 $ 8,192,295 $ 8,192,295 $ 8,275,961 $ 8,275,961 $ (1,797,679) (1,797,679) -17.8% -17.8% $ FUND TOTAL SOURCES $ 19,056 $ 19,056 $ 26,300 $ 26,300 $ 26,300 $ 26,300 $ 25,959 $ 25,959 $ 20,000 $ 20,000 $ (6,300) (6,300) -24.0% -24.0% $ FUND TOTAL SOURCES $ 55,967 $ 55,967 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 61,635 $ 61,635 $ 60,000 $ 60,000 $ $ FUND TOTAL SOURCES $ 1,262,628 $ 1,262,628 $ 2,500,000 $ 2,500,000 $ 2,500,000 $ 2,500,000 $ 1,364,580 $ 1,364,580 $ 1,750,000 $ 1,750,000 $ (750,000) (750,000) -30.0% -30.0% $ FUND TOTAL SOURCES $ 1,460,447 $ 1,460,447 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 1,476,717 $ 1,476,717 $ 1,482,444 $ 1,482,444 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 11,779,631 $ 11,779,631 $ 11,637,000 $ 11,637,000 $ 12,149,929 $ 12,149,929 $ 10,684,057 $ 10,684,057 $ 10,982,350 $ 10,982,350 $ $ FUND TOTAL SOURCES $ 174,442 $ 174,442 $ 165,640 $ 165,640 $ 165,640 $ 165,640 $ 266,072 $ 266,072 $ 200,000 $ 200,000 $ 34,360 34,360 20.7% 20.7% $ FUND TOTAL SOURCES $ 258 SHERIFF TOWING AND IMPOUND OPERATING $ FUND TOTAL SOURCES $ 29,086,860 $ 29,086,860 $ 28,112,452 $ 28,112,452 $ 28,112,452 $ 28,112,452 $ 28,644,706 $ 28,644,706 $ 31,055,228 $ 31,055,228 $ 2,942,776 2,942,776 10.5% 10.5% - $ - $ 228,600 $ 228,600 $ 228,600 $ 228,600 $ 242,400 $ 242,400 $ 256,581 $ 256,581 $ 27,981 27,981 12.2% 12.2% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 63,776,228 $ 63,776,228 $ 63,959,895 $ 63,959,895 $ 65,980,956 $ 65,980,956 $ 62,591,969 $ 62,591,969 $ 66,757,387 $ 66,757,387 $ 776,431 776,431 1.2% 1.2% 251 SHERIFF GRANTS OPERATING 203 SHERIFF DONATIONS OPERATING 206 OFFICER SAFETY EQUIPMENT OPERATING 212 SHERIFF RICO OPERATING 214 SHERIFF JAIL ENHANCEMENT OPERATING 252 INMATE SERVICES OPERATING 254 INMATE HEALTH SERVICES OPERATING 255 DETENTION OPERATIONS OPERATING 859 - (1,167,579) (1,167,579) 0.0% 0.0% -9.6% -9.6% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 100 GENERAL MCSO JUDGMENT ORDER OPERATING OPERATING AIRPLANE PURCHASE CAD RMS PROPERTY AND EVIDENCE HELICOPTER PURCHASE MCSO JUDGMENT ORDER NON RECURRING NON RECURRING NON PROJECT MCSO RECORDS MANAGEMENT FUND TOTAL 251 SHERIFF GRANTS OPERATING FUND TOTAL 203 SHERIFF DONATIONS OPERATING NON RECURRING NON PROJECT FUND TOTAL 206 OFFICER SAFETY EQUIPMENT OPERATING FUND TOTAL 212 SHERIFF RICO OPERATING FUND TOTAL 214 SHERIFF JAIL ENHANCEMENT OPERATING FUND TOTAL 252 INMATE SERVICES OPERATING NON RECURRING NON PROJECT FUND TOTAL 254 INMATE HEALTH SERVICES OPERATING NON RECURRING NON PROJECT FUND TOTAL 255 DETENTION OPERATIONS OPERATING MCSO IVR JAIL KITCHEN EQUIPMENT KITCHEN INSTALLATION NON RECURRING NON PROJECT JAIL WAGON VEHICLES WASHING MACHINES FUND TOTAL 258 SHERIFF TOWING AND IMPOUND OPERATING FUND TOTAL FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED 8,310,737 $ - $ 90,500,556 88,837,167 850,000 146,847 247,978 5,000,000 4,200,000 5,496,819 3,855,998 676,000 98,189,984 $ 109,932,118 $ REVISED VS ADOPTED VAR % USES $ - $ 75,098,178 340,005 75,438,183 $ - $ 82,943,096 4,091,783 87,034,879 $ - $ 91,389,063 6,561,126 4,091,783 102,041,972 $ $ USES $ 8,129,387 $ 8,129,387 $ 8,565,508 $ 8,565,508 $ 10,073,640 $ 10,073,640 $ 7,362,198 $ 7,362,198 $ 8,275,961 $ 8,275,961 $ $ USES $ 459 $ 459 $ 26,300 $ 26,300 $ 26,300 $ 26,300 $ 13,301 $ 13,301 $ 20,000 $ 100,000 120,000 $ $ USES $ - $ - $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ - $ - $ 60,000 $ 60,000 $ - 0.0% 0.0% $ USES $ 1,264,241 $ 1,264,241 $ 2,500,000 $ 2,500,000 $ 2,500,000 $ 2,500,000 $ 1,356,969 $ 1,356,969 $ 1,750,000 $ 1,750,000 $ 750,000 750,000 30.0% 30.0% $ USES $ 1,319,478 $ 1,319,478 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 829,336 $ 829,336 $ 1,482,444 $ 1,482,444 $ - 0.0% 0.0% $ 9,390,312 $ 87,274 9,477,586 $ 11,637,000 $ 11,637,000 $ 12,149,929 $ 12,149,929 $ 9,906,105 $ 9,906,105 $ 10,982,350 $ 10,982,350 $ 1,167,579 1,167,579 9.6% N/A 9.6% 1,343 $ 1,343 $ 165,640 $ 165,640 $ 165,640 $ 165,640 $ 88,374 $ 88,374 $ 200,000 $ 140,000 340,000 $ (34,360) (140,000) (174,360) -20.7% N/A -105.3% USES $ 177,944,208 $ 484,194 178,428,402 $ 185,207,903 $ 1,462,000 186,669,903 $ 197,318,062 $ 1,462,000 198,780,062 $ 196,824,884 $ 205,492,876 $ 905,000 300,000 340,000 1,162,000 140,000 350,000 197,986,884 $ 207,527,876 $ (8,174,814) (905,000) (300,000) (340,000) 1,462,000 (140,000) (350,000) (8,747,814) -4.1% N/A N/A N/A 100.0% N/A N/A -4.4% $ USES $ - $ - $ 194,691 $ 194,691 $ 194,691 $ 194,691 $ 208,103 $ 208,103 $ (13,412) (13,412) -6.9% -6.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 273,172,817 $ 911,473 $ 274,084,290 $ 292,782,582 $ 5,553,783 $ 298,336,365 $ 315,359,769 $ 12,114,909 $ 327,474,678 $ 305,432,662 $ 327,283,027 $ 10,514,817 $ 13,395,825 $ 315,947,479 $ 340,678,852 $ (11,923,258) (1,280,916) (13,204,174) -3.8% -10.6% -4.0% $ USES $ $ USES $ $ 860 111,419 $ 111,419 $ (8,310,737) 888,507 (850,000) (146,847) (247,978) (5,000,000) 2,361,126 4,091,783 (676,000) (7,890,146) N/A 1.0% N/A N/A N/A N/A 36.0% 100.0% N/A -7.7% 1,797,679 1,797,679 17.8% 17.8% 6,300 (100,000) (93,700) 24.0% N/A -356.3% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Program and Activity PROGRAM ACTIVITY COURT COMPLIANCE AND SECURITY CIVIL PROCESS COURT SECURITY EXTRADITIONS INMATE TRANSPORT PROGRAM TOTAL CUSTODY MANAGEMENT INMATE CANTEEN AND OPTION SVCS INMATE DETENTION HOUSING INMATE EDUCATION INMATE INTAKE AND RELEASE INMATE LABOR INMATE RELATED MANDATES INMATE SKILLS AND TRAINING INMATE SUBST ABUSE RECOVERY JAIL INTELLIGENCE AND SECURITY PROGRAM TOTAL ENF AND DET OPERATION RESOURCE AVIATION COMMUNITY OUTREACH EMPLOYEE PROFESSIONAL STANDARD INFO AND COMM TECHNOLOGY MANDATED ENF AND DET TRAINING PROPERTY AND EVIDENCE SHERIFFS VEHICLE FLEET PROGRAM TOTAL ENFORCEMENT DISAST AND COMM THRE DISR RESP DISPATCH ENFORCEMENT SUPPORT INVESTIGATIONS PATROL SEARCH AND RESCUE SPEC WEAPONS AND TACTICS WARR AND RECOR INFO PROCESSING PROGRAM TOTAL FACILITIES OPERATION AND MAINT BUILDINGS AND GROUNDS PROGRAM TOTAL GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT PROCUREMENT REGULATION COMPLIANCE RISK MANAGEMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER GIS APPLICATION DEV AND SUPP INFRASTRUCTURE NETWORK SVCS TECHNOLOGY SUPPORT PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED REVISED TO ADOPTED FY 2014 FY 2014 FY 2015 REVISED FORECAST ADOPTED VARIANCE VAR % 55.00 36.00 14.00 228.00 333.00 55.00 36.00 15.00 221.00 327.00 60.00 36.00 16.00 216.00 328.00 60.00 36.00 16.00 216.00 328.00 60.00 35.00 16.00 241.00 352.00 (1.00) 25.00 24.00 0.0% (2.8%) 0.0% 11.6% 7.3% 20.00 1,522.00 36.00 352.00 7.00 190.00 12.00 11.00 36.00 2,186.00 20.00 1,492.00 35.00 350.00 7.00 224.00 16.00 16.00 35.00 2,195.00 24.00 1,561.00 39.00 348.00 7.00 237.00 23.00 17.00 34.00 2,290.00 24.00 1,560.00 36.00 349.00 7.00 237.00 23.00 17.00 34.00 2,287.00 24.00 1,559.00 39.00 350.00 7.00 272.00 23.00 17.00 34.00 2,325.00 (2.00) 2.00 35.00 35.00 0.0% (0.1%) 0.0% 0.6% 0.0% 14.8% 0.0% 0.0% 0.0% 1.5% 20.00 46.00 10.00 48.00 14.00 4.00 142.00 20.00 47.00 10.00 53.00 17.00 4.00 151.00 20.00 .00 52.00 9.00 57.00 16.00 4.00 158.00 20.00 53.00 9.00 56.00 16.00 5.00 159.00 20.00 1.00 53.00 9.00 57.00 17.00 5.00 162.00 1.00 1.00 1.00 1.00 4.00 0.0% N/A 1.9% 0.0% 0.0% 6.3% 25.0% 2.5% 12.00 47.00 54.00 148.00 357.00 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 13.00 57.00 29.00 181.00 385.00 1.00 32.00 34.00 732.00 13.00 57.00 29.00 182.00 385.00 1.00 32.00 34.00 733.00 13.00 58.00 33.00 178.00 386.00 1.00 32.00 34.00 735.00 1.00 4.00 (3.00) 1.00 3.00 0.0% 1.8% 13.8% (1.7%) 0.3% 0.0% 0.0% 0.0% 0.4% 42.00 42.00 42.00 42.00 45.00 45.00 44.00 44.00 44.00 44.00 (1.00) (1.00) (2.2%) (2.2%) - - .00 - - 1.00 1.00 1.00 1.00 N/A N/A 21.00 45.00 37.00 9.00 7.00 119.00 22.00 40.00 40.00 9.00 6.00 117.00 30.75 49.00 40.00 .00 9.00 .00 7.00 135.75 31.75 48.00 40.00 9.00 7.00 135.75 32.75 19.00 41.00 17.00 9.00 8.00 7.00 133.75 2.00 (30.00) 1.00 17.00 8.00 (2.00) 6.5% (61.2%) 2.5% N/A 0.0% N/A 0.0% (1.5%) 19.00 19.00 6.00 4.00 14.00 62.00 3,572.00 26.00 13.00 6.00 4.00 14.00 63.00 3,578.00 28.00 18.00 6.00 4.00 10.00 66.00 3,754.75 29.00 13.00 6.00 4.00 15.00 67.00 3,753.75 26.00 13.00 6.00 4.00 15.00 64.00 3,816.75 (2.00) (5.00) 5.00 (2.00) 62.00 (7.1%) (27.8%) 0.0% 0.0% 50.0% (3.0%) 1.7% 861 Maricopa County Annual Business Strategies FY 2015 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 Counseling Supervisor Counselor Crime Scene Specialist-Sheriff Crime Scene Supervisor Criminal Intelligence Analyst Custodial Manager Custodial Supervisor Custodian Database Administrator Database Administrator - Senior/Lead Department Facilities Planner Detention Officer Detention Officer Captain Detention Officer Lieutenant Detention Officer Sergeant Dietitian/Nutritionist Education Manager - Detention Educator - Detention Educator Assistant Educator Supervisor - Detention Elected Emergency Communication Manager 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 Finance/Business Analyst - County Fingerprint Analyst Fingerprint Supervisor Fingerprint Technician REVISED TO ADOPTED FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 4.00 4.00 5.00 4.00 5.00 0.0% 12.00 11.00 13.00 15.00 13.00 0.0% 2.00 1.00 N/A 19.00 20.00 22.00 22.00 22.00 0.0% 1.00 N/A 1.00 2.00 1.00 2.00 2.00 1.00 100.0% 4.00 4.00 4.00 4.00 4.00 0.0% 6.00 6.00 5.00 5.00 5.00 0.0% 3.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 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% 4.00 4.00 5.00 5.00 4.00 (1.00) (20.0%) 2.00 2.00 4.00 4.00 4.00 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 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% 1.00 1.00 1.00 0.0% 4.00 8.00 8.00 8.00 8.00 0.0% 8.00 9.00 10.00 10.00 10.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 5.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 0.0% 33.00 33.00 33.00 0.0% 4.00 4.00 1.00 4.00 4.00 3.00 300.0% 3.00 (3.00) (100.0%) 1.00 1.00 1.00 1.00 0.0% 1,887.00 1,894.00 1,915.00 1,915.00 1,975.00 60.00 3.1% 11.00 13.00 13.00 13.00 13.00 0.0% 65.00 65.00 70.00 70.00 70.00 0.0% 202.00 203.00 203.00 203.00 203.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 17.00 17.00 20.00 17.00 20.00 0.0% 14.00 14.00 14.00 14.00 14.00 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 1.00 0.0% 4.00 4.00 7.00 7.00 7.00 0.0% 29.00 29.00 33.00 33.00 35.00 2.00 6.1% 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% 2.00 2.00 23.00 23.00 23.00 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% 4.00 4.00 4.75 4.75 4.75 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 4.00 4.00 4.00 0.0% 1.00 1.00 2.00 2.00 2.00 0.0% 1.00 1.00 N/A 16.00 16.00 16.00 16.00 16.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 14.00 14.00 14.00 14.00 14.00 0.0% 862 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Market Range Title (continued) ` MARKET RANGE TITLE Food Service Worker Food Services Assistant Manager Food Services Manager Food Services Shift Supervisor Food Services Supervisor General Laborer General Laborer Supervisor GIS Programmer/Analyst GIS Programmer/Analyst - Senior/Lead GIS Technician Help Desk Coordinator Help Desk Coordinator - Sr/Ld Human Resources Analyst Human Resources Manager Human Resources Specialist Human Resources Support Supv Internal Auditor Investigator IT Consultant IT Division Manager IT Program Manager IT Senior Manager IT Services Supv Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv Laundry Manager Laundry Worker Lead 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 Mechanic - Aviation Mechanic Supervisor - Aviation Nurse Office Assistant Office Assistant Specialized Operations Support Analyst Operations Support Anlst-Sr/Ld Operations/Program Manager Operations/Program Supervisor PC/LAN Technician PC/LAN Technician - Senior/Lead Pilot Polygraph Examiner Polygraph Examiner Supervisor Procurement Specialist Procurement Supervisor - Dept Program Coordinator Program Supervisor Programmer/Analyst Programmer/Analyst - Senior/Lead REVISED TO ADOPTED FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 10.00 10.00 39.00 39.00 38.00 (2.6%) (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% 12.00 12.00 11.00 11.00 11.00 0.0% 1.00 1.00 2.00 2.00 2.00 0.0% 37.00 37.00 1.00 1.00 1.00 0.0% 5.00 5.00 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 2.00 2.00 2.00 0.0% 3.00 3.00 3.00 3.00 0.0% 3.00 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% 5.00 8.00 7.00 7.00 7.00 0.0% 2.00 2.00 2.00 2.00 0.0% 2.00 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 1.00 N/A 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 4.00 4.00 3.00 (1.00) (25.0%) 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 63.00 63.00 63.00 63.00 63.00 0.0% 7.00 7.00 10.00 10.00 10.00 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 0.0% 22.00 22.00 22.00 22.00 23.00 1.00 4.5% 30.00 30.00 34.00 34.00 34.00 0.0% 567.00 550.00 578.00 578.00 578.00 0.0% 89.00 88.00 104.00 104.00 104.00 0.0% 11.00 12.00 19.00 19.00 19.00 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% 2.00 1.00 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% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 56.00 56.00 52.00 52.00 54.00 2.00 3.8% 28.00 27.00 31.00 31.00 30.00 (1.00) (3.2%) 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 4.00 4.00 5.00 4.00 4.00 (1.00) (20.0%) 5.00 3.00 2.00 2.00 2.00 0.0% 5.00 5.00 5.00 5.00 5.00 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 3.00 3.00 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 5.00 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 N/A 5.00 5.00 6.00 6.00 6.00 0.0% 4.00 4.00 4.00 3.00 4.00 0.0% 863 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Market Range Title (continued) ` MARKET RANGE TITLE Property & Evidence Custodian Psychologist Security Officer Sheriff Record Specialist Sheriff Record Specialist Lead Sheriff Record Specialist Supv Sheriff's Inmate Prog/Svcs Mgr Social Worker Social Worker Supervisor Special Projects Manager Systems Admin & Analysis Mgr Systems Administrator Systems Administrator - Senior/Lead Technical Support Mgr Telecomm Prgrmr/Analyst-Sr/Ld Telecommunications Tech Telecommunications Tech-Sr/Ld Trades Specialist Trades Supervisor Warehouse/Inventory Specialist Warehouse/Inventory Supervisor Web Designer/Developer Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 5.00 5.00 6.00 6.00 6.00 0.0% 2.00 2.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 48.00 49.00 51.00 51.00 51.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 8.00 8.00 8.00 8.00 8.00 0.0% 1.00 1.00 1.00 0.0% 44.00 44.00 48.00 48.00 48.00 0.0% 8.00 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 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 5.00 5.00 5.00 5.00 5.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 2.00 2.00 2.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 7.00 7.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 18.00 18.00 21.00 21.00 21.00 0.0% 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 N/A 3,572.00 3,578.00 3,754.75 3,753.75 3,816.75 62.00 1.7% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 251 SHERIFF GRANTS 252 INMATE SERVICES 255 DETENTION OPERATIONS 258 SHERIFF TOWING AND IMPOUND Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1,046.00 1,044.00 1,128.75 1,130.75 1,129.75 1.00 0.1% 29.00 24.00 27.00 27.00 27.00 0.0% 112.00 118.00 135.00 132.00 135.00 0.0% 2,385.00 2,390.00 2,462.00 2,462.00 2,523.00 61.00 2.5% 2.00 2.00 2.00 2.00 0.0% 3,572.00 3,578.00 3,754.75 3,753.75 3,816.75 62.00 1.7% Significant Variance Analysis The Sheriff’s Office has increased their staff by a net of 62.00 FTE. 60 FTE Detention Officers were created for the Jail Wagon Program and the Medical Team Staffing. A net decrease of 2.0 FTE IT and administrative positions were inactivated to better meet business needs. 1.0 FTE Financial Analyst will be reallocated from Finance Department to MCSO for Jail Per Diem Collection. 3.0 FTE Educators Detention were created due to the increase in jail population, the increase in demand for evidenced based programming and to support the transition from jail to community. General Adjustments Personnel: • FY 2015 personnel expenditures increased due to the annualization of County performance pay and market adjustments in FY 2014. Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $1,635,173 for the impact of changes in retirement contribution rates. • Increase expenditure budget by $314,453 for repairs and maintenance for IT. 864 Maricopa County Annual Business Strategies FY 2015 Adopted Budget • • • • • • • • • • • • • • Department Strategic Plans and Budgets Sheriff Decrease expenditure budget by $495,546 for the terminations of the Wells Fargo Lease as MCSO has moved into new headquarters location. Increase expenditure budget by $92,617 due to an increase in uniform allowance. Increase Overtime by $955,399 due to ongoing vacancies of Deputies. Decrease expenditure budget by $284,682 due to the pay rate reconciliation and the MGT staffing study finalization. Decrease expenditure budget by a net of $15,969 to right size Supplies and Services. Increase expenditure budget by $21,000 for conversion of cell phones from BlackBerrys to IPhones. Decrease expenditure budget by $42,664 for the savings from change in IT Personnel Structure. Decrease Internal Services Charges by $299,095 for the impact of changes in risk management charges. Increase Personnel Savings by $672,630. In FY 2015, Personnel Savings has been budgeted at 3.5% from 3.3% in FY 2014. The Sheriff’s Office will be actively recruiting for deputy positions but the hiring and training process takes nearly a full year. Reallocate $89,868 for the 1.0 FTE Financial Analyst from the Finance Department to MCSO for Jail Per Diem Collection. Reallocate $1,901,167 for administrative cost allocation between General Fund and Detention Fund. Increase expenditure budget by $15,901 for IT Annual Market Adjustment. Increase expenditure budget by $34,133 for Justice System Support Market Adjustment. Increase expenditure budget by $139,216 to provide dispatch to Maricopa County Attorney. General Fund (100) MCSO Judgment Order Operating • Increase Regular Benefits by $80,006 for the impact of changes in retirement contribution rates. • Decrease expenditure budget by $1,725,000 for the reallocation of funding from MCSO to NonDepartmental for the Court Monitor. • Decrease expenditures budget by $100,000 for Court Monitor rent and supplies as they will be paid from Non Departmental. Sheriff Donation Fund (203) Operating • Decreased Revenue and Expenditures by $6,300 based on historical trends. Sheriff Rico Fund (212) Operating • Decrease Revenue and Expenditures by $750,000 based on historical trends. Sheriff Grants Fund (251) Operating • Increase Regular Benefits by $32,644 for the impact of changes in retirement contribution rates. • Increase Internal Service Charges by $126,269 for the impact of changes in risk management charges. • Decrease Revenue by $289,547 and Expenditures by $436,826 to reflect a reduction in grant awards for FY 2015. Inmate Services Fund (252) Operating • Increase Regular Benefits by $5,877 for the impact of changes in retirement contribution rates. • Decrease Internal Service Charges by $151,171 for the impact of the changes in risk management charges. • Decrease Supplies and Services by $509,356 to achieve structural balance. 865 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Inmate Health Services Fund (254) Operating • Increase Revenue by $34,360 due to an increase in co-pay collection. • Increase Medical Supplies by $34,360 to achieve structural balance. Detention Fund (255) Operating • Increase Regular Benefits by $301,528 for the impact of changes in retirement contribution rates. • Increase expenditure budget by $2,117,207 for the pay rate reconciliation and the MGT staffing study finalization. • Increase expenditure budget by $56,240 due to an increase in uniform allowance. • Decrease expenditure budget by $496,093 to right size repairs and maintenance for IT. • Increase expenditure budget by $93,294 to right size supplies and services. • Increase Internal Service Charges by $494,044 for the impact of the changes in risk management charges. • Increase Personnel Savings by $474,934. In FY 2015, Personnel Savings has been budgeted at 6.08% from 5.54% in FY 2014. MCSO anticipates recruiting detention staff to fill all recommended positions per MGT staffing study. • Reallocate $1,901,167 for administrative cost allocation between General Fund and Detention Fund. • Increase expenditure budget by $116,680 for Justice Support Market Adjustment. 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 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 99.5% 99.4% FY 2015 ADOPTED 99.5% REV VS ADOPTED VAR % 0.0% 0.0% 71.1% 69.9% 72.2% 74.7% 4.8% 6.9% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 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. 866 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of successful court paper service attempts Court papers served Number of court papers requiring service Total activity expenditure per court paper served FY 2013 ACTUAL 71.1% $ 23,431 34,144 174.40 100 - GENERAL TOTAL SOURCES $ $ 596,323 596,323 100 - GENERAL 212 - SHERIFF RICO TOTAL USES $ 4,086,286 37 $ 4,086,323 FY 2014 FY 2014 REVISED FORECAST 69.9% 72.2% $ 24,004 36,932 213.55 $ $ 639,000 639,000 $ 20,903 30,086 218.76 $ $ 539,387 539,387 REV VS ADOPTED VAR % 4.8% 6.9% FY 2015 ADOPTED 74.7% $ 21,896 32,032 288.00 $ $ 635,000 635,000 $ (2,108) (4,900) (74.45) -8.8% -13.3% -34.9% $ $ (4,000) (4,000) -0.6% -0.6% $ (1,180,046) 110 $ (1,179,936) -23.0% 100.0% -23.0% Expenditure $ 5,125,915 110 $ 5,126,025 $ 4,572,722 47 $ 4,572,769 $ 6,305,961 $ 6,305,961 Activity Narrative: Expenditures are increasing in FY 2015 as a result of additional Law Enforcement Officers and Sheriff Records Specialists assigned to this Activity, due to the MGT Law Enforcement Staffing Study. Staff also received market pay adjustments and County-wide merit pay increases. In addition, the Judicial Enforcement Division will be purchasing a new Records Management System Module. This module will be a component to the new Computer Aided Dispatch (CAD) system recently purchased by the County. Currently, deputies assigned to this Division perform duties by traveling all over the county and must return to the office at the end of the day to record their activities. With the new module, deputies will be able to record their activities performed while still in the field. This enhancement will increase efficiency in services of process and ensure data and reporting accuracy. The output for the number of court papers served is expected to increase in FY 2015 when compared to FY 2014 Forecast. The demand for the number of court papers requiring service is expected to decrease in FY 2015, based on FY 2014 Forecast. Base Adjustment: General Fund (100) Operating • Increase expenditure budget by $82,000 for the Records Management System licensing costs. General Fund (100) CAD RMS Non Recurring Non Project • Carry forward of $146,847 for Computer Aided Dispatch (CAD) Records Management System (RMS) Contractors. General Fund (100) Records Management Non Recurring Non Project • One-time funding of $676,000 for the purchase of Records Management System. 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. 867 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of no injury incident responses at the courts Number of court arrests/removals Number of court incidents Total activity expenditure per court incident response 100 - GENERAL TOTAL USES FY 2014 FY 2014 FORECAST REVISED 100.0% 100.0% FY 2013 ACTUAL 100.0% $ 1,326 551 5,825.65 $ 3,209,935 $ 3,209,935 $ 1,028 544 6,795.09 $ 3,696,527 $ 3,696,527 $ 1,381 511 6,909.83 $ 3,530,922 $ 3,530,922 FY 2015 ADOPTED 100.0% 1,292 552 7,005.65 $ 3,867,118 $ 3,867,118 $ REV VS ADOPTED % VAR 0.0% 0.0% $ 264 8 (210.56) 25.7% 1.5% -3.1% $ $ (170,591) (170,591) -4.6% -4.6% Activity Narrative: The output for the number of court arrests/removals is expected to decrease in FY 2015, when compared FY 2014 Forecast, as a decrease in high-profile cases is anticipated. Expenditures are increasing in FY 2015 due to additional Law Enforcement Officers assigned to this Activity as a result of the MGT Law Enforcement Staffing Study, as well as market pay adjustments and County-wide merit pay increases. Extraditions Activity The purpose of the Extraditions Activity is to provide for the return of prisoners who are wanted on Maricopa County Superior Court warrants and are in custody elsewhere to the State of Arizona and Maricopa County so they can appear in court as requested and without incident. Mandates: A.R.S. Title 13, Chapter 38, Article 5 (§§13-3841 through 13-3870.02) establishes the rules for and conditions under which a law enforcement agency is required to facilitate extraditions from other jurisdictions. Measure Type Result Output Measure Description Percent of subjects returned within court requested time frame Number of subjects returned Demand Number of requests for return of subjects Expenditure Total activity expenditure per subject returned Ratio Expenditure 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES FY 2013 ACTUAL 100.0% $ FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 534 508 549 532 24 534 508 549 532 24 4.7% 3,237.33 $ 1,422 1,727,313 $ 1,728,735 $ $ FY 2015 ADOPTED 100.0% 3,771.37 $ 3,573.58 $ 7,260 1,908,594 $ 1,915,854 $ 7,114 1,954,783 $ 1,961,897 $ 4.7% 3,575.07 $ 196.29 5.2% 7,260 1,894,678 $ 1,901,938 $ 13,916 13,916 0.0% 0.7% 0.7% $ Activity Narrative: The MCSO aircraft was not flight-ready from July 2013 through March 2014 due to mechanical issues. While this did not have an impact on demand and output, it did cause an increase in expenditures due to the Extradition Unit having to use private transport companies for the return of prisoners to Maricopa County. Base Adjustments: General Fund (100) Operating • Reallocate $51,537 for Extradition Personnel Costs from Detention Fund (255) to General Fund (100). Detention Fund (255) Operating • Reallocate $51,537 for the Extradition personnel costs from Detention Fund (255) to General Fund (100). 868 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Inmate Transport Activity The purpose of the Inmate Transport Activity is to provide confined and secured prisoner/inmate transportation, primarily to court, to prisoners and inmates so they can arrive at scheduled destination points without incident. Mandates: A.R.S. §11-441 establishes that the Sheriff’s Office is responsible to bring all persons who attempt to commit or have committed a crime before a judge for examination. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of court transports where there are no incidents Number of inmates transported to court Number of inmates required to be in court Total activity expenditure per inmate transported to court FY 2013 ACTUAL 100.0% $ 136,195 137,113 93.59 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ FY 2014 FY 2014 REVISED FORECAST N/A 99.4% $ 138,828 140,028 98.35 $ 141,269 143,021 98.68 - $ $ - $ $ 50,521 12,696,073 $ 12,746,594 $ 30,375 13,622,975 $ 13,653,350 $ FY 2015 ADOPTED 99.5% REV VS ADOPTED VAR % N/A N/A $ 143,756 145,996 106.65 $ - $ $ 90,000 90,000 $ $ 19,213 13,921,522 $ 13,940,735 $ 90,001 30,375 15,211,062 $ 15,331,438 $ 4,928 5,968 (8.30) 90,000 90,000 3.5% 4.3% -8.4% N/A N/A Expenditure (90,001) (1,588,087) $ (1,678,088) N/A 0.0% -11.7% -12.3% Activity Narrative: Expenditures are increasing as the Jail Wagon Program will become a permanent program in FY 2015. This program will help reduce the significant amount of time law enforcement staff spend booking defendants into jail. As a result, additional Detention Officers and vehicles will be needed to support the Jail Wagon Program. In FY 2015, an increase is expected in the demand for the number of inmates required to be in court, and the output for the number of inmates transported to court, based on FY 2014 Forecast. Base Adjustment: Detention Fund (255) Operating • Increase expenditure budget by $1,471,652 for the Jail Wagon Program. Detention Fund (255) Jail Wagon Vehicles Non Recurring Non Project • One-time funding of $140,000 for the purchase of vehicles for the Jail Wagon Program. Custody Management Program The purpose of the Custody Management Program is to provide a safe and secure detention environment to inmates assigned to Sheriff’s custody so they can be safely, properly, and expeditiously processed through the system Mandates: A.R.S. §§11-441 and 31-121 establish that the Sheriff’s Office is responsible for the operation of County jails and detention, including receiving and providing food, clothing, and bedding for all persons who are committed to jail. 869 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff Program Results Measure Description Percent of Alpha program participants who graduate from the Alpha program Percent of Alpha program graduates who do not return to jail within 2 years on substance abuse charges, non-drug charges or probation violations Percent of adult inmate participants who receive GEDs Percent of Jail Institutional Services inmate labor hours requested met Percent of inmate canteen and optional services revenue expended on inmate benefit and welfare programs Percent of inmate participants that complete skills or training course requirements 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 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED 75.1% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 75.0% N/A N/A 6.5% 5.0% 5.3% 7.1% 2.1% 42.9% N/A N/A 68.0% 100.0% N/A N/A 35.3% 46.3% 46.5% 46.3% (0.0%) -0.1% N/A N/A 100.0% 100.0% N/A N/A 6.7% 1.1% 4.0% 99.9% 10.2% 99.4% 10.0% 99.7% 6.0% (0.2%) 148.2% -0.2% 2.7% 2.3% 0.7% 0.7% (1.6%) -69.0% 99.9% 99.8% 100.0% 99.9% 0.1% 0.1% 100.0% 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: Discretionary. 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. 870 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Output Output Demand Expenditure Ratio Revenue Measure Description % of inmate canteen and optional services revenue expended on inmate benefit and welfare programs # of inmate services dollars expended on inmate benefit and welfare programs # of inmate canteen packages delivered # of dollars collected from inmate canteen and services operations # of orders for inmate canteen packages Total activity expenditure per inmate canteen dollar generated FY 2014 FY 2014 FORECAST REVISED 91.5% 46.0% FY 2013 ACTUAL 35.3% $ FY 2015 ADOPTED 46.3% REV VS ADOPTED % VAR -49.4% (45.2%) 4,076,465 5,430,296 5,085,613 5,101,134 (329,162) -6.1% 404,985 11,562,260 411,836 11,728,500 295,010 11,261,980 359,644 11,459,500 (52,192) (269,000) -12.7% -2.3% (52,192) 0.06 -12.7% 14.6% 404,985 0.35 $ 411,836 0.41 $ 295,010 0.32 $ 359,644 0.35 $ 252 - INMATE SERVICES 254 - INMATE HEALTH SERVICES TOTAL SOURCES $ 11,751,239 $ 11,751,239 $ 12,134,929 $ 12,134,929 $ 10,663,230 $ 10,663,230 $ 10,959,504 200,000 $ 11,159,504 $ (1,175,425) 200,000 $ (975,425) -9.7% N/A -8.0% 252 - INMATE SERVICES 254 - INMATE HEALTH SERVICES TOTAL USES $ 4,075,188 $ 4,075,188 $ 4,828,628 $ 4,828,628 $ 3,623,730 $ 3,623,730 $ 3,829,904 200,000 $ 4,029,904 $ 20.7% N/A 16.5% Expenditure $ 998,724 (200,000) 798,724 Activity Narrative: Changes to Federal Communications Commission (FCC) regulations restricting charges on phone calls made by inmates became effective in FY 2014, which will reduce future revenue. In addition, canteen sales were lower than historical levels in FY 2014. With these two issues combined, revenue is expected to decrease in FY 2015 by 5.7% when compared to the FY 2014 Revised budget. The demand for the number of orders for inmate canteen packages is expected to decrease in FY 2015, based on FY 2014 Forecast. Base Adjustments: Inmate Services Fund (252) Operating • Decrease Revenue by $654,650 due to a decrease in canteen sales and phone revenue. 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. 871 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Output Output Demand Expenditure Ratio Revenue Measure Description Percent of inmates not assaulted by other inmates while in custody Number of inmate meals served Number of pounds of items laundered Number of inmates served daily in Sheriff's detention facilities Number of inmates assigned to Sheriff's detention facilities (ADJP) Total activity expenditure per inmate in Sheriff's custody FY 2013 ACTUAL 1.1% FY 2014 REVISED 99.9% FY 2014 FORECAST 99.4% FY 2015 ADOPTED 99.7% 9,920,902 3,822,539 N/A 10,398,440 4,243,324 N/A 9,844,656 3,405,104 N/A 9,949,862 3,401,560 33,628 8,244 8,214 8,250 8,245 31 0.4% N/A N/A 3,204.53 N/A N/A 0.0% -100.0% 10.8% 9.6% N/A $ REV VS ADOPTED VAR % (0.2%) -0.2% (448,578) (841,764) N/A 214 - SHERIFF JAIL ENHANCEMENT 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL SOURCES $ 1,460,447 173,058 29,066,752 $ 30,700,257 $ 1,482,444 165,060 28,020,952 $ 29,668,456 $ 1,476,717 264,844 28,597,053 $ 30,338,614 $ 1,482,444 31,037,228 $ 32,519,672 $ (165,060) 3,016,276 $ 2,851,216 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ $ $ $ $ -4.3% -19.8% N/A Expenditure 869,515 981,953 1,343 95,245,537 $ 97,098,348 1,055,968 1,297,184 165,640 105,552,334 $108,071,126 543,105 1,134,131 88,374 104,676,598 $106,442,208 1,160,797 1,179,372 105,421,599 $107,761,768 $ (104,829) 117,812 165,640 130,735 309,358 -9.9% 9.1% 100.0% 0.1% 0.3% Activity Narrative: The jail population and the meals served are continuing to increase due to an increase in the Average Daily Population. The Average Daily Population is increasing due to longer lengths of stay as bookings exceed releases. The output for the number of pounds of items laundered is expected to decrease in FY 2015 as laundry for juveniles will no longer be done by MCSO. Revenue is expected to increase in FY 2015 as a result of the increase in the booking rate and housing rate charged to cities and towns for taking inmates into County detention facilities. The booking rate is increasing from $251.53 to $266.41 and the housing rate is increasing from $78.94 to $81.85. Jail Housing Rates Jail Per Diem Rates FY 2015 FY 2014 Variance Booking Rate $ 266.41 $ 251.53 $ 14.88 Housing Rate $ 81.85 $ 78.94 $ 2.91 % 5.9% 3.7% Base Adjustments: Detention Fund (255) Operating • Increase revenue budget by $2,942,766 due to an increase in booking and per diem charges to cities and towns. • Increase expenditure budget by $215,585 for the increase in refrigerated truck leases. Detention Fund (255) Washing Machines Non Recurring Non Project • One-time funding of $350,000 for the purchase of washing machines for the jails. Detention Fund (255) Jail Kitchen Equipment Non Recurring Non Project • One-time funding of $300,000 for the purchase of jail kitchen equipment. Detention Fund (255) Kitchen Installation Non Recurring Non Project • One-time funding of $340,000 for kitchen installation. 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. 872 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 Output Demand Demand Expenditure Ratio Revenue REV VS ADOPTED Measure FY 2013 FY 2014 FY 2014 FY 2015 Description ACTUAL REVISED FORECAST ADOPTED VAR % 6.5% Percent of adult inmate participants who 5.0% 5.3% 7.1% 2.1% 42.9% receive GEDs Number of inmates participating in education 1,306 1,600 1,350 1,324 (276) -17.3% classes Number of adult inmates that participate in N/A N/A N/A 1,400 N/A N/A GED classes Number of inmates for which education 1,152 1,600 1,306 1,348 (252) -15.8% classes are mandated Number of qualifying inmates participating in 355 400 493 440 40 10.0% mandatory special education classes Total activity expenditure per inmate education $ 978.43 $ 1,523.14 $ 1,226.56 $ 1,748.76 $ (225.62) -14.8% participant 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 264,516 264,516 $ $ 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 584,679 584,679 $ $ 239,455 570 1,028,044 9,755 $ 1,277,824 $ 569,816 1,862,748 4,452 $ 2,437,016 $ 490,379 490,379 $ $ 335,137 1,313,303 7,414 $ 1,655,854 $ 516,852 516,852 $ $ (67,827) (67,827) 515,206 1,795,695 4,452 $ 2,315,353 $ 54,610 67,053 121,663 -11.6% -11.6% Expenditure $ 9.6% N/A 3.6% 0.0% 5.0% Activity Narrative: The demand for the number of inmates for which education classes are mandated is expected to decrease in FY 2015, based on the FY 2014 Forecast. Revenues will be decreasing by 11.6% when compared to FY 2014 Revised due to a decrease in grant awards received for education. Expenditures are expected to increase when compared to FY 2014 Forecast as a result of an additional 3.0 FTE Educators created due to the increase in jail population, the increase in demand for evidenced based programming and to support the transition from jail to community. 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. 873 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Demand Demand Expenditure Ratio Revenue 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 prisoner fingerprint records verified Number of prisoners accepted for booking Number of inmates ordered for release Total activity cost (IIAR) per inmate processed into and out of the jails. FY 2013 ACTUAL 99.9% 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL SOURCES $ 251 - SHERIFF GRANTS 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ FY 2014 FY 2014 REVISED FORECAST 99.8% 100.0% 100.0% 107,905 100.0% 112,160 100.0% 107,366 100.0% 107,368 0.0% (4,792) 0.0% -4.3% 136,326 107,905 107,742 N/A 127,992 112,160 110,952 N/A 135,621 107,366 107,536 N/A $ 135,984 107,468 108,604 101.70 7,992 (4,692) (2,348) N/A 6.2% -4.2% -2.1% N/A 178,221 9,528 187,749 $ 287,400 18,000 305,400 (85,831) 18,000 (67,831) -23.0% N/A -18.2% 252,901 51,382 20,042,934 $ 20,347,217 $ 89,193 25,519 (1,166,350) $ (1,051,638) 23.9% N/A 29.2% -5.8% -5.1% 193,526 20,108 213,634 $ 209,500 290 167,142 19,033,244 $ 19,410,176 $ $ REV VS ADOPTED VAR % 0.1% 0.1% FY 2015 ADOPTED 99.9% $ 373,231 373,231 $ $ $ $ $ Expenditure 373,231 87,433 20,239,184 $ 20,699,848 $ 284,038 61,914 21,405,534 $ 21,751,486 $ Activity Narrative: The Sheriff Grants Fund is expected to decrease in FY 2015 by 23% due to a decrease in grant awards when compared to the FY 2014 Revised budget. Expenditures have been reduced to reflect the decrease in revenue. The Detention Operations Fund is expected to increase in FY 2015 due to the replacement of the Interactive Voice Response (IVR) System, as the current system is at its end-of-life and not capable of handling the volume of calls received. Base Adjustment: Sheriff Grants Fund (251) Operating • Reallocate $11,634 for funding for shortfall from Sheriff Grants Fund (251) to Detention Fund (255). Detention Fund (255) Operating • Reallocate $11,634 for funding shortfall from Sheriff Grants Fund (251) to Detention Fund (255). Detention Fund (255) MCSO IVR Non Recurring Non Project • One-time funding of $905,000 for the purchase of the Interactive Voice Response System so that callers can receive accurate and current information about inmates in a timely fashion. 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: Discretionary. 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. 874 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of Jail Institutional Services inmate labor hours requested met Number of inmate labor hours worked Number of inmate labor hours requested for Jail Institutional Services Divisions Total activity expenditure per inmate labor hour worked FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A 68.0% 478,102 634,409 640,000 846,388 REV VS ADOPTED VAR % N/A N/A FY 2015 ADOPTED 100.0% 637,207 931,159 665,480 929,356 25,480 82,968 4.0% 9.8% $ 0.82 $ 0.67 $ 0.67 $ 0.66 $ 0.01 1.3% 203 - SHERIFF DONATIONS TOTAL SOURCES $ $ 1,000 1,000 $ $ - $ $ - $ $ - $ $ - N/A N/A 255 - DETENTION OPERATIONS TOTAL USES $ $ 391,832 391,832 $ $ 427,645 427,645 $ $ 428,418 428,418 $ $ 438,946 438,946 $ $ Expenditure (11,301) (11,301) -2.6% -2.6% Activity Narrative: As the gathering of data for this Activity improved significantly in FY 2014, the demand for the number of inmate labor hours requested for Jail Institutional Services Divisions and the output for the number of inmate labor hours worked are expected to increase in FY 2015, based on FY 2014 Forecast. 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 Demand Demand Expenditure Ratio Expenditure Measure Description Percent of grievances heard Number of inmates who receive mandated services Number of inmates Number of inmate grievances filed Total activity expenditure per inmate for mandated services 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL USES FY 2013 ACTUAL 6.7% 8,098 $ $ 8,098 13,766 384.10 10,402 699,922 11,731,192 $ 12,441,516 FY 2014 FY 2014 REVISED FORECAST 4.0% 10.2% 8,214 8,038 $ $ 8,214 10,128 452.15 5,436 733,165 14,117,207 $ 14,855,808 $ $ 8,038 15,780 452.21 16,234 754,651 13,767,664 $ 14,538,549 FY 2015 ADOPTED 10.0% 8,098 $ $ 8,098 16,200 509.47 6,797 624,733 140,000 15,731,298 $ 16,502,828 REV VS ADOPTED VAR % 6.0% 148.2% (116) -1.4% (116) 6,072 (57.32) -1.4% 60.0% -12.7% (1,361) 108,432 (140,000) (1,614,091) $ (1,647,020) -25.0% 14.8% N/A -11.4% -11.1% $ $ Activity Narrative: Emergency room runs and other hospital/medical related transports have increased in the past two years. Furthermore, the secure ward at the Maricopa Integrated Healthcare Systems (MIHS) has closed and now inmates are held in standard rooms, requiring additional supervision by detention staff. As a result, expenditures are expected to increase in FY 2015 due to additional Detention Officers needed to appropriately staff this unit and to purchase vehicles for transport. As the gathering of data for this Activity improved significantly, the demand for the number of inmate grievances filed and the output for the number of inmate grievances reviewed are expected to increase in FY 2015, based on FY 2014 Forecast. 875 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Base Adjustment: Detention Fund (255) Operating • Increase expenditure budget by $2,060,135 for the Medical Staffing Team. Inmate Health Services (254) Non Recurring Non Project • One-time funding of $140,000 for the purchase of Medical Staffing Team Vehicles. 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: Discretionary. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of inmate participants that complete skills or training course requirements 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 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A 7,221 7,296 8,511 8,560 1,264 17.3% 7,221 7,296 8,511 8,560 1,264 17.3% $ 192.78 $ 225.32 $ 178.48 $ 226.19 $ (0.86) -0.4% 203 - SHERIFF DONATIONS TOTAL SOURCES $ $ 16,831 16,831 $ $ 19,296 19,296 $ $ 21,187 21,187 $ $ 19,000 19,000 $ $ (296) (296) -1.5% -1.5% 203 - SHERIFF DONATIONS 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES TOTAL USES $ 505 1,391,592 $ 1,392,097 $ 19,299 1,690 1,622,956 $ 1,643,945 $ 8,632 2,013 1,508,385 $ 1,519,030 $ 114,676 1,690 1,819,787 $ 1,936,153 $ (95,377) (196,831) (292,208) -494.2% 0.0% -12.1% -17.8% Expenditure $ Activity Narrative: The demand for the number of inmates eligible for skills training programs is expected to increase in FY 2015, as an increase in participants was seen in FY 2014. Expenditures are expected to increase in FY 2015 for one-time funding for the purchase of a new vehicle for the MASH Unit. Base Adjustment: Sheriff Donations Fund (203) Non Recurring Non Project • Increase budget by $100,000 for the purchase of a new vehicle for the MASH Unit. 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: Discretionary. 876 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Demand Demand Expenditure Ratio Revenue Measure Description Percent of Alpha program participants who graduate from the Alpha program Percent of Alpha program graduates who do not return to jail within 2 years on substance abuse charges, non-drug charges or probation violations Number of Alpha program participants Number of inmates screened for program admission Number of qualified inmates for Alpha program Total activity expenditure per Alpha program participant FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A N/A N/A N/A 1,087 1,044 347 456 347 468 REV VS ADOPTED VAR % N/A N/A FY 2015 ADOPTED 75.1% 75.0% N/A 1,157 1,063 19 1.8% 453 456 - 0.0% 473 496 28 6.0% 6.0% N/A $ 923.80 $ 1,303.39 $ 1,003.22 $ 1,225.76 $ 77.63 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL SOURCES $ 23,482 23,482 $ 91,500 91,500 $ 36,234 38,125 74,359 $ - $ (91,500) (91,500) N/A -100.0% -100.0% 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES 13,249 983 985,565 4,379 $ 1,004,176 31,933 19,451 1,109,337 $ 1,160,721 $ 57,992 (240) 57,752 N/A 0.0% 4.3% N/A 4.2% $ $ $ $ $ Expenditure $ 6,759 1,353,981 $ 1,360,740 $ $ 6,759 1,295,989 240 $ 1,302,988 $ $ Activity Narrative: The result measures for this activity are new for FY 2015 and historical data is not available for comparison. As the gathering of data for this Activity improved in late FY 2014, the demand for the number for the number of qualified inmates for Alpha program is expected to increase in FY 2015. MCSO will review the measures for this Activity during their Strategic Business Plan update for FY 2016 to more accurately reflect the upcoming changes in the program. 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. Measure Type Result Output Output Demand Expenditure Ratio Revenue 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 2014 FY 2014 REVISED FORECAST 2.3% 0.7% FY 2013 ACTUAL 2.7% FY 2015 ADOPTED 0.7% REV VS ADOPTED VAR % (1.6%) -69.0% 51,782 53,676 146,586 146,550 92,874 173.0% 27 51,782 20 53,676 27 156,586 20 146,550 92,874 0.0% 173.0% $ 42.86 $ 47.29 $ 17.24 $ 16.76 $ 30.53 64.6% 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 42,704 42,704 $ $ 67,869 67,869 $ $ 40,638 40,638 $ $ 48,454 48,454 $ $ (19,415) (19,415) -28.6% -28.6% 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ 40,525 13,880 2,165,090 $ 2,219,495 $ 67,869 14,197 2,456,386 $ 2,538,452 $ 41,713 5,646 2,480,405 $ 2,527,764 $ 48,454 14,197 2,394,239 $ 2,456,890 $ 19,415 62,147 81,562 28.6% 0.0% 2.5% 3.2% Expenditure 877 $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff Activity Narrative: As the gathering of data for this Activity improved significantly; the demand for the number of jail intelligence items/requests, and the output for the number of jail intelligence items processed are expected to increase in FY 2015, based on FY 2014 Forecast. 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 hrs. or less Percent of information system availability (24x7) Percent of applicants hired Percent of Sheriff's personnel who meet annual training requirements Percent of responses indicating the individual is more knowledgeable about Sheriff's Office programs Percent of requests to produce/furnish evidentiary items in storage met Percent of flight mission requests met for extraditions FY 2013 ACTUAL 82.8% FY 2014 FY 2014 REVISED FORECAST 81.6% 71.4% FY 2015 ADOPTED 84.4% REV VS ADOPTED VAR % 2.8% 3.5% 99.7% 99.6% 99.7% 99.6% 0.0% 0.0% 56.5% 0.0% 59.2% 100.0% 33.8% 96.6% 33.7% 100.0% (25.6%) 0.0% -43.2% 0.0% N/A N/A N/A 75.0% N/A N/A 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% 66.0% 1.2% 78.8% 12.8% 19.4% 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: Discretionary. 878 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Output Output Demand Demand Demand Expenditure Ratio Expenditure Measure Description Percent of flight mission requests met for extraditions Number of missions flown Number of fixed wing missions flown Number of helicopter missions flown Number of requests for prisoner transports (Aviation Extradition Missions) Number of flight missions requested Number of helicopter missions requested Total activity expenditure per aviation mission flown 100 - GENERAL 203 - SHERIFF DONATIONS 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT TOTAL USES FY 2013 ACTUAL 0.0% $ FY 2014 FY 2014 REVISED FORECAST 66.0% 1.2% FY 2015 ADOPTED 78.8% 1,244 N/A N/A 97 1,516 N/A N/A 120 1,279 N/A N/A 42 801 N/A 2,019.78 $ 944 N/A 1,955.55 $ 1,058 N/A 2,530.77 $ $ 2,508,382 459 2,336 1,424 $ 2,512,601 $ 2,913,473 51,134 $ 2,964,607 $ 3,215,546 21,307 $ 3,236,853 REV VS ADOPTED VAR % 12.8% 19.4% 1,560 80 760 72 44 N/A N/A (48) 2.9% N/A N/A -40.0% 804 760 2,437.24 (140) N/A (481.69) -14.8% N/A -24.6% (887,705) 50,222 (837,483) -30.5% N/A 98.2% N/A -28.2% $ 3,801,178 912 $ 3,802,090 $ $ $ Activity Narrative: This Activity has new demand and output measures for FY 2015 and collection of historical data is not available for comparison. In FY 2014, the airplane was not flight-ready from July 2013 through March 2014 due to mechanical issues, causing a decrease in the percent of flight mission requests met for extradition and in the output for the number of missions flown in FY 2014. Expenditures will be increasing in FY 2015 for one-time funding for the purchase of an aircraft. Base Adjustments: General Fund (100) Airplane Purchase Non Recurring Non Project • One-time funding of $850,000 for the purchase of an airplane. 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: Administrative mandate. Measure Type Result Output Output Demand Demand Expenditure Ratio Expenditure 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 Activity Cost (Prof) per professional standards review 100 - GENERAL 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT TOTAL USES FY 2014 FY 2014 REVISED FORECAST 59.2% 33.8% 967 628 266 38 932 796 FY 2013 ACTUAL 56.5% 626 193 637 229 N/A 70 N/A $ 3,382,329 1,240 $ 3,383,569 $ 4,188,567 $ 4,188,567 FY 2015 ADOPTED 33.7% 796 210 796 260 N/A $ $ 3,917,114 517 $ 3,917,631 REV VS ADOPTED VAR % (25.6%) -43.2% 26.8% 168 452.6% 172 0.0% - 210 4,484.43 $ 4,508,071 3,266 $ 4,511,337 $ $ 140 N/A 200.0% N/A (319,504) (3,266) (322,770) -7.6% N/A N/A -7.7% Activity Narrative: As part of the MGT staffing study recommendations, it is anticipated that MCSO will engage in a wide-scale hiring effort to fill vacant and newly created positions to achieve the staffing levels needed to meet service demands. In the first two months of the third quarter in FY 2014, MCSO had a sudden increase in the demand for the number of internal affairs cases initiated, and the output 879 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget for the number of internal affairs cases completed. However, it is not anticipated that this trend will continue in FY 2015. 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: Administrative mandate. Measure Type Result Output Demand Demand Demand Demand Expenditure Ratio Revenue REV VS ADOPTED Measure FY 2013 FY 2014 FY 2014 FY 2015 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Information System Availability 99.7% 99.6% 99.7% 99.6% 0.0% 0.0% (24x7) Days information/telecommunications systems 365 365 365 365 0.0% operational (24x7) Number of days 365 365 365 365 0.0% information/telecommunications systems required Number of radio units supported 17,490 17,260 17,981 18,136 876 5.1% Number of PC units supported 9,376 12,392 8,867 9,484 (2,908) -23.5% Number of users supported by Sheriff's IT N/A N/A N/A 14,868 N/A N/A MCSI cost per operational day $ 5,413.35 $ 7,224.85 $ 6,896.65 $ 16,974.01 $ (9,749.16) -134.9% 100 - GENERAL TOTAL SOURCES $ $ 134,022 134,022 100 - GENERAL 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 1,881,717 1,512 92,643 $ 1,975,872 $ $ 266,441 266,441 $ $ 260,139 260,139 $ $ 142,538 142,538 (123,903) (123,903) -46.5% -46.5% $ (3,590,156) 3,352 28,362 $ (3,558,442) -147.0% N/A 2.0% 100.0% -134.9% $ $ Expenditure $ 2,443,108 165,600 28,362 $ 2,637,070 $ 2,316,494 174,379 26,405 $ 2,517,278 $ 6,033,264 162,248 $ 6,195,512 Activity Narrative: Revenues have been reduced by 46.5% in FY 2015, when compared to FY 2014 Revised as FY 2013 revenue was used to calculate FY 2015. The demand for the number of PC Units supported is expected to decrease based on FY 2013 Actuals and FY 2014 Forecast. Expenditures are increasing in FY 2015, as MCSO will be purchasing dashboard cameras for all vehicles as required per MCSO Judgment Order. Base Adjustment: General Fund (100) MCSO Judgment Order Non Recurring Non Project • One-time funding of $4,200,000 for the purchase of dash cameras for all vehicles per MCSO Judgment Order. 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. 880 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: Administrative mandate. Measure Type Result Output Output Output Demand Demand Demand Expenditure Ratio Revenue Measure Description % of sheriff's personnel who meet annual training requirements # enforcement and detention personnel whose annual training and proficiency requirements were evaluated # of detention academy attendees that graduate # of law enforcement academy attendees that graduate # of MCSO personnel who are required to meet mandated proficiency standards # of detention officer candidates who enter detention academies # of law enforcement deputy candidates who enter sworn academies Total activity expenditure per certified enforcement and detention FTE FY 2013 ACTUAL 0.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 96.6% REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 100.0% 2,716 2,656 2,749 2,749 93 3.5% 80 180 138 180 - 0.0% - 23 N/A 24 1 4.3% 2,593 2,506 2,740 2,749 243 9.7% 271 260 230 260 - 0.0% - 35 20 20 (15) -42.9% $ 1,834.97 $ 2,610.16 $ 2,324.78 $ 2,506.77 $ 103.39 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 55,388 55,388 $ $ 61,334 61,334 $ $ 55,533 55,533 $ $ 35,325 35,325 $ $ (26,009) (26,009) -42.4% -42.4% 100 - GENERAL 251 - SHERIFF GRANTS 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ 2,855,935 61,265 178,076 1,888,516 $ 4,983,792 $ 4,465,574 35,325 5,970 134,968 2,249,287 $ 6,891,124 $ 161,801 26,009 (5,970) (61,359) (79,007) 41,474 3.5% 42.4% N/A -83.4% -3.6% 0.6% 4.0% Expenditure $ 4,627,375 61,334 73,609 2,170,280 $ 6,932,598 $ 4,126,086 13,766 2,599 78,806 2,169,559 $ 6,390,816 $ Activity Narrative: In FY 2015, the demand for the number of law enforcement deputy candidates who enter sworn academies is expected to remain at FY 2014 Forecast levels, as MCSO expects to conduct only one law enforcement (sworn) training academy. In addition, MCSO plans on continuing to fill Detention Officer positions per recommendations from the MGT staffing study to meet service demands. 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 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. 881 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Output Demand Demand Demand Expenditure Ratio Revenue Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 100.0% 100.0% 100.0% 0.0% 0.0% Percent of requests to produce/furnish 100.0% evidentiary items in storage met Number of sworn and detention items 10,980 7,908 15,985 12,368 4,460 56.4% destroyed, disposed of and/or released 57,384 64,147 65,144 7,760 13.5% 62,444 Number of evidentiary item safekeeping transactions completed 42,432 42,452 7,988 23.2% 34,464 39,965 Number of new items received for safekeeping (sworn and detention) 9,487 9,488 (1,680) -15.0% 11,168 Number of requests for evidentiary items to be 10,335 produced/furnished 2,040 0.0% 1,918 2,040 Number of mandated towed vehicle impounds 2,079 received 25.43 $ (2.29) -9.9% Total activity expenditure per evidentiary item $ 17.68 $ 23.14 $ 17.62 $ safekeeping transaction completed 100 - GENERAL 258 - SHERIFF TOWING AND IMPOUND TOTAL SOURCES $ 100 - GENERAL 212 - SHERIFF RICO 258 - SHERIFF TOWING AND IMPOUND TOTAL USES $ 1,100,926 2,947 $ 1,103,873 $ 289,918 289,918 $ $ 14,000 228,600 242,600 $ $ 81,554 242,400 323,954 $ 256,581 256,581 $ $ 1,445,476 3,950 207,303 $ 1,656,729 $ $ $ (14,000) 27,981 13,981 -100.0% 12.2% 5.8% (312,258) (3,950) (12,612) (328,820) -27.6% N/A -6.5% -24.8% Expenditure $ 1,133,218 194,691 $ 1,327,909 $ 1,018,874 111,419 $ 1,130,293 $ Activity Narrative: Expenditures are expected to increase due to one-time funding for the purchase of a camera/security system. The current camera/security system is at the end of its useful life and a functional security system is imperative, as the warehouse holds highly sensitive and valuable items that must be managed closely. Historical trends have shown the number of items received for safekeeping (sworn and detention) has steadily increased and it is expected this trend will continue in FY 2015. Based on FY 2014 Forecast, the number of sworn and detention items destroyed, disposed of and/or released is expected to increase in FY 2015. Base Adjustment: Sheriff Towing and Impound (258) Operating • Increase Regular Benefits by $1,902 for the impact of changes in retirement contribution rates. • Increase expenditures budget by a net of $11,510 to right size Supplies, Services and Capital. • Increase revenue by $27,981 based on the FY 2014 Forecast. General Fund (100) Property and Evidence Non Recurring Non Project • One-time funding of $247,978 for the purchase of a Camera/Security System. 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: Administrative mandate. 882 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of vehicles receiving preventative maintenance in 48 hrs. 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 100 - GENERAL TOTAL USES FY 2013 ACTUAL 82.8% FY 2014 FY 2014 REVISED FORECAST 81.6% 71.4% 539 538 FY 2015 ADOPTED 84.4% 757 REV VS ADOPTED VAR % 2.8% 3.5% 135 (403) -74.9% 8.9% -290.3% $ 733 174.75 $ 730 179.82 $ 759 118.74 $ 795 701.77 $ 65 (521.95) $ $ 376,752 376,752 $ $ 386,977 386,977 $ $ 359,536 359,536 $ $ 378,956 378,956 $ $ 8,021 8,021 2.1% 2.1% Activity Narrative: As part of the MGT staffing study, it was recommended that MCSO increase their vehicle 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. 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: The purpose of the Enforcement Program is to support 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 level 1 priority calls dispatched under threshold Percent of days MCSO is prepared to respond Percent of investigations cases cleared by arrest Percent of Priority 1 calls responded to within 5 minutes or less Percent of missions resulting in rescue Percent of No-Injury Specialized Weapons and Tactics Division Responses/Assists (officers or civilians) FY 2013 ACTUAL 92.8% FY 2014 FY 2014 REVISED FORECAST 92.0% 90.6% FY 2015 ADOPTED 92.8% REV VS ADOPTED VAR % 0.8% 0.8% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 18.9% 17.3% 17.8% 17.5% 0.2% 1.2% 52.1% 51.5% 47.6% 50.0% (1.6%) -3.0% 100.0% 98.8% 100.0% 97.1% 100.0% 91.3% 100.0% 100.0% 0.0% 2.9% 0.0% 2.9% Activities that comprise this Program include: • Disaster and Community Threat Disruption Response • Dispatch • Enforcement Support • Investigations • • • • Patrol Search and Rescue Special Weapons and Tactics (SWAT) Warrant and Records Information Processing Disaster and Community Threat Disruption Response Activity The purpose of the Disaster and Community Threat Disruption Response Activity is to provide response preparedness and intelligence to law enforcement agencies and the State of Arizona 883 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 Demand Expenditure Ratio Revenue Measure Description Percent of days MCSO is prepared to respond Number of days in the year MCSO is prepared to respond Number of days in the year Total activity (DSTR) expenditure per day FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% 365 365 N/A N/A N/A N/A FY 2015 ADOPTED 100.0% 365 365 N/A $ 251 - SHERIFF GRANTS TOTAL SOURCES $ 1,425,872 $ 1,425,872 $ 1,106,439 $ 1,106,439 $ $ 749,413 749,413 100 - GENERAL 251 - SHERIFF GRANTS TOTAL USES $ $ 1,257,654 1,106,439 $ 2,364,093 $ 1,181,663 423,675 $ 1,605,338 $ $ REV VS ADOPTED VAR % 0.0% 0.0% 365 - 0.0% 365 5,698.09 N/A N/A N/A N/A 653,371 653,371 $ $ (453,068) (453,068) -40.9% -40.9% $ 1,426,431 653,371 $ 2,079,802 $ (168,777) 453,068 284,291 -13.4% 40.9% 12.0% Expenditure 754,561 1,469,935 $ 2,224,496 $ Activity Narrative: Revenue is expected to decrease as several multi-year Homeland Security grants for equipment and projects are expected to come to an end in FY 2015. The demand and expenditure ratio are new measures in FY 2015 and historical data is not available for comparison. 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: 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 Result Output Demand Expenditure Ratio Revenue Measure Description Percent of level 1 priority calls dispatched under threshold Number of Priority 1 calls dispatched Number of incoming police service communications Total activity expenditure per Police Service call dispatched FY 2013 ACTUAL 92.8% FY 2014 FY 2014 REVISED FORECAST 92.0% 90.6% 3,428 229,475 3,348 265,756 REV VS ADOPTED VAR % 0.8% 0.8% FY 2015 ADOPTED 92.8% 3,851 233,488 3,348 235,288 (30,468) 0.0% -11.5% $ 12.33 $ 14.79 $ 12.51 $ 18.64 $ (3.85) -26.1% 100 - GENERAL TOTAL SOURCES $ $ 260,573 260,573 $ $ 293,091 293,091 $ $ 351,735 351,735 $ $ 273,217 273,217 $ $ (19,874) (19,874) -6.8% -6.8% 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 1,598,518 1,230,912 $ 2,829,430 $ 2,798,267 1,587,842 $ 4,386,109 $ (17,772) (329,807) (347,579) -0.6% -26.2% -8.6% Expenditure $ 2,780,495 1,258,035 $ 4,038,530 $ 1,662,076 1,258,127 $ 2,920,203 $ Activity Narrative: The newly-built 911 call center within the Sheriff’s headquarters began operations in FY 2014. The new equipment and CAD system has positively impacted MCSO’s ability to gather accurate data and respond to calls quickly and efficiently. The demand for the number of incoming police service communications, and the output for the number of police service communications dispatched are expected to decrease in FY 2015, based on FY 2014 Forecast. Expenditures are expected to increase in FY 2015 due to several factors, including the market study completed for 884 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget emergency dispatchers, additional positions created per recommendation from the MGT staffing study and Countywide merit pay increase that took place in FY 2014. Base Adjustment: General Fund (100) Operating • Increase Temporary Pay by $213,512 due to temporary pay vacancy savings in Dispatch. • Reallocate $381,966 for Detention Sheriff Dispatch from General Fund to Detention Fund. Detention Fund (255) Operating • Reallocate $381,966 for the detention share of the Dispatch Activity from General Fund (100) to Detention Fund (255). Enforcement Support Activity The purpose of the Enforcement Support Activity is to 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 Result Output Output Demand Demand Demand Expenditure Ratio Revenue Measure Description Percent of Patrol Districts that benefit from posse assistance Number of animals seized Number of Posse volunteer hours reported Number of animal abuse incidents Number of active Posse members Number of MCSO Patrol Districts that rely on Posse assistance Activity cost per posse volunteer hour worked FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A 18 N/A 1,435 N/A N/A N/A 1,391 N/A N/A N/A N/A FY 2015 ADOPTED 100.0% 93 N/A 1,404 N/A N/A N/A $ 64 45,000 1,380 3,200 28 64 N/A (11) N/A N/A N/A N/A -0.8% N/A N/A 102.25 N/A N/A (14) (6,436) (6,450) -0.5% -100.0% 0.0% -9.3% $ (1,152,137) 14 1,677 118,634 $ (1,031,812) -34.5% 0.5% 24.0% 0.0% 74.7% 0.0% -28.9% 251 - SHERIFF GRANTS 203 - SHERIFF DONATIONS 206 - OFFICER SAFETY EQUIPMENT TOTAL SOURCES $ 2,102,103 607 55,967 $ 2,158,677 $ 3,014 6,436 60,000 69,450 $ 1,087,994 4,292 61,635 $ 1,153,921 $ 100 - GENERAL 251 - SHERIFF GRANTS 203 - SHERIFF DONATIONS 206 - OFFICER SAFETY EQUIPMENT 212 - SHERIFF RICO 255 - DETENTION OPERATIONS TOTAL USES $ 3,621,978 2,122,096 45,052 $ 5,789,126 $ 3,340,510 3,014 7,001 60,000 158,758 158 $ 3,569,441 $ 3,753,098 381,368 4,669 38,650 67 $ 4,177,852 $ 4,492,647 3,000 5,324 60,000 40,124 158 $ 4,601,253 $ $ REV VS ADOPTED VAR % N/A N/A 3,000 60,000 63,000 $ $ Expenditure Activity Narrative: The measures for this activity are new for FY 2015 and historical data is not available for comparison. Investigations Activity The purpose of the Investigations Activity is to provide criminal investigative services to the public and the prosecution so they can have criminals arrested and cases can be cleared. Mandates: This Activity supports the overall mandate of the Enforcement Program. Also, A.R.S. §134405 mandates the Sheriff’s Office, in instances where the Sheriff’s Office is the investigator of an offense, provide victims with required legal process and resource information. 885 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio 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 2013 ACTUAL 18.9% FY 2014 FY 2014 REVISED FORECAST 17.3% 17.8% $ 251 - SHERIFF GRANTS 212 - SHERIFF RICO TOTAL SOURCES $ 2,936,209 1,262,628 $ 4,198,837 $ 6,128,457 2,500,000 $ 8,628,457 100 - GENERAL 251 - SHERIFF GRANTS 212 - SHERIFF RICO TOTAL USES $ 13,737,338 2,959,063 1,003,916 $ 17,700,317 $ 16,378,790 6,099,854 2,221,407 $ 24,700,051 5,330 6,007 3,320.88 4,840 5,700 $ 5,103.32 FY 2015 ADOPTED 17.5% 5,378 5,902 $ 3,469.21 REV VS ADOPTED VAR % 0.2% 1.2% 5,332 5,924 $ 492 224 10.2% 3.9% 488.27 9.6% 4,615.05 $ $ 4,991,891 1,364,580 $ 6,356,471 $ 5,826,465 1,750,000 $ 7,576,465 $ (301,992) (750,000) $ (1,051,992) $ 16,244,168 5,144,188 911,736 $ 22,300,092 $ 17,235,170 5,786,647 1,585,621 $ 24,607,438 $ -4.9% -30.0% -12.2% Expenditure $ (856,380) 313,207 635,786 92,613 -5.2% 5.1% 28.6% 0.4% Activity Narrative: In FY 2013, MCSO 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. Expenditures are increasing in the General Fund, as MCSO previously had not budgeted for this agreement until FY 2015. In addition, a re-organization took place in FY 2014, resulting in additional sworn officers assigned to this Activity. Therefore, an increase in the demand for the number of cases assigned and in the output for the number of cases cleared is anticipated to increase in FY 2015. Base Adjustment: General Fund (100) Operating • Increase expenditure budget by $238,382 for the Southwest Family Advocacy Center that was not budgeted in previous fiscal year. 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. 886 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Demand Expenditure Ratio Revenue Measure Description Percent of Priority 1 calls responded to within 5 minutes or less Number of on-view (deputy viewed) incident responses Number of radio calls for service dispatched to patrol Number of patrol vehicle miles driven Total activity expenditure per call for service response FY 2014 FY 2014 FORECAST REVISED 51.5% 47.6% FY 2013 ACTUAL 52.1% $ FY 2015 ADOPTED 50.0% REV VS ADOPTED % VAR -3.0% (1.6%) 104,701 95,164 96,830 102,872 7,708 8.1% 184,969 176,732 180,400 184,412 7,680 4.3% 975,420 21.43 25.0% 7.7% 3,692,446 188.66 $ 3,900,784 277.64 $ 4,786,718 260.35 $ 4,876,204 256.21 $ 100 - GENERAL 251 - SHERIFF GRANTS 203 - SHERIFF DONATIONS TOTAL SOURCES $ 9,781,759 649,548 100 $ 10,431,407 $ 9,509,419 1,748,617 $ 11,258,036 $ 9,909,932 999,848 $ 10,909,780 $ 11,163,992 801,411 $ 11,965,403 $ 1,654,573 (947,206) $ 707,367 100 - GENERAL 251 - SHERIFF GRANTS 212 - SHERIFF RICO TOTAL USES $ 33,723,218 972,469 182,952 $ 34,878,639 $ 46,208,149 1,748,617 $ 47,956,766 $ 45,925,312 680,505 334,861 $ 46,940,678 $ 46,332,145 801,411 67,111 $ 47,200,667 $ 17.4% -54.2% N/A 6.3% Expenditure $ (123,996) 947,206 (67,111) 756,099 -0.3% 54.2% N/A 1.6% Activity Narrative: In FY 2015, revenues are expected to increase due to an increase in cost reimbursement from law enforcement contracts with cities and towns. The demand for the number of patrol vehicle miles driven is expected to increase as a result of the additional vehicles added to MCSO fleet per recommendation of the MGT staffing study. The output for the number of on-view incident responses is expected to increase in FY 2015, based on FY 2014 Forecast. Base Adjustment: General Fund (100) Operating • Decrease expenditure budget by $963,251 for the replacement of patrol vehicles given per recommendation of the MGT staffing study. • Increase revenue by $1,492,872 due to an increase in cost reimbursement from Law Enforcement Contracts with Cities and Towns. 887 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 Expenditure Ratio Expenditure 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 100 - GENERAL TOTAL USES FY 2013 ACTUAL 100.0% 55 FY 2014 FY 2014 FORECAST REVISED 100.0% 100.0% 36 61 55 36 FY 2015 ADOPTED 100.0% 60 61 60 REV VS ADOPTED VAR % 0.0% 0.0% 66.7% 24 24 66.7% $ 1,821.25 $ 3,725.08 $ 1,802.95 $ 87,779.00 $ (84,053.92) -2256.4% $ $ 100,169 100,169 $ $ 134,103 134,103 $ $ 109,980 109,980 $ 5,266,740 $ 5,266,740 $ (5,132,637) -3827.4% $ (5,132,637) -3827.4% Activity Narrative: The demand for the number of search and rescue incidents reports, and the output for the number of search and rescue missions undertaken are expected to increase in FY 2015, based on FY 2014 Forecast. Expenditures will be increasing in FY 2015 due to the purchase of a new helicopter. Base Adjustment: General Fund (100) Operating • Increase expenditure budget by $100,000 for Helicopter Maintenance. General Fund (100) Helicopter Purchase Non Recurring Non Project • One-time funding of $5,000,000 for the purchase of a new helicopter. 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. 888 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Output Demand Demand Expenditure Ratio Expenditure FY 2014 FY 2015 FY 2014 FY 2013 Measure REV VS ADOPTED % VAR FORECAST ADOPTED REVISED ACTUAL Description 2.9% 100.0% 2.9% 97.1% 91.3% Percent of no-injury Specialized Weapons and 98.8% Tactics Division Responses/Assists (officers or civilians) 17.1% 24 164 150 140 Number of Specialized Weapons and Tactics 169 (SWAT) Division Incident Responses and/or Assists 337.5% 108 140 142 32 58 Number of chemical, biological, radioactive, nuclear explosive and explosive ordnance responses 17.1% 24 164 150 140 Number of calls for service and/or incidents 169 requiring Specialized Weapons and Tactics (SWAT) 337.5% 108 140 142 32 Number of chemical, biological, radioactive, 42 nuclear explosive and explosive ordnance reported incidents 7.9% $ 18,304.78 $ 25,196.08 $ 22,122.25 $ 23,213.02 $ 1,983.05 Total activity expenditure per SWAT Division incident response or assist 100 - GENERAL 212 - SHERIFF RICO TOTAL USES $ 3,081,008 12,499 $ 3,093,507 $ 3,484,910 42,541 $ 3,527,451 $ 3,289,126 29,211 $ 3,318,337 $ 3,784,129 22,807 $ 3,806,936 $ $ (299,219) 19,734 (279,485) -8.6% 46.4% -7.9% Activity Narrative: In FY 2015, MCSO expects an increase in their demands and outputs when compared to FY 2014 Revised; as Glendale, Arizona will host Super Bowl XLIX and the NFL Pro Bowl. An increase in high risk security and tactical law enforcement response will be needed to keep the community, participants and fans safe during pre/post game events and on game days. 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. §41-1750 mandates that all criminal information be reported to the Department of Public Safety. Measure Type Result Output Demand Demand Demand Expenditure Ratio Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of warrant confirmations and orders of N/A N/A N/A 93.8% N/A N/A protection completed Number of sex offender registration actions 5,527 5,380 5,723 5,820 440 8.2% completed Number of warrants and orders of protection 62,815 64,184 63,761 65,428 1,244 1.9% received Number of sex offender registration actions 5,527 5,380 5,723 5,820 440 8.2% submitted by registrants to process Number of criminal records requests 151,879 163,657 173,506 173,506 9,849 6.0% Total activity expenditure per warrant $ 26.71 $ 31.24 $ 26.55 $ 27.56 $ 3.67 11.8% confirmation and orders of protection items completed (processed) Revenue 100 - GENERAL 251 - SHERIFF GRANTS TOTAL SOURCES $ 100 - GENERAL 251 - SHERIFF GRANTS TOTAL USES $ 1,645,033 7,160 $ 1,652,193 $ 35,919 32,121 68,040 $ $ 35,000 35,000 $ $ 35,888 35,888 $ 35,000 35,000 $ $ 1,846,324 $ 1,846,324 $ $ $ - 0.0% N/A 0.0% Expenditure $ 1,804,315 $ 1,804,315 889 $ 1,756,661 $ 1,756,661 $ (42,009) (42,009) -2.3% N/A -2.3% Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activity Narrative: In FY 2015 the demand for the number of criminal records requested is expected to remain the same as FY 2014 Forecast. The demand for the number of sex offender registration actions submitted by registrants to process and the output for the number of sex offender registration actions completed is expected to increase in FY 2015, when compared to FY 2014 Forecast. Appropriated Budget Reconciliations General Fund (100) Operating Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj 82,943,096 $ 11,181,951 $ 8,445,967 $ 8,270,935 12,841 5,715 148,130 8,346 - $ 91,389,063 $ 11,181,951 $ 185,272 $ 2,382 (5,715) (148,130) (8,346) 5,159 296,259 43,663 - $ 91,574,335 $ 11,181,951 $ 1,635,173 $ 1,635,173 (756,474) $ 115,251 - Agenda Item: C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - Health Care Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Patrol Vehicles Southwest Family Advocacy Center Repairs and Maintenance IT Termination of Wells Fargo Lease Uniform Allowance Overtime Temporary Pay Pay Rate Reconciliation, MGT Finalization Supplies and Services Records Management Licensing Costs Cell Phones Savings from change in IT Structure Internal Service Charges Risk Management Costs MCSO Helicopter Helicopter Maintenance Personnel Savings Personnel Savings budgeted at 3.5% Fees and Other Revenues ProgRevenue Volume Inc/Dec Cost Reimbursement from Law Enforcement Contracts with Cities and Towns 890 $ $ (963,251) 238,382 314,453 (495,546) 92,617 955,399 213,512 (284,682) (15,969) 82,000 21,000 (42,664) $ (299,095) $ 100,000 $ (672,630) $ $ 1,492,872 (299,095) - 100,000 - (672,630) - - $ - 1,492,872 1,492,872 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff General Fund (100) Operating (continued) Reallocations Reallocation Between Funds Allocation In for Extradition Personnel Cost from Detention Fund to General Fund Allocation Out for Detention Sheriff Dispatch from General Fund to Detention Fund Reallocation Between Depts Reallocate Financial Analyst from Finance Dept. for MCSO Jail Per Diem Collection Reallocation of Sheriff General and Detention Funds Administrative Cost Allocation between General Fund and Detention Fund $ $ 51,537 (381,966) $ 89,868 - 89,868 - (1,901,167) $ - (1,901,167) FY 2015 Tentative Budget $ 90,311,306 $ -1.4% 12,674,823 13.4% $ 50,034 $ 15,901 34,133 139,216 $ 139,216 - 90,500,556 $ -1.2% 12,674,823 13.4% Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Annual Mark et Adjustment - IT Justice System Support Mark et Adjustment Reallocations Reallocation Between Depts Provide Dispatch Services to Maricopa County Attorney (2,141,728) $ (330,429) Agenda Item: $ $ 139,216 FY 2015 Adopted Budget Percent Change from Threshold Amount $ General Fund (100) MCSO Judgment Order Expenditures Revenue MCSO JUDGMENT ORDER OPERATING FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - $ 10,055,731 $ 10,055,731 - $ 10,055,731 $ - $ 80,006 $ 80,006 (1,725,000) $ (1,725,000) - $ 8,410,737 $ -16.4% - $ (100,000) $ (100,000) - $ 8,310,737 $ -17.4% - Adjustments: Supplemental Funding Mid Year Adjustments Sheriff Office Judgment Order Agenda Item: C-50-14-040-2-00 FY 2015 Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Reallocations Reallocation Between Depts Reallocate Court Monitor to Non Departmental Agenda Item: $ $ (1,725,000) FY 2015 Tentative Budget Percent Change from Threshold Amount Adjustments: Agenda Item: Base Adjustments MCSO Melendres Order Court Monitor Rent and Supplies to be paid from Non Departmental FY 2015 Adopted Budget Percent Change from Threshold Amount 891 $ (100,000) Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff General Fund (100) MCSO Judgment Order Non Recurring Non Project Expenditures Revenue MCSO JUDGMENT ORDER NON RECURRING FY 2014 Adopted Budget Adjustments: Non Recurring Melendres Court Monitoring Supplemental Funding Mid Year Adjustments Sheriff Office Judgment Order - $ (1,126,250) $ (1,126,250) - $ 7,687,376 $ 7,687,376 - $ 6,561,126 $ - $ 1,126,250 $ 1,126,250 - $ (7,687,376) $ (7,687,376) - $ - $ - $ 4,200,000 $ 4,200,000 - $ 4,200,000 $ - C-49-14-045-2-00 C-50-14-040-2-00 Agenda Item: C-49-14-045-2-00 C-50-14-040-2-00 FY 2015 Baseline Budget Threshold Adjustments: Base Adjustments MCSO Melendres Order Dash Cameras for Patrol Vehicles - $ Agenda Item: FY 2014 Revised Budget Adjustments: Non Recurring Melendres Court Monitoring Supplemental Funding Mid Year Adjustments Sheriff Office Judgment Order $ Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount 4,200,000 General Fund (100) Airplane Purchase Non Recurring Non Project Expenditures Revenue AIRPLANE PURCHASE FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 850,000 $ 850,000 - $ 850,000 $ - Adjustments: Base Adjustments MCSO Airplane Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 892 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff General Fund (100) CAD RMS Non Recurring Non Project Revenue Expenditures CAD RMS FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 146,847 $ 146,847 - $ 146,847 $ - Adjustments: Information and Communications Technology Technology Projects Other Technology Projects CAD RMS Contractors Agenda Item: $ 146,847 FY 2015 Adopted Budget Percent Change from Threshold Amount General Fund (100) Helicopter Purchase Non Recurring Non Project Expenditures Revenue HELICOPTER PURCHASE FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 5,000,000 $ 5,000,000 - $ 5,000,000 $ - Adjustments: Base Adjustments MCSO Helicopter Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount General Fund (100) Property and Evidence Non Recurring Non Project Expenditures Revenue PROPERTY AND EVIDENCE FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 247,978 $ 247,978 - $ 247,978 $ - Adjustments: Information and Communications Technology Technology Projects Other Technology Projects Camera/Security System Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount 893 247,978 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget General Fund (100) MCSO Records Management Non Recurring Non Project Revenue Expenditures MCSO RECORDS MANAGEMENT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 676,000 $ 676,000 - $ 676,000 $ - Agenda Item: Adjustments: Information and Communications Technology Technology Projects Other Technology Projects Records Management System $ 676,000 FY 2015 Adopted Budget Percent Change from Threshold Amount Sheriff Donations Fund (203) Operating Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 26,300 $ 26,300 FY 2014 Revised Budget $ 26,300 $ 26,300 FY 2015 Baseline Budget Threshold $ 26,300 $ 26,300 $ - $ (6,300) $ (6,300) (6,300) (6,300) - 20,000 $ -24.0% 20,000 -24.0% Adjustments: Grants, Donations and Intergovernmental Agreements Donations Sheriff Donation Structural Balance Structural Balance Agenda Item: C-50-09-003-M-00 $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ Sheriff Donations Fund (203) Non Recurring Non Project Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 100,000 $ 100,000 - $ 100,000 $ - Adjustments: Non Recurring Other Non Recurring MASH Unit Vehicle Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount 894 100,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Donations Fund (203) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 107,991 $ 121,841 $ 121,841 $ 126,590 $ 139,248 Sources: Operating Total Sources: $ $ 19,056 19,056 $ $ 26,300 26,300 $ $ 26,300 26,300 $ $ 25,959 25,959 $ $ 20,000 20,000 $ $ $ $ 13,301 13,301 $ $ 26,300 26,300 $ $ 26,300 26,300 $ 20,000 100,000 120,000 Uses: Operating Non-Recurring Total Uses: $ 459 459 Structural Balance $ 18,597 $ - $ - $ 12,658 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 126,590 126,590 $ $ 121,841 121,841 $ $ 121,841 121,841 $ $ 139,248 139,248 $ $ 39,248 39,248 Expenditures Revenue Sheriff Officer Safety Equipment Fund (206) Operating OPERATING FY 2014 Adopted Budget $ 60,000 $ 60,000 FY 2014 Revised Budget $ 60,000 $ 60,000 FY 2015 Baseline Budget Threshold $ 60,000 $ 60,000 FY 2015 Adopted Budget Percent Change from Threshold Amount $ 60,000 $ 0.0% 60,000 0.0% Sheriff Officer Safety Equipment Fund (206) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 32,225 $ 66,263 $ 66,263 $ 88,191 $ 149,826 Sources: Operating Total Sources: $ $ 55,967 55,967 $ $ 60,000 60,000 $ $ 60,000 60,000 $ $ 61,635 61,635 $ $ 60,000 60,000 Uses: Operating Total Uses: $ $ - $ $ 60,000 60,000 $ $ 60,000 60,000 $ $ - $ $ 60,000 60,000 Structural Balance $ 55,967 $ - $ - $ 61,635 $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 66,263 66,263 $ $ 66,263 66,263 $ $ 149,826 149,826 $ $ 149,826 149,826 88,191 88,191 $ $ 895 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff RICO Fund (212) Operating Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 2,500,000 $ 2,500,000 FY 2014 Revised Budget $ 2,500,000 $ 2,500,000 FY 2015 Baseline Budget Threshold $ 2,500,000 $ 2,500,000 $ - $ (750,000) $ (750,000) (750,000) (750,000) - 1,750,000 $ -30.0% 1,750,000 -30.0% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ Sheriff RICO Fund (212) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 1,262,628 1,262,628 Uses: Operating Total Uses: $ $ 1,264,241 1,264,241 Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ (6,000) $ FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED 19,972 $ 19,972 $ $ $ 2,500,000 2,500,000 $ $ 2,500,000 2,500,000 $ $ 1,364,580 1,364,580 $ $ 1,750,000 1,750,000 $ $ 2,500,000 2,500,000 $ $ 2,500,000 2,500,000 $ $ 1,356,969 1,356,969 $ $ 1,750,000 1,750,000 (1,613) $ - $ - $ 7,611 $ - $ - $ - $ - $ - - $ (7,611) (7,611) $ 19,972 19,972 $ 19,972 19,972 $ - $ $ - Expenditures Revenue 2 $ (7,611) $ $ - Sheriff Jail Enhancement Fund (214) Operating OPERATING FY 2014 Adopted Budget $ 1,482,444 $ 1,482,444 FY 2014 Revised Budget $ 1,482,444 $ 1,482,444 FY 2015 Baseline Budget Threshold $ 1,482,444 $ 1,482,444 FY 2015 Adopted Budget Percent Change from Threshold Amount $ 1,482,444 $ 0.0% 1,482,444 0.0% 896 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Jail Enhancement Fund (214) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 1,693,933 $ 2,801,003 $ 2,801,003 $ 1,834,904 $ 2,482,285 Sources: Operating Total Sources: $ $ 1,460,447 1,460,447 $ $ 1,482,444 1,482,444 $ $ 1,482,444 1,482,444 $ $ 1,476,717 1,476,717 $ $ 1,482,444 1,482,444 Uses: Operating Total Uses: $ $ 1,319,478 1,319,478 $ $ 1,482,444 1,482,444 $ $ 1,482,444 1,482,444 $ $ 829,336 829,336 $ $ 1,482,444 1,482,444 Structural Balance $ 140,969 $ - $ - $ 647,381 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,834,904 1,834,904 $ $ 2,801,003 2,801,003 $ $ 2,801,003 2,801,003 $ $ 2,482,285 2,482,285 $ $ 2,482,285 2,482,285 Expenditures Revenue Sheriff Grants Fund (251) Operating OPERATING FY 2014 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Sheriff FY 2014 Grant Reconciliation IGA with DPS for Detention Liaison Officer Prg 8,565,508 $ 8,565,508 $ 1,508,132 $ 1,485,832 22,300 1,508,132 1,485,832 22,300 $ 10,073,640 $ 10,073,640 $ (1,508,132) $ (1,485,832) (22,300) (1,508,132) (1,485,832) (22,300) $ 8,565,508 $ 8,565,508 $ 32,644 $ 32,644 126,269 $ 126,269 - Agenda Item: C-50-14-046-M-00 C-50-14-056-G-00 FY 2014 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Sheriff FY 2014 Grant Reconciliation IGA with DPS for Detention Liaison Officer Prg $ Agenda Item: C-50-14-046-M-00 C-50-14-056-G-00 FY 2015 Baseline Budget Threshold Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Costs Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Reallocations Reallocation Between Funds Allocation Out for Funding Shortfall for Grant from Grant Fund to Detention Fund FY 2015 Adopted Budget Percent Change from Threshold Amount $ $ 126,269 $ $ $ (289,547) (289,547) - 8,275,961 $ -3.4% 8,275,961 -3.4% (11,634) $ 897 (436,826) $ (436,826) (11,634) $ (11,634) Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Grants Fund (251) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 8,421,258 8,421,258 Uses: Operating Total Uses: $ $ Structural Balance Accounting Adjustments Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance FY 2014 FORECAST FY 2015 ADOPTED 1,312,820 $ 1,312,820 $ $ $ 8,565,508 8,565,508 $ $ 10,073,640 10,073,640 $ $ 8,192,295 8,192,295 $ $ 8,275,961 8,275,961 8,129,387 8,129,387 $ $ 8,565,508 8,565,508 $ $ 10,073,640 10,073,640 $ $ 7,362,198 7,362,198 $ $ 8,275,961 8,275,961 $ 291,871 $ - $ - $ 830,097 $ - $ 24 $ - $ - $ - $ - - $ (450,310) (450,310) $ 1,312,820 1,312,820 $ 1,312,820 1,312,820 $ 379,787 379,787 $ $ 379,787 379,787 Expenditures Revenue $ $ (742,205) $ FY 2014 REVISED $ (450,310) $ $ 379,787 Inmate Services Fund (252) Operating OPERATING FY 2014 Adopted Budget Adjustments: Reallocations Inmate Service Fund Reallocation 11,637,000 $ 512,929 $ 512,929 512,929 512,929 $ 12,149,929 $ 12,149,929 $ (512,929) $ (512,929) $ 11,637,000 $ 11,637,000 $ 5,877 $ 5,877 (151,171) $ (151,171) - C-50-14-074-2-00 Agenda Item: C-50-14-074-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Costs Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease in Canteen Sales and Phone Revenue Structural Balance Structural Balance 11,637,000 $ Agenda Item: FY 2014 Revised Budget Adjustments: Reallocations Inmate Service Fund Reallocation $ (512,929) (512,929) Agenda Item: $ $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount 898 (151,171) $ - $ - $ (509,356) $ (509,356) - $ 10,982,350 $ -5.6% 10,982,350 -5.6% (654,650) (654,650) (654,650) Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Services Fund (252) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 4,966,734 $ 7,167,487 $ 7,167,487 $ 7,268,783 $ 8,046,735 Sources: Operating Total Sources: $ $ 11,779,631 11,779,631 $ $ 11,637,000 11,637,000 $ $ 12,149,929 12,149,929 $ $ 10,684,057 10,684,057 $ $ 10,982,350 10,982,350 $ $ $ $ 9,906,105 9,906,105 $ $ 12,149,929 12,149,929 $ $ 11,637,000 11,637,000 $ 10,982,350 10,982,350 Uses: Operating Non-Recurring Total Uses: $ 9,390,312 87,274 9,477,586 Structural Balance $ 2,389,319 $ - $ - $ 777,952 $ - Accounting Adjustments $ 4 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 7,268,783 7,268,783 $ $ 7,167,487 7,167,487 $ $ 7,167,487 7,167,487 $ $ 8,046,735 8,046,735 $ $ 8,046,735 8,046,735 Expenditures Revenue Inmate Health Services Fund (254) Operating OPERATING FY 2014 Adopted Budget $ 165,640 $ 165,640 FY 2014 Revised Budget $ 165,640 $ 165,640 FY 2015 Baseline Budget Threshold $ 165,640 $ 165,640 $ - $ 34,360 $ 34,360 34,360 34,360 - 200,000 $ 20.7% 200,000 20.7% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Increase Medical Supplies Agenda Item: $ $ 34,360 FY 2015 Adopted Budget Percent Change from Threshold Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 140,000 $ 140,000 - $ 140,000 $ - Adjustments: Base Adjustments MCSO Medical Team Medical Team Vehicles Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount 899 140,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Health Services Fund (254) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2015 ADOPTED FY 2014 FORECAST Beginning Spendable Fund Balance $ 254,912 $ 412,721 $ 412,721 $ 428,011 $ 605,709 Sources: Operating Total Sources: $ $ 174,442 174,442 $ $ 165,640 165,640 $ $ 165,640 165,640 $ $ 266,072 266,072 $ $ 200,000 200,000 $ $ $ 88,374 88,374 $ $ 165,640 165,640 $ $ 165,640 165,640 $ $ 1,343 1,343 $ 200,000 140,000 340,000 Structural Balance $ 173,099 $ - $ - $ 177,698 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 428,011 428,011 $ $ 412,721 412,721 $ $ 412,721 412,721 $ $ 605,709 605,709 $ $ 465,709 465,709 Uses: Operating Non-Recurring Total Uses: 900 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff Detention Fund (255) Operating Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj 185,207,903 $ 28,112,452 $ 12,110,159 $ 11,921,978 130,155 6,513 6,981 44,532 - $ 197,318,062 $ 28,112,452 $ (21,754) $ (6,513) (6,981) (44,532) 13,963 22,309 - $ 197,296,308 $ 28,112,452 $ 301,528 $ 301,528 5,535,130 $ (130,974) - Agenda Item: C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Uniform Allowances Repairs and Maintenance IT Refrigerated Truck Leases Supplies and Services Internal Service Charges Risk Management Costs MCSO Jail Wagon Program MCSO Medical Team Personnel Savings Salary and Benefits Savings budgeted at 6.08% MCSO Staffing Study Recommendations Pay Rate Reconcilliation and MGT Finalization Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase in Book ing and Per Diem Charges to Cities and Towns Reallocations Reallocation Between Funds Allocation Out for Extradition Personnel Costs from Detention Fund to General Fund Allocation In for Funding Shortfall for Gran from Detention Fund to Sheriff Grant Fund Allocation In for Detention Share Dispatch from Detention Fund to General Fund Reallocation of Sheriff General and Detention Funds Administrative Cost Allocation between General Fund and Detention Fund FY 2015 Tentative Budget $ $ 56,240 (496,093) 215,585 93,294 $ 492,044 $ $ $ $ $ - 1,471,652 2,060,135 (474,934) - 2,117,207 - (474,934) 2,117,207 $ - $ - 2,942,776 2,942,776 $ 2,243,230 $ 342,063 - 1,901,167 - 2,942,776 (51,537) 11,634 381,966 1,901,167 $ 205,376,196 $ 4.1% -100.0% $ 116,680 $ 116,680 - $ 205,492,876 $ 4.2% -100.0% Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Justice System Support Mark et Adjustment 492,044 Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 901 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2015 Adopted Budget Detention Fund (255) MCSO IVR Non Recurring Non Project Revenue Expenditures MCSO IVR FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 905,000 $ 905,000 - $ 905,000 $ - Adjustments: Information and Communications Technology Technology Projects Other Technology Projects Interactive Voice Response System Agenda Item: $ 905,000 FY 2015 Adopted Budget Percent Change from Threshold Amount Detention Fund (255) Jail Kitchen Equipment Expenditures Revenue JAIL KITCHEN EQUIPMENT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 300,000 $ 300,000 - $ 300,000 $ - Adjustments: Non Recurring Non Recurring Carry Forward Jail Kitchen Equipment Agenda Item: $ 300,000 FY 2015 Adopted Budget Percent Change from Threshold Amount Detention Fund (255) Kitchen Installation Expenditures Revenue KITCHEN INSTALLATION FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 340,000 $ 340,000 - $ 340,000 $ - Adjustments: Non Recurring Non Recurring Carry Forward Kitchen Installation Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount 902 340,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff Detention Fund (255) Jail Wagon Vehicles Non Recurring Non Project Expenditures Revenue JAIL WAGON VEHICLES FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 140,000 $ 140,000 - $ 140,000 $ - Adjustments: Base Adjustments MCSO Jail Wagon Program Jail Wagon Program Agenda Item: $ 140,000 FY 2015 Adopted Budget Percent Change from Threshold Amount Detention Fund (255) Washing Machines Non Recurring Non Project Expenditures Revenue WASHING MACHINES FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 350,000 $ 350,000 - $ 350,000 $ - Adjustments: Non Recurring Other Non Recurring Washing Machines Agenda Item: $ 350,000 FY 2015 Adopted Budget Percent Change from Threshold Amount Sheriff Towing & Impound Fund (258) Operating Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 194,691 $ 228,600 FY 2014 Revised Budget $ 194,691 $ 228,600 FY 2015 Baseline Budget Threshold $ 194,691 $ 228,600 $ 1,902 $ 1,902 11,510 $ 11,510 - $ - $ - 27,981 27,981 $ 208,103 $ 6.9% 256,581 12.2% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Net Increase Supplies, Services and Capital Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount 903 11,510 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Towing & Impound Fund (258) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ - $ - $ - $ - $ 130,981 Sources: Operating Total Sources: $ $ - $ $ 228,600 228,600 $ $ 228,600 228,600 $ $ 242,400 242,400 $ $ 256,581 256,581 Uses: Operating Total Uses: $ $ - $ $ 194,691 194,691 $ $ 194,691 194,691 $ $ 111,419 111,419 $ $ 208,103 208,103 Structural Balance $ - $ 33,909 $ 33,909 $ 130,981 $ 48,478 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ $ 33,909 33,909 $ $ 33,909 33,909 $ $ 130,981 130,981 $ $ 179,459 179,459 904 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Analysis by Ron Forster, Senior 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 Safe Communities By June 30, 2015, 95% of civil cases filed in the Superior Court will be resolved within 18 months and 99% resolved by or within 24 months. Status: In FY 2013, the Superior Court resolved 92% of civil cases filed within 18 months, and 96% within 24 months. FY 2014 mid-year, the Superior Court continues to progress and has resolved 93% of civil cases within 18 months and 96% within 24 months. Safe Communities By June 30, 2016, 85% of criminal felony cases filed in Superior Court will be resolved within 180 days, and 90% will be resolved within 365 days. Status: In FY 2013, the Superior Court did not meet the goal to resolve 85% of the felony matters within 180 days. Only 78% of its criminal felony cases were resolved within 180 days. The goal of resolving felony matters within 365 days was met, as 94% of the matters were resolved within one year. FY 2014 mid-year, the Superior Court did not meet the goal to resolve 85% of the felony matters within 180 days. Only 78% of its criminal felony cases were resolved within 180 days. The goal of resolving felony matters within 365 days was met, as 92% of the matters were resolved within one year. Safe Communities By June 30, 2015, 96% of family cases filed in Superior Court will be resolved within 12 months and 99% within 24 months. Status: In FY 2013, the Superior Court met this goal and resolved 97% of family cases within 12 months, and 99% within 24 months. FY 2014 midyear, the Superior Court continues to meet this goal and resolve 97% of family cases within 12 months, and 99% within 24 months. 905 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Specific Department Strategic Plans and Budgets Superior Court By June 30, 2017, 86% of the Superior Court users surveyed agree that the Court treats its customers with fairness, equality and respect. Status: The CourTools survey developed by the National Center for State Courts was conducted in January, 2013. The survey measures fairness, equality and respect. The Court narrowly missed attaining this goal. The Court users ranked the Court at 85% on this measure. Department Specific By June 30, 2017, 90% of the Superior Court users surveyed agree that the Court is accessible. Status: The CourTools survey developed by the National Center for State Courts was conducted in January 2013. The survey measures access to the Court. The Court users ranked the Court at 86% on this measure. Department Specific By June 30, 2016, voluntary workforce turnover will be at 10% or lower. Status: In FY 2013, the Judicial Branch met its goal of voluntary workforce turnover at 10% or lower as the voluntary turnover rate was 9.62%. This goal will be reviewed during the FY 2016 strategic planning session. Department Specific By June 30, 2016, 85% of the Superior Court Judicial Officers and Administrators surveyed agree that the Court Management System meets their needs. Status: iCIS, the Judicial Branch’s case management system, is outdated and the technology is no longer supported. The Judicial Branch has started to rewrite the antiquated system. The updated case management system, iCISng (Next generation) is in the development stages. Initial Appearance (IA) Court, Pretrial Services, eSearch Warrant, ePetition to Revoke and IA Summons applications have been deployed. As the various modules are developed and deployed, the Superior Court plans to survey users to ensure that the new case management system is meeting user needs. The iCISng technology project will continue through FY 2017. The court is currently conducting a survey of its users. 906 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES CPAD - CAPITAL ADJUDICATION FELA - FELONY ADJUDICATION 80CJ - CRIMINAL JUSTICE $ CVAD - CIVIL ADJUDICATION 80CV - CIVIL AND TAX JUSTICE FY 2014 ADOPTED $ $ 102,703 2,132,419 2,235,122 $ $ 2,660,755 2,660,755 2,931,879 1,698,031 4,629,910 $ 444,004 1,172,720 1,616,724 $ $ $ 500 600 728,177 1,525,224 2,254,501 521,505 521,505 $ $ 1,000 100 1,100 $ - $ 1,685,960 1,685,960 $ $ $ 16,447,760 $ $ 181,510 2,582,456 2,763,966 $ $ 2,897,218 2,897,218 FPRE - FAMILY PRE DECREE JUDGMENT FPST - FAMILY POST DECREE JUDGMENT 80FA - FAMILY ADJUDICATION $ JDEL - JUV DELINQUENCY ADJUDICATION JDEP - JUV DEPENDENCY ADJUDICATION 80JJ - JUVENILE JUSTICE $ CITR - CT INTERPRETATION TRANSLATION CSEC - COURT SECURITY JURR - JURORS PICO - PUB INFO AND COMMUNITY OUTRCH 80OS - COURT OPERATIONS SUPPORT $ $ $ $ $ 2,668,800 2,668,800 2,528,652 1,664,304 4,192,956 $ 430,032 1,193,909 1,623,941 $ $ $ 110 3,522 745,786 1,446,956 2,196,374 521,505 521,505 $ $ 1,000 100 1,100 $ - $ 1,685,960 1,685,960 $ $ $ $ 16,122,775 $ $ $ $ 186,705 2,408,267 2,594,972 $ $ $ 2,818,103 2,818,103 $ $ 2,818,103 2,818,103 2,657,918 1,801,841 4,459,759 $ 2,931,879 1,698,031 4,629,910 $ 451,108 957,065 1,408,173 $ 444,004 1,075,000 1,519,004 $ $ $ 990 3,432 744,144 1,489,129 2,237,695 $ $ 500 600 728,177 1,525,224 2,254,501 PBMH - PROBATE AND MENTAL HEALTH 80PM - PROBATE MENTAL HEALTH COURT $ $ 468,553 468,553 $ $ HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - INDIRECT SUPPORT $ 72 72 $ GGOV - GENERAL GOVERNMENT RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 4,206 4,206 $ BUAS - BUSINESS APPLICATION DEV SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ 1,331,565 1,331,565 $ $ TOTAL PROGRAMS $ 15,571,207 $ $ $ $ $ $ $ 907 REVISED VS ADOPTED VAR % 196,396 2,739,246 2,935,642 186,705 2,830,972 3,017,677 $ FY 2015 ADOPTED FY 2014 FORECAST FY 2014 REVISED $ $ $ $ $ $ $ $ $ 9,691 330,979 340,670 5.2% 13.7% 13.1% $ $ (149,303) (149,303) -5.3% -5.3% 2,660,918 1,687,949 4,348,867 $ (270,961) (10,082) (281,043) -9.2% -0.6% -6.1% 516,061 1,257,249 1,773,310 $ 72,057 84,529 156,586 16.2% 7.2% 9.7% $ $ 500 600 694,280 1,562,000 2,257,380 $ (33,897) 36,776 2,879 0.0% 0.0% -4.7% 2.4% 0.1% 457,752 457,752 $ $ 459,200 459,200 $ $ (62,305) (62,305) -11.9% -11.9% 140 1 141 $ $ $ 1,000 75,000 100 76,100 75,000 75,000 0.0% N/A 0.0% 6818.2% (62,482) $ (62,482) $ 3,224 3,224 $ 3,224 3,224 N/A N/A N/A 1,793,404 1,793,404 $ 50,000 1,800,000 1,850,000 $ $ $ 50,000 114,040 164,040 N/A 6.8% 9.7% 15,097,963 $ 16,372,523 $ 249,748 1.5% $ $ $ $ $ $ Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2013 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 PICO - PUB INFO AND COMMUNITY OUTRCH 80OS - COURT OPERATIONS SUPPORT $ $ $ $ $ $ 9,196,190 496,928 9,693,118 9,846,649 4,438,836 14,285,485 575,400 4,559,193 4,695,231 9,829,824 $ 3,600,949 6,857,173 3,795,557 3,512,261 17,765,940 PBMH - PROBATE AND MENTAL HEALTH 80PM - PROBATE MENTAL HEALTH COURT $ $ BDFS - BUDGET AND FINANCIAL SERVICES FACI - FACILITIES MANAGEMENT HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT RMGT - RISK MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED AND STATUTRY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER TSPT - TECHNOLOGY SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS 99IT - INFORMATION TECHNOLOGY $ 467,100 21,814,042 22,281,142 $ $ $ $ $ $ $ $ $ $ $ 9,260,746 523,000 9,783,746 10,159,945 4,631,429 14,791,374 1,413,473 4,571,628 4,725,341 10,710,442 $ 3,845,539 3,845,539 $ $ 3,934,429 3,934,429 225,212 1,598,051 3,600,403 278,262 305,164 6,007,092 $ 1,379,811 1,379,811 $ TOTAL PROGRAMS $ 87,986,717 $ 569,750 21,604,963 22,174,713 3,629,145 7,079,769 4,248,676 3,473,454 18,431,044 1,739,404 557,690 601,672 2,898,766 $ FY 2014 ADOPTED $ $ $ $ FY 2014 REVISED $ $ $ $ $ $ $ $ 583,697 23,831,616 24,415,313 9,723,003 549,317 10,272,320 10,696,434 4,990,919 15,687,353 1,413,473 4,889,817 5,016,105 11,319,395 $ 3,663,464 6,932,913 4,240,378 3,568,367 18,405,122 $ $ $ $ $ $ $ $ $ $ 9,786,535 553,128 10,339,663 10,494,475 4,718,256 15,212,731 1,219,530 4,745,726 5,029,063 10,994,319 $ 4,219,987 4,219,987 $ $ 288,357 $ 2,965,366 3,456,410 (898,028) 367,441 313,452 6,492,998 $ 138,477 1,873,618 3,648,091 251,528 313,452 6,225,166 $ 1,419,034 1,419,034 1,419,034 1,419,034 $ $ 93,186,512 908 $ $ $ $ 3,345,026 928,447 743,044 5,016,517 $ 96,980,207 $ 578,985 22,283,319 22,862,304 3,760,667 6,928,788 4,130,812 3,454,299 18,274,566 3,586,260 1,026,275 836,197 5,448,732 $ FY 2014 FORECAST $ $ $ $ FY 2015 ADOPTED $ $ $ $ $ $ $ $ 9,311,002 535,761 9,846,763 10,416,732 5,180,423 15,597,155 1,223,257 4,958,880 5,689,399 11,871,536 $ $ $ $ $ $ $ $ 15.5% 6.3% 6.5% 412,001 13,556 425,557 4.2% 2.5% 4.1% 279,702 (189,504) 90,198 2.6% -3.8% 0.6% 190,216 (69,063) (673,294) (552,141) 13.5% -1.4% -13.4% -4.9% -1.2% 1.7% -2.9% -8.3% -1.9% 1.5% 1.5% $ $ (43,944) 119,389 (123,043) (297,547) (345,145) 4,160,117 4,160,117 $ $ 4,158,268 4,158,268 $ $ 61,719 61,719 169,793 1,722,284 3,780,753 297,788 287,720 6,258,338 $ 493,799 1,051,781 1,934,404 1,325,846 414,095 257,430 313,452 969,578 6,760,385 $ $ 3,279,579 1,019,528 865,464 5,164,571 $ 94,571,803 $ $ $ $ 1,167,634 190,862 256,245 1,614,741 $ 90,645 1,492,630 1,583,275 3,707,408 6,813,524 4,363,421 3,865,914 18,750,267 1,305,194 1,305,194 $ 493,052 22,338,986 22,832,038 REVISED VS ADOPTED VAR % $ $ $ (355,322) (1,051,781) (60,786) 2,322,245 (414,095) (5,902) (969,578) (535,219) -256.6% N/A -3.2% 63.7% N/A -2.3% 0.0% N/A -8.6% (1,167,634) 1,419,034 (190,862) (256,245) (195,707) N/A 100.0% N/A N/A -13.8% -56.0% -65.2% -111.6% N/A -81.1% -3.6% $ 5,219,544 1,533,365 1,572,266 760,219 9,085,394 $ (1,874,518) (604,918) (829,222) (760,219) (4,068,877) $ 100,516,547 $ (3,536,340) $ Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category FY 2013 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST REVISED VS ADOPTED VAR % FY 2015 ADOPTED $ SUBTOTAL $ 1,303,063 1,303,063 $ $ 1,500,861 1,500,861 $ $ 1,598,581 1,598,581 $ $ 1,498,436 1,498,436 $ $ 1,917,598 1,917,598 $ $ 319,017 319,017 20.0% 20.0% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 2,206,021 11,981,809 14,187,830 $ $ $ 2,367,888 12,032,087 14,399,975 $ $ 1,939,989 11,608,972 13,548,961 $ $ 2,400,093 12,057,701 14,457,794 $ $ 2,405,628 12,473,271 14,878,899 $ (32,205) (25,614) (57,819) -1.3% -0.2% -0.4% $ 4,761 $ 1,850 $ 1,850 $ 6,620 $ 1,850 $ $ $ $ 39,600 13,500 53,100 $ $ 32,745 11,201 43,946 $ $ 46,050 18,500 64,550 $ $ 47,650 18,500 66,150 $ SUBTOTAL $ 34,972 40,581 75,553 $ (6,450) (5,000) (11,450) ALL REVENUES $ 15,571,207 $ 16,447,760 $ 16,122,775 $ 15,097,963 $ 16,372,523 $ 249,748 1.5% 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 $ 15,571,207 $ 16,447,760 $ 16,122,775 $ 15,097,963 $ 16,372,523 $ 249,748 1.5% (1,299,590) (31,006) 82,816 234,427 663,321 (875,563) 1,011,499 (214,096) -2.1% -6.8% 27.6% 1.0% 54.4% -5.9% 11.0% -0.3% (240,888) (2,446,231) 7,500 (2,679,619) -10.8% 0.0% N/A 100.0% -118.6% 157,420 3,800 (727,825) 35,130 2,075 (41,631) (35,600) (34,994) (1,000) (642,625) 3.2% 1.7% -24.4% 0.0% 4.1% 0.1% -20.3% -37.4% -8.2% N/A N/A 0.0% -5.5% 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 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 SUBTOTAL $ 59,127,187 $ 350,964 257,353 22,526,852 104,448 (14,927,556) 6,951,570 74,390,818 $ 2,739,210 17,344 114,871 2,871,425 $ $ 4,477,241 172,284 2,479,749 212,268 781,950 1,403,078 178,691 112,992 457,054 330 305,164 10,580,801 $ $ $ 7,399 136,274 143,673 ALL EXPENDITURES $ TOTAL USES $ $ $ 60,258,025 $ 400,000 248,504 23,823,917 38,500 (14,319,495) 8,535,975 78,985,426 $ 2,210,770 24,500 2,235,270 $ $ 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 $ $ $ - 87,986,717 $ 87,986,717 $ $ 62,352,158 $ 455,680 299,575 24,293,026 1,218,695 (14,820,403) 9,172,819 82,971,550 $ 2,226,712 24,500 7,500 2,258,712 $ $ 4,933,213 225,588 2,978,024 216,737 854,795 1,499,567 204,759 95,224 428,586 313,452 11,749,945 $ $ $ - 93,186,512 $ 93,186,512 $ $ 909 $ 62,804,994 $ 472,383 179,563 24,372,499 58,420 (15,367,140) 8,710,646 81,231,365 $ 2,093,852 16,179 29,155 2,139,186 $ 63,651,748 $ 486,686 216,759 24,058,599 555,374 (13,944,840) 8,161,320 83,185,646 $ $ $ 2,467,600 24,500 2,446,231 4,938,331 4,943,207 $ 155,714 2,616,090 197,629 863,916 1,432,541 191,709 112,402 399,904 270 (20,000) 307,870 11,201,252 $ 4,775,793 221,788 3,705,849 216,737 819,665 1,497,492 246,390 130,824 463,580 1,000 313,452 12,392,570 $ $ $ $ $ $ - - 0.0% -14.0% -27.0% -17.7% $ - $ - N/A N/A N/A 96,980,207 $ 94,571,803 $ 100,516,547 $ (3,536,340) -3.6% 96,980,207 $ 94,571,803 $ 100,516,547 $ (3,536,340) -3.6% Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST REVISED VS ADOPTED VAR % FY 2015 ADOPTED $ FUND TOTAL SOURCES $ 2,006,331 2,006,331 $ $ 1,880,100 1,880,100 $ $ 1,880,100 1,880,100 $ $ 1,874,147 1,874,147 $ $ 1,880,100 1,880,100 $ $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 2,118,192 2,118,192 $ $ 2,599,319 2,599,319 $ $ 2,697,039 2,697,039 $ $ 2,342,080 2,342,080 $ $ 2,989,816 2,989,816 $ $ 292,777 292,777 10.9% 10.9% $ FUND TOTAL SOURCES $ 513,120 513,120 $ $ 521,600 521,600 $ $ 521,600 521,600 $ $ 495,789 495,789 $ $ 506,200 506,200 $ $ (15,400) (15,400) -3.0% -3.0% $ FUND TOTAL SOURCES $ 468,553 468,553 $ $ 464,531 464,531 $ $ 464,531 464,531 $ $ 407,752 407,752 $ $ 409,200 409,200 $ $ (55,331) (55,331) -11.9% -11.9% $ $ 1,585,726 1,585,726 $ $ 1,678,000 1,678,000 $ $ 1,678,000 1,678,000 $ $ 1,452,430 1,452,430 $ $ 1,441,200 1,441,200 $ $ (236,800) (236,800) -14.1% -14.1% $ $ 4,626,593 4,626,593 $ $ 4,900,000 4,900,000 $ $ 4,900,000 4,900,000 $ $ 4,818,814 4,818,814 $ $ 4,759,800 4,759,800 $ $ (140,200) (140,200) -2.9% -2.9% $ $ 1,265,965 1,265,965 $ $ 1,296,000 1,296,000 $ $ 1,296,000 1,296,000 $ $ 1,227,337 1,227,337 $ $ 1,296,000 1,296,000 $ $ - 0.0% 0.0% $ $ 1,870,465 1,870,465 $ $ 2,101,600 2,101,600 $ $ 1,678,895 1,678,895 $ $ 1,432,883 1,432,883 $ $ 2,101,600 2,101,600 $ $ 422,705 422,705 25.2% 25.2% $ $ 643,751 643,751 $ $ 585,000 585,000 $ $ 585,000 585,000 $ $ 626,746 626,746 $ $ 585,000 585,000 $ $ - 0.0% 0.0% $ $ 113,435 113,435 $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 100,196 100,196 $ $ 108,000 108,000 $ $ $ $ 701 701 $ $ - $ $ - $ $ 357 357 $ $ - $ $ - N/A N/A $ $ 166,082 166,082 $ $ 115,007 115,007 $ $ 115,007 115,007 $ $ 132,522 132,522 $ $ 115,007 115,007 $ $ - 0.0% 0.0% $ $ 192,293 192,293 $ $ 190,682 190,682 $ $ 190,682 190,682 $ $ 186,910 186,910 $ $ 180,600 180,600 $ $ (10,082) (10,082) -5.3% -5.3% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 15,571,207 15,571,207 $ $ 16,447,760 16,447,760 $ $ 16,122,775 16,122,775 $ $ 15,097,963 15,097,963 $ $ 16,372,523 16,372,523 $ $ 249,748 249,748 1.5% 1.5% 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 910 (7,921) (7,921) -6.8% -6.8% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 100 GENERAL OPERATING DISASTER REC EQUIPMENT SUP CT FOR THE RECORD EQUIP NON RECURRING NON PROJECT SUP COURT CASE MGMT SYSTEM INTEGRATED COURT INFO REWRITE FUND TOTAL USES 238 SUPERIOR COURT GRANTS OPERATING FUND TOTAL USES 208 JUDICIAL ENHANCEMENT OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 256 PROBATE FEES OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 257 CONCILIATION COURT FEES OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 259 SUPERIOR COURT SPECIAL REVENUE OPERATING NON RECURRING NON PROJECT INTEGRATED COURT INFO REWRITE FUND TOTAL USES 261 LAW LIBRARY OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 264 SUPERIOR COURT FILL THE GAP OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 271 EXPEDITED CHILD SUPPORT OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 276 SPOUSAL MAINT ENF ENHANCEMENT OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 277 EMANCIPATION ADMINISTRATION NON RECURRING NON PROJECT FUND TOTAL USES 281 CHILDRENS ISSUES EDUCATION OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 282 DOM REL MEDIATION EDUCATION OPERATING NON RECURRING NON PROJECT FUND TOTAL USES FY 2013 ACTUAL $ $ 73,417,473 584,292 1,301,752 75,303,517 $ $ $ $ $ $ $ $ $ $ $ FY 2014 ADOPTED $ $ 74,589,379 1,412,773 91,000 76,093,152 2,159,865 2,159,865 $ $ 470,018 10,378 480,396 $ 464,531 60,503 525,034 $ 1,390,000 271,040 1,661,040 $ 3,833,165 3,833,165 $ $ $ $ $ 1,229,764 35,370 1,265,134 $ 1,406,930 110,685 1,517,615 $ 546,000 65,544 611,544 $ $ $ 115,921 1,755 117,676 $ $ $ FY 2014 REVISED $ $ 77,061,599 2,558,325 91,000 79,710,924 2,599,319 2,599,319 $ $ 521,600 521,600 $ 464,531 150,000 614,531 $ 1,678,000 300,000 1,978,000 $ 4,900,000 275,000 1,300,000 6,475,000 $ $ $ $ $ 1,296,000 1,296,000 $ 2,101,600 2,101,600 $ 585,000 200,000 785,000 $ $ $ 115,921 115,921 1,416 1,416 $ $ 115,007 201,740 316,747 $ $ $ 190,682 2,886 193,568 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 85,339,356 2,647,361 87,986,717 $ $ $ $ $ $ $ $ FY 2014 FORECAST $ $ 77,834,144 1,218,830 91,000 79,143,974 2,697,039 2,697,039 $ $ 521,600 521,600 $ 464,531 150,000 614,531 $ 1,678,000 300,000 1,978,000 $ 4,900,000 275,000 1,300,000 6,475,000 $ $ $ $ $ 1,296,000 1,296,000 $ 1,678,895 500,908 2,179,803 $ 585,000 200,000 785,000 $ $ $ 115,921 115,921 700 700 $ $ 115,007 300,000 415,007 $ $ $ 190,682 190,682 $ $ $ 89,157,039 4,029,473 93,186,512 $ $ $ $ 911 FY 2015 ADOPTED $ $ 80,343,393 1,136,091 1,305,640 9,000 1,840,000 84,634,124 2,390,286 2,390,286 $ $ 438,288 438,288 $ 464,531 108,187 572,718 $ 1,538,170 251,251 1,789,421 $ 4,637,681 245,253 1,161,176 6,044,110 $ $ $ $ $ 1,105,431 1,105,431 $ 1,145,357 500,908 1,646,265 $ 585,000 137,800 722,800 $ $ $ 115,921 115,921 700 700 $ $ 115,007 300,000 415,007 $ $ $ 190,682 190,682 $ $ $ 91,304,274 5,675,933 96,980,207 $ $ $ $ REVISED VS ADOPTED VAR % $ $ (3,281,794) (1,136,091) (1,305,640) 2,549,325 (1,840,000) 91,000 (4,923,200) -4.3% N/A N/A 99.6% N/A 100.0% -6.2% 2,989,816 2,989,816 $ $ (292,777) (292,777) -10.9% -10.9% 506,200 506,200 $ 15,400 15,400 3.0% N/A 3.0% 409,200 100,000 509,200 $ 55,331 50,000 105,331 11.9% 33.3% 17.1% 1,441,200 175,000 1,616,200 $ 236,800 125,000 361,800 14.1% 41.7% 18.3% 4,759,800 440,000 5,199,800 $ 140,200 (165,000) 1,300,000 1,275,200 2.9% -60.0% 100.0% 19.7% (250,000) (250,000) 0.0% N/A -19.3% (422,705) 500,908 78,203 -25.2% 100.0% 3.6% (125,000) (125,000) 0.0% -62.5% -15.9% 7,921 (50,000) (42,079) 6.8% N/A -36.3% $ $ $ $ 1,296,000 250,000 1,546,000 $ 2,101,600 2,101,600 $ 585,000 325,000 910,000 $ $ $ 108,000 50,000 158,000 700 700 $ $ - $ $ 700 700 100.0% 100.0% 115,007 296,200 411,207 $ 115,007 25,000 140,007 $ $ 275,000 275,000 0.0% 91.7% 66.3% $ $ 190,682 190,682 5.3% N/A -7.8% $ $ $ 90,560,498 4,011,305 94,571,803 -3.9% -0.1% -3.6% $ $ $ $ $ $ $ $ $ $ $ $ 180,600 25,000 205,600 $ $ 10,082 (25,000) (14,918) $ 94,835,816 $ 5,680,731 $ 100,516,547 $ $ $ (3,531,542) (4,798) (3,536,340) $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court Staffing by Program and Activity PROGRAM ACTIVITY CIVIL AND TAX JUSTICE CIVIL ADJUDICATION TAX ADJUDICATION PROGRAM TOTAL COURT OPERATIONS SUPPORT 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 GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT FACILITIES MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT PROCUREMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER INFRASTRUCTURE NETWORK SVCS TECHNOLOGY SUPPORT PROGRAM TOTAL JUVENILE JUSTICE CRADLES TO CRAYONS JUV DELINQUENCY ADJUDICATION JUV DEPENDENCY ADJUDICATION PROGRAM TOTAL PROBATE MENTAL HEALTH COURT PROBATE AND MENTAL HEALTH PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 ADOPTED FY 2014 ADOPTED FY 2014 REVISED FY 2014 FY 2015 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 105.00 5.00 110.00 106.00 5.00 111.00 104.00 5.00 109.00 105.00 5.00 110.00 104.00 5.00 109.00 - 0.0% 0.0% 0.0% 151.00 41.00 15.00 35.50 242.50 152.00 41.00 14.00 35.50 242.50 153.00 41.00 14.00 35.50 243.50 153.00 41.00 14.00 35.50 243.50 153.00 41.00 14.00 35.50 243.50 - 0.0% 0.0% 0.0% 0.0% 0.0% 5.00 283.50 288.50 6.00 279.50 285.50 6.00 276.50 282.50 6.00 275.50 281.50 5.00 263.50 268.50 (1.00) (13.00) (14.00) (16.7%) (4.7%) (5.0%) 54.00 118.00 172.00 57.00 117.00 174.00 57.60 117.00 174.60 58.00 117.00 175.00 58.00 118.00 176.00 .40 1.00 1.40 0.7% 0.9% 0.8% - - .00 - - 1.00 1.00 1.00 1.00 N/A N/A 36.00 42.00 32.00 10.00 120.00 34.00 41.00 34.00 10.00 119.00 34.00 43.00 .00 35.00 .00 9.00 121.00 34.00 43.00 35.00 9.00 121.00 38.00 12.00 18.00 35.00 8.00 10.00 121.00 4.00 (31.00) 18.00 8.00 1.00 - 11.8% (72.1%) N/A 0.0% N/A 11.1% 0.0% 38.00 11.00 26.00 75.00 41.00 11.00 28.00 80.00 45.00 10.00 .00 26.00 81.00 45.00 10.00 26.00 81.00 46.00 5.00 8.00 37.00 96.00 1.00 (5.00) 8.00 11.00 15.00 2.2% (50.0%) N/A 42.3% 18.5% 12.00 66.00 62.00 140.00 17.00 64.00 64.00 145.00 18.00 66.00 65.00 149.00 18.00 66.00 65.00 149.00 18.00 67.00 75.00 160.00 1.00 10.00 11.00 0.0% 1.5% 15.4% 7.4% 55.00 55.00 1,203.00 53.00 53.00 1,210.00 54.00 54.00 1,214.60 54.00 54.00 1,215.00 54.00 54.00 1,229.00 14.40 0.0% 0.0% 1.2% 912 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrative Staff Supv Administrative Supervisor 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 Computer Operator - Sr/Ld Conference Officer Counselor Court Commissioner Court Conciliator Court Interpreter Court Interpreter Manager Court Interpreter Supervisor Court Probate Investigator Court Reporter Court Reporter Manager Data Architect Database Administrator Database Administrator - Senior/Lead Deputy Director - Superior Court Director - Superior Court Educator Bachelor's Executive Assistant Finance Manager - Large Finance Support Supervisor Finance/Business Analyst 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 Intern IT Division Manager IT Security Analyst 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 FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 7.00 7.00 7.00 7.00 7.00 0.0% 16.00 16.00 16.00 16.00 16.00 0.0% 17.00 15.00 18.00 18.00 18.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 3.00 3.00 3.00 3.00 0.0% 2.00 3.00 3.00 3.00 3.00 0.0% 3.00 1.00 1.00 1.00 1.00 0.0% 2.00 3.00 3.00 3.00 3.00 0.0% 4.00 6.00 6.00 6.00 6.00 0.0% 116.00 117.00 116.60 117.00 120.00 3.40 2.9% 4.00 2.00 4.00 3.00 3.00 (1.00) (25.0%) 4.00 4.00 4.00 4.00 4.00 0.0% 5.00 7.00 6.00 6.00 6.00 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% 1.00 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 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% 11.00 4.00 4.00 4.00 4.00 0.0% 59.00 59.00 59.00 59.00 59.00 0.0% 4.00 11.00 12.00 12.00 14.00 2.00 16.7% 33.00 33.00 33.00 33.00 33.00 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% 6.00 6.00 6.00 6.00 0.0% 51.50 51.50 49.50 50.50 51.50 2.00 4.0% 1.00 1.00 2.00 1.00 1.00 (1.00) (50.0%) 1.00 3.00 1.00 3.00 3.00 2.00 200.0% 1.00 1.00 1.00 1.00 N/A 1.00 1.00 (1.00) (100.0%) 4.00 4.00 7.00 7.00 7.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 6.00 6.00 5.00 5.00 5.00 0.0% 1.00 N/A 3.00 3.00 3.00 3.00 3.00 0.0% 3.00 2.00 3.00 3.00 2.00 (1.00) (33.3%) 3.00 3.00 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 7.00 7.00 6.00 6.00 6.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 6.00 7.00 7.00 7.00 0.0% 7.00 2.00 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% 4.00 5.00 4.00 4.00 4.00 0.0% 1.00 N/A 1.00 1.00 1.00 0.0% 2.00 2.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 3.00 1.00 1.00 1.00 0.0% 2.00 3.00 3.00 3.00 3.00 0.0% 155.00 156.00 160.00 160.00 163.00 3.00 1.9% 4.00 4.00 4.00 4.00 4.00 0.0% 8.00 8.00 8.00 8.00 8.00 0.0% 158.00 151.00 149.00 149.00 151.00 2.00 1.3% 21.00 21.00 21.00 21.00 21.00 0.0% 30.00 29.00 28.00 28.00 28.00 0.0% 10.00 13.00 11.00 11.00 11.00 0.0% 913 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court Staffing by Market Range Title (continued) MARKET RANGE TITLE Legal Assistant Librarian Library Clerk Library Coordinator Library Paraprofessional Management Analyst Management Assistant Media Specialist Mental Health Director – Juvenile Office Assistant Office Assistant Specialized Operations Support Analyst Operations Support Anlst-Sr/Ld Operations/Program Manager Operations/Program Supervisor PC/LAN Technician PC/LAN Technician - Senior/Lead Polygraph Examiner Procurement Specialist Procurement Supervisor - Dept Program Coordinator Programmer/Analyst Programmer/Analyst - Senior/Lead Psychologist Quality Assurance Analyst 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 Software Architect Special Projects Manager Superior Court Judge Systems Admin & Analysis Mgr Systems Administrator Systems Administrator - Senior/Lead Trades Generalist Trades Specialist Trades Supervisor Trainer Training Officer Warehouse/Inventory Specialist Warehouse/Inventory Supervisor Web Designer/Developer Web Designer/Developer - Senior/Lead Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 14.00 12.00 12.00 12.00 12.00 0.0% 5.00 5.00 4.00 4.00 4.00 0.0% .50 .50 .50 .50 .50 0.0% 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 5.00 5.00 0.0% 10.00 9.00 10.00 10.00 10.00 0.0% 2.00 2.00 2.00 2.00 0.0% 1.00 N/A 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 19.00 18.00 18.00 18.00 18.00 0.0% 1.00 1.00 1.00 0.0% 2.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 N/A 1.00 N/A 10.00 9.00 7.00 7.00 7.00 0.0% 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 5.00 4.00 3.00 3.00 4.00 1.00 33.3% 2.00 2.00 2.00 2.00 2.00 0.0% 8.00 9.00 12.00 12.00 12.00 0.0% 7.00 5.00 5.00 5.00 5.00 0.0% 5.00 12.00 12.00 12.00 12.00 0.0% 3.00 1.00 1.00 1.00 1.00 0.0% 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% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 2.00 2.00 2.00 2.00 0.0% 130.00 131.00 128.00 128.00 128.00 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 11.00 11.00 12.00 12.00 12.00 0.0% 10.00 6.00 7.00 7.00 7.00 0.0% 1.00 2.00 2.00 2.00 0.0% 2.00 (2.00) (100.0%) 1.00 2.00 1.00 1.00 1.00 0.0% 95.00 95.00 95.00 95.00 98.00 3.00 3.2% 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% 7.00 6.00 7.00 7.00 7.00 0.0% 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 8.00 5.00 3.00 4.00 4.00 1.00 33.3% 1.00 2.00 2.00 2.00 0.0% 4.00 5.00 5.00 5.00 5.00 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 1,203.00 1,210.00 1,214.60 1,215.00 1,229.00 14.40 1.2% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 208 JUDICIAL ENHANCEMENT SUPERIOR COURT GRANTS 238 264 SUPERIOR COURT FILL THE GAP Department Total FY 2015 FY 2013 FY 2014 FY 2014 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1,163.00 1,140.00 1,145.00 1,148.60 1,149.00 8.00 6.00 6.00 6.00 6.00 23.00 26.00 27.00 27.00 27.00 33.00 33.00 33.00 33.00 32.00 1,203.00 1,210.00 1,214.60 1,215.00 1,229.00 914 REVISED TO ADOPTED VARIANCE VAR % 14.40 1.3% 0.0% 0.0% 0.0% 14.40 1.2% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court General Adjustments • Base Adjustments: • Personnel: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. General Fund (100) Operating • Decrease Regular Benefits by $492,575 for the impact of changes in retirement contribution rates. • Increase expenditures by $160,000 for Commissioner pay to Tier 1 level. • Increase Internal Service Charges by $66,135 for the impact of changes in risk management charges. • Increase expenditures by $1,222,837 for the Cradles to Crayons program. • Increase expenditures by $276,682 for two juvenile court division half-year positions. • Increase expenditures by $172,551 for one criminal court division half-year positions. • Increase expenditures by $75,330 for two juvenile court support positions. • Increase expenditures by $1,023,728 for a reduction in personal salary savings. • Increase expenditures by $102,589 for Court Interpreter Market Adjustment. • Increase expenditures by $414,095 for Justice System Support Market Adjustment. • Increase expenditures by $117,846 Judicial Branch Interdepartmental Transfer. General Fund (100) Non Recurring Non Project • Increase expenditures by $9,000 for furniture and equipment for new juvenile and criminal court divisions in FY 2015. General Fund (100) Disaster Recovery Equipment • Increase expenditures by $1,136,091 for disaster recovery equipment in FY 2015. General Fund (100) Superior Court Case Management System • Increase expenditures by $1,840,000 for continued development and update of the case management system in FY 2015. General Fund (100) Superior Court For the Record Equipment • Increase expenditures by $1,305,640 for courtroom technology equipment in FY 2015. Superior Court Judicial Enhancement Fund (208) Operating • Increase Regular Benefits by $149 for the impact of changes in retirement contribution rates. • Decrease expenditures by $15,549 to maintain structural balance. • Decrease revenue by $15,400 due to trend analysis. Superior Court Grants Fund (238) Operating • Increase Grant Fund revenues by $390,497 for FY 2015. • Increase Regular Benefits by $530 for the impact of changes in retirement contribution rates. • Increase Grant Fund expenditures by $389,967 for anticipated grants in FY 2015. Probate Fees Fund (256) Operating • Decrease revenue by $55,331 due to a decline in probate fee proceeds. • Decrease expenditures by $55,331 to maintain structural balance. 915 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court Probate Fees Fund (256) Non Recurring Non Project • Increase expenditures by $100,000 for contract probate positions in FY 2015. Conciliation Court Fees Fund (257) Operating • Decrease revenue by $236,800 due to a decline in conciliation court fee proceeds. • Decrease expenditures by $236,800 to maintain structural balance. Conciliation Court Fees Fund (257) Non Recurring Non Project • Increase expenditures by $150,000 for Parent Conference Reports. • Increase expenditures by $25,000 for family court expenditures. Superior Court Special Revenue Fund (259) Operating • Decrease revenue by $140,200 due to a decline in other fee proceeds. • Decrease expenditures by $140,200 to maintain structural balance. Superior Court Special Revenue Fund (259) Non Recurring Non Project • Increase expenditures by $60,000 for Family Court related expenses. • Increase expenditures by $75,000 for juror related expenses. • Increase expenditures by $200,000 for Parent Conference Reports. • Increase expenditures by $105,000 for Grand Jury Transcripts. Law Library Fees Fund (261) Non Recurring Non Project • Increase expenditures by $250,000 for Law Library related expenses. Superior Court Fill the Gap Fund (264) Operating • Decrease Regular Benefits by $12,284 for impact of changes in retirement contribution rates. • Increase revenues by $422,705 to reestablish FY 2014 Adopted budget level. • Increase other Personal Services by $434,989 to maintain structural balance. Expedited Child Support Fund (271) Non Recurring Non Project • Increase expenditures by $250,000 for Parent Conference Reports. • Increase expenditures by $75,000 for Family Court expenses. Spousal Maintenance Enforcement Enhancement Fund (276) Operating • Decrease revenue by $7,921 due to a decline in other fee proceeds. • Decrease expenditures by $7,921 to maintain structural balance. Spousal Maintenance Enforcement Enhancement Fund (276) Non Recurring Non Project • Increase expenditures by $50,000 for Spousal Maintenance Enforcement expenses. Children’s Issues Education Fund (281) Non Recurring Non Project • Increase expenditures by $25,000 for Children’s Issues Education expenses. Domestic Relation Mediation Education Fund (282) Operating • Decrease revenue by $10,082 due to a decline in other fee proceeds. • Decrease expenditures by $10,082 to maintain structural balance. Domestic Relation Mediation Education Fund (282) Non Recurring Non Project 916 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget • Increase expenditures by $25,000 for Domestic Relations Mediation Education expenses. 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 in any case that is 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 2013 ACTUAL 91.9% FY 2014 REVISED 90.0% FY 2014 FORECAST 92.4% FY 2015 ADOPTED 90.0% 45.8% 43.4% 44.9% 43.4% Activities that comprise this program include: Civil Adjudication • • REV VS ADOPTED VAR % (0.00) -0.0% - 0.0% Tax Adjudication Civil Adjudication Activity The purpose of the General Civil Adjudication Activity is to resolve Superior Court civil cases for litigants so that they are afforded timely and just legal resolutions. Mandates: Arizona Constitution, Article VI, Section 14 and A.R.S. §12-123 gives the Superior Court jurisdiction in any cases that are not specifically assigned to another court in statute. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of Civil cases resolved within 18 months. Number of Civil cases resolved. Number of Civil (CVAD) cases filed. Total activity expenditure per Civil case resolved. FY 2013 ACTUAL 91.9% $ 45,580 44,180 201.76 FY 2014 REVISED 90.0% $ 46,500 48,240 209.10 $ FY 2014 FORECAST 92.4% $ 42,037 43,489 232.81 FY 2015 ADOPTED 90.0% $ 42,000 44,240 221.69 REV VS ADOPTED VAR % (0.0%) -0.0% $ 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL SOURCES $ 10,974 2,886,244 $ 2,897,218 6,603 2,811,500 $ 2,818,103 $ 16,791 2,643,964 $ 2,660,755 $ 24,000 2,644,800 $ 2,668,800 $ 100 - GENERAL 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL USES $ 6,237,112 65,552 2,893,526 $ 9,196,190 $ 6,655,449 69,219 2,998,335 $ 9,723,003 $ 6,719,081 69,119 2,998,335 $ 9,786,535 $ 6,596,959 69,243 2,644,800 $ 9,311,002 $ $ (4,500) (4,000) (12.59) -9.7% -8.3% -6.0% 17,397 (166,700) (149,303) 263.5% -5.9% -5.3% 58,490 (24) 353,535 412,001 0.9% -0.0% 11.8% 4.2% Expenditure $ 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. 917 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 Expenditure Ratio 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. Total activity expenditure per tax case resolved FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 45.8% 43.4% 44.9% 43.4% 0.0% 0.0% 1,162 800 959 800 0.0% 675 790 657 790 0.0% 1,837 1,590 1,616 1,590 0.0% 716 900 671 900 0.0% 745 700 562 700 0.0% $ 270.51 $ 345.48 $ 342.28 $ 336.96 $ 8.53 2.5% 100 - GENERAL TOTAL USES $ $ 496,928 496,928 $ $ 549,317 549,317 $ $ 553,128 553,128 $ $ 535,761 535,761 $ $ 13,556 13,556 2.5% 2.5% Activity Narrative: The number of both large and small tax cases filed is lower than expected and reflected in the forecast. Case resolutions for small tax cases are lower than expected but resolutions for large tax cases are higher than expected. Court Operations Support Program The purpose of the Court Operations Support Program is to provide ancillary support services to defendants, justice partners, and the public so they can receive timely and just resolutions. Program Results Measure Description Percent of Spanish Interpretations Percent of people screened without incident Percent of Jurors reporting for service Percent of user satisfaction. FY 2013 ACTUAL 93.2% FY 2014 REVISED 94.0% FY 2014 FORECAST 93.6% FY 2015 ADOPTED 94.0% 98.1% 8.4% 98.8% 98.0% 43.7% 98.0% 97.9% 19.3% 98.4% 98.0% 10.0% 98.0% Activities that comprise this program include: • Court Interpretation & Translation • Jurors • • REV VS ADOPTED VAR % (0.0%) -0.0% 0.0% (33.7%) 0.0% 0.0% -77.1% 0.0% Public Information & Community Outreach Court Security 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. 918 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of Spanish Interpretations Number of Interpretation requests completed Number of Interpretation requests received Total activity expenditure per Interpretation request completed FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 93.2% 94.0% 93.6% 94.0% (0.0%) -0.0% 47,270 47,499 48,177 48,500 1,001 2.1% 47,270 47,500 47,677 48,500 1,000 2.1% $ 76.18 $ 77.13 $ 78.06 $ 76.44 $ 0.69 0.9% 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL 264 - SUPERIOR COURT FILL THE GAP TOTAL USES $ 3,419,281 181,668 $ 3,600,949 990 990 $ $ 500 500 $ $ 110 110 $ $ 500 500 $ $ $ 3,452,214 255,194 $ 3,707,408 $ - 0.0% 0.0% Expenditure $ 3,415,678 247,786 $ 3,663,464 $ 3,514,410 246,257 $ 3,760,667 $ (36,536) (7,408) (43,944) -1.1% -3.0% -1.2% Activity Narrative: The court is required to provide interpreter services under Title XI of the Civil Rights Act. The number of court provided interpretations requested and provided is up slightly. This trend is expected to continue in FY 2015. 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 Expenditure Ratio Revenue Measure Description Percent of people screened without incident Number of people screened. Number of people entering court facilities. Total activity expenditure per person screened. FY 2013 REV VS ADOPTED FY 2014 FY 2014 FY 2015 ACTUAL % REVISED FORECAST ADOPTED VAR 98.1% 98.0% 97.9% 98.0% 0.0% 0.0% 3,181,697 3,176,719 3,247,975 3,196,719 20,000 0.6% 3,176,719 3,247,975 3,196,719 20,000 0.6% 3,181,697 $ 2.16 $ 2.13 $ 0.05 2.3% 2.18 $ 2.13 $ 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ 6,857,173 $ 6,857,173 3,432 3,432 $ $ 600 600 $ $ 3,522 3,522 $ $ 600 600 $ $ - 0.0% 0.0% $ 6,813,524 $ 6,813,524 $ $ 119,389 119,389 1.7% 1.7% Expenditure $ 6,932,913 $ 6,932,913 $ 6,928,788 $ 6,928,788 Activity Narrative: Both the number of people entering court facilities and the number of people screened is up marginally in FY 2014. The demand in this activity is expected to remain stable. Jurors Activity The purpose of the Jurors Activity is to provide impartial jury panels to defendants and litigants so that they can benefit from informed decisions in court cases. Mandates: A.R.S. §21-301 establishes that the jury commissioner of the Superior Court is responsible for the maintenance of the master juror list. A.R.S. §21-331 establishes that the Superior Court is responsible for issuing summons to juror candidates for service in the Superior Court or, if authorized by intergovernmental agreements, for service in Justice Courts or municipal courts. Juries are to be conducted as prescribed by A.R.S. §§21-101 through 21-351. A.R.S. §21-402 establishes that the Presiding Judge of the Superior Court shall summon a grand jury three times per year (or additional times, per a petition from the County Attorney). Grand juries are to be conducted as prescribed by A.R.S. §§21-401 through 21-416. 919 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of Jurors reporting for service Number of jurors sent to a courtroom. Number of jurors reporting for service. Total activity expenditure per juror sent to a courtroom. FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 8.4% 43.7% 19.3% 10.0% (33.7%) -77.1% 37,788 38,000 49,448 54,000 16,000 42.1% 41,290 38,500 51,676 56,000 17,500 45.5% $ 100.44 $ 111.59 $ 83.54 $ 80.80 $ 30.78 27.6% 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL SOURCES $ 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL USES $ 3,724,647 70,910 $ 3,795,557 $ 677,916 66,228 744,144 $ $ 666,677 61,500 728,177 $ $ 694,843 50,943 745,786 $ 649,280 45,000 694,280 $ $ 4,138,421 225,000 $ 4,363,421 $ $ $ (17,397) (16,500) (33,897) -2.6% -26.8% -4.7% (33,882) (89,161) (123,043) -0.8% -65.6% -2.9% Expenditure $ 4,104,539 135,839 $ 4,240,378 $ 4,012,485 118,327 $ 4,130,812 $ 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 2014 Revised data entry was incorrect. 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: Discretionary services. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of user satisfaction. Number of website sessions completed. Number of website sessions requested. Total activity expenditure per website session. FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 98.8% 98.0% 98.4% 98.0% 0.0% 0.0% 415,123,680 599,518,800 308,794,970 450,000,000 (149,518,800) -24.9% 417,616,400 602,548,800 312,841,580 450,000,000 (152,548,800) -25.3% $ 0.01 $ 0.01 $ 0.01 $ 0.01 $ (0.00) -44.3% 238 - SUPERIOR COURT GRANTS 259 - SUPERIOR COURT SPECIAL REVENUE 261 - LAW LIBRARY TOTAL SOURCES $ 223,164 1,265,965 $ 1,489,129 $ 13,224 216,000 1,296,000 $ 1,525,224 9,521 210,098 1,227,337 $ 1,446,956 $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 259 - SUPERIOR COURT SPECIAL REVENUE 261 - LAW LIBRARY TOTAL USES $ 2,005,761 8,350 233,016 1,265,134 $ 3,512,261 $ 2,046,581 10,000 215,786 1,296,000 $ 3,568,367 $ 2,145,972 1,172 201,724 1,105,431 $ 3,454,299 $ 2,053,914 50,000 216,000 1,546,000 $ 3,865,914 $ 50,000 216,000 1,296,000 $ 1,562,000 $ $ 36,776 36,776 278.1% 0.0% 0.0% 2.4% (7,333) (40,000) (214) (250,000) (297,547) -0.4% -400.0% -0.1% -19.3% -8.3% 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 anticipated that the number of website sessions in FY 2014 would increase by 100% but the number of sessions requested and completed has fallen short. 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. 920 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Program Results Measure Description Percent of Capital cases resolved within 545 days. Percent of General Felony cases resolved within 180 days. FY 2013 ACTUAL 0.0% FY 2014 REVISED 31.6% FY 2014 FORECAST 20.0% FY 2015 ADOPTED 31.6% 77.2% 80.3% 75.9% 80.0% Activities that comprise this program include: • Capital Adjudication • REV VS ADOPTED VAR % 0.0% 0.0% (0.3%) -0.3% 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. provides Arizona courts with the parameters for the sentence of death. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of Capital cases resolved within 545 days. Number of Capital cases resolved. Number of Capital cases filed. Total activity expenditure per Capital case resolved. FY 2013 ACTUAL 0.0% FY 2014 REVISED 31.6% FY 2014 FORECAST 20.0% FY 2015 ADOPTED 31.6% REV VS ADOPTED VAR % 0.0% 0.0% 16 24 $ 29,193.75 19 22 $ 30,720.89 15 13 $ 38,599.00 19 20 $ 25,950.11 (2) 4,770.79 0.0% -9.1% 15.5% $ 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ $ 181,510 181,510 $ $ 186,705 186,705 $ $ 102,703 102,703 $ $ 196,396 196,396 $ $ 9,691 9,691 5.2% 5.2% 100 - GENERAL 238 - SUPERIOR COURT GRANTS TOTAL USES $ 286,837 180,263 467,100 $ 387,301 196,396 583,697 $ 386,442 192,543 578,985 $ 296,584 196,468 493,052 $ 90,717 (72) 90,645 23.4% -0.0% 15.5% Expenditure $ $ $ $ $ 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 to the Capital 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. 921 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of General Felony cases resolved within 77.2% 80.3% 75.9% 80.0% (0.3%) -0.3% 180 days. Number of General Felony cases resolved. 31,214 29,100 30,885 34,000 4,900 16.8% Number of General Felony cases filed. 30,288 29,215 32,426 34,800 5,585 19.1% Total activity expenditure per General Felony $ 698.85 $ 818.96 $ 721.49 $ 657.03 $ 161.93 19.8% case resolved. 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REVENUE 264 - SUPERIOR COURT FILL THE GAP TOTAL SOURCES $ 87 79,392 513,120 119,392 1,870,465 $ 2,582,456 $ 100 82,632 521,600 125,040 1,678,895 $ 2,408,267 $ 37 83,305 495,789 120,405 1,432,883 $ 2,132,419 $ 100 77,346 506,200 54,000 2,101,600 $ 2,739,246 $ (5,286) (15,400) (71,040) 422,705 330,979 0.0% -6.4% -3.0% -56.8% 25.2% 13.7% 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REVENUE 264 - SUPERIOR COURT FILL THE GAP TOTAL USES $ 20,217,911 78,448 56,696 125,040 1,335,947 $ 21,814,042 $ 21,635,451 84,490 59,103 125,040 1,927,532 $ 23,831,616 $ 20,616,019 69,618 59,504 140,040 1,398,138 $ 22,283,319 $ 20,308,527 77,368 59,125 54,000 1,839,966 $ 22,338,986 $ 1,326,924 7,122 (22) 71,040 87,566 $ 1,492,630 6.1% 8.4% -0.0% 56.8% 4.5% 6.3% $ Expenditure Activity Narrative: The FY 2014 budget reflects stabilization in the number of felony case filings. The Superior Court has implemented case management strategies to work toward resolving 85% of the criminal cases within 180 days (as required by Rule 8, Az. Rules of Criminal Procedure). A criminal judge will be added beginning January 2015. 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 2013 ACTUAL 97.0% FY 2014 REVISED 96.0% FY 2014 FORECAST 96.9% FY 2015 ADOPTED 96.0% 81.3% 80.0% 82.8% 80.0% Activities that comprise this program include: • Family Pre-Decree/Judgment • REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% Family Post-Decree/Judgment Family Pre-Decree/Judgment Activity The purpose of the Family Pre-Decree/Judgment Activity is to provide resolved pre-decree Family Court cases to litigants so they can receive timely and just legal resolutions. Mandates: This activity supports the overall mandate of the Family Adjudication Program. A.R.S. Title 25 includes the statutes regarding Marital and Domestic Relations, including Marriage; Husband and Wife, Property and Contract Rights; Dissolution of Marriage; Child Custody and Visitation; Family Support Duties; Maternity and Paternity Proceedings; Covenant Marriage; Uniform Child Custody Jurisdiction and Enforcement Act; and Uniform Interstate Family Support Act. 922 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Pre-Decree Family Court cases 97.0% 96.0% 96.9% 96.0% 0.0% 0.0% resolved within 12 months. Number of Pre-Decree Family Court cases 33,667 31,500 34,771 32,300 800 2.5% resolved. Number of Pre-Decree Family Court cases filed. 33,885 31,800 34,226 34,000 2,200 6.9% Total activity expenditure per Pre-Decree Family $ 292.47 $ 339.57 $ 301.82 $ 322.50 $ 17.07 5.0% Court case resolved. 100 238 257 276 - GENERAL SUPERIOR COURT GRANTS CONCILIATION COURT FEES SPOUSAL MAINT ENF ENHANCEMENT $ 792,675 1,585,726 113,435 $ 100 1,022,851 1,678,000 115,921 $ 843,504 1,452,430 100,196 $ 100 996,611 1,441,200 108,000 281 - CHILDRENS ISSUES EDUCATION TOTAL SOURCES 166,082 $ 2,657,918 115,007 $ 2,931,879 132,522 $ 2,528,652 115,007 $ 2,660,918 100 238 208 257 259 - $ 6,871,665 772,366 66,747 1,640,000 55,313 $ 7,182,681 874,611 70,214 1,978,000 60,000 $ 7,244,030 797,213 70,146 1,789,421 66,537 $ 7,175,656 996,630 70,239 1,616,200 260,000 6,744 115,921 115,921 115,921 158,000 315,007 2,886 $ 9,846,649 415,007 $ 10,696,434 411,207 $ 10,494,475 140,007 $ 10,416,732 $ $ (26,240) (236,800) (7,921) 0.0% -2.6% -14.1% -6.8% (270,961) 0.0% -9.2% 7,025 (122,019) (25) 361,800 (200,000) 0.1% -14.0% -0.0% 18.3% -333.3% (42,079) N/A -36.3% 275,000 279,702 66.3% N/A 2.6% Expenditure GENERAL SUPERIOR COURT GRANTS JUDICIAL ENHANCEMENT CONCILIATION COURT FEES SUPERIOR COURT SPECIAL REVENUE 271 - EXPEDITED CHILD SUPPORT 276 - SPOUSAL MAINT ENF ENHANCEMENT 281 - CHILDRENS ISSUES EDUCATION 282 - DOM REL MEDIATION EDUCATION TOTAL USES $ $ Activity Narrative: Both the number of cases filed and the number of cases resolved are running higher than expected. The FY 2015 budget is more aligned with FY 2013 Actuals. The Superior Court has implemented numerous innovative programs in the family court department and it is anticipated that the case resolution rate will continue to meet the projected goals as long as the programs remain intact. 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. 923 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio 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. Total activity expenditure per Post-Decree Family Court case resolved. FY 2013 ACTUAL 81.3% $ FY 2014 REVISED 80.0% FY 2014 FORECAST 82.8% FY 2015 ADOPTED 80.0% REV VS ADOPTED VAR % 0.0% 0.0% 31,589 23,000 27,696 24,000 1,000 4.3% 21,820 24,000 22,054 24,000 - 0.0% 1.15 0.5% 140.52 $ 217.00 $ 170.36 $ 215.85 $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 271 - EXPEDITED CHILD SUPPORT 282 - DOM REL MEDIATION EDUCATION TOTAL SOURCES $ 943,343 22,454 643,751 192,293 $ 1,801,841 $ 847,742 74,607 585,000 190,682 $ 1,698,031 $ 850,648 626,746 186,910 $ 1,664,304 $ 847,742 74,607 585,000 180,600 $ 1,687,949 $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 257 - CONCILIATION COURT FEES 271 - EXPEDITED CHILD SUPPORT 276 - SPOUSAL MAINT ENF ENHANCEMENT 281 - CHILDRENS ISSUES EDUCATION 282 - DOM REL MEDIATION EDUCATION TOTAL USES $ 3,612,238 6,581 21,040 604,800 1,755 1,740 190,682 $ 4,438,836 $ 3,940,630 74,607 785,000 190,682 $ 4,990,919 $ 3,804,774 722,800 190,682 $ 4,718,256 $ 3,940,476 74,607 49,740 910,000 205,600 $ 5,180,423 $ $ (10,082) (10,082) 0.0% 0.0% 0.0% -5.3% -0.6% 154 (49,740) (125,000) (14,918) (189,504) 0.0% 0.0% N/A N/A -15.9% N/A N/A -7.8% -3.8% 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. 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. REV VS ADOPTED VAR % 0.0% 0.0% FY 2013 ACTUAL 76.5% FY 2014 REVISED 77.1% FY 2014 FORECAST 75.4% FY 2015 ADOPTED 77.1% 96.6% 90.8% 80.4% 90.0% (0.8%) -0.8% N/A N/A 94.9% 95.0% N/A N/A N/A N/A 94.9% 95.0% N/A N/A Activities that comprise this program include: • Cradles to Crayons • Juvenile Delinquency Adjudication ● Juvenile Dependency Adjudication 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. 924 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: Essential services in lieu of mandate. Measure Type Result Result Output Output Demand Expenditure Ratio Expenditure 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. 100 - GENERAL 277 - EMANCIPATION ADMINISTRATION TOTAL USES FY 2013 ACTUAL N/A $ $ FY 2014 FY 2014 REVISED FORECAST N/A 94.9% FY 2015 ADOPTED 95.0% REV VS ADOPTED VAR % N/A N/A N/A N/A 94.9% 95.0% N/A N/A N/A N/A 1,738 2,016 N/A N/A N/A N/A 1,348 2,000 N/A N/A N/A N/A 1,844 2,139 N/A N/A N/A N/A $ 611.63 N/A N/A 573,984 1,416 575,400 $ 1,412,773 700 $ 1,413,473 904.70 $ 1,218,830 700 $ 1,219,530 $ $ 1,223,257 $ 1,223,257 $ $ 189,516 700 190,216 13.4% 100.0% 13.5% Activity Narrative: The Cradles to Crayons successfully completed a two-year pilot and is moving forward as part of the regular operations of the Superior Court. The program improved the permanency decision process for more than 1,500 children under the age of three. The rate of youth receiving a permanency decision in less than one year increased from 54% to 83%. A mid-year report indicates further improvement to 95% and this is expected to continue through FY 2015. The program has stabilized its operations since moving past its initial pilot program, and has shown more than a double digit percentage reduction in expenditures. The per youth expenditure ratio has also dropped by one third. 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 Expenditure Ratio 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. Total activity expenditure per Delinquency case resolved. FY 2013 ACTUAL 76.5% $ 7,088 4,912 7,548 643.23 100 - GENERAL 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT TOTAL USES $ 4,394,562 69,767 94,864 $ 4,559,193 $ 369,517 81,591 451,108 FY 2014 REVISED 77.1% $ $ $ 7,050 4,900 7,560 693.59 357,678 86,326 444,004 FY 2014 FORECAST 75.4% $ $ $ 6,103 6,813 7,468 777.61 308,195 121,837 430,032 FY 2015 ADOPTED 77.1% $ $ 7,050 4,900 7,560 703.39 REV VS ADOPTED VAR % 0.0% 0.0% $ 357,678 158,383 516,061 $ $ 4,746,948 158,431 53,501 $ 4,958,880 $ $ $ (9.80) 0.0% 0.0% 0.0% -1.4% 72,057 72,057 0.0% 83.5% 16.2% (62,405) (6,638) (20) (69,063) -1.3% -4.4% -0.0% -1.4% Expenditure $ 4,684,543 151,793 53,481 $ 4,889,817 925 $ 4,567,697 125,395 52,634 $ 4,745,726 $ Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activity Narrative: FY 2014 Delinquency filings are on pace to meet expectations with the number of hearings ahead. Resolutions are running behind but are expected to even out by the close of the fiscal year. FY 2015 is expected to be flat in comparison with FY 2014. 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. Measure Type Result Output Output Demand Expenditure Ratio 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. Total activity expenditure per Dependency case resolved. FY 2013 ACTUAL 96.6% 13,739 4,404 14,125 341.74 $ FY 2014 REVISED 90.8% $ 13,400 4,420 14,400 374.34 FY 2014 FORECAST 80.4% $ 13,147 6,257 14,894 382.53 FY 2015 ADOPTED 90.0% $ 14,000 6,500 16,000 406.39 REV VS ADOPTED VAR % (0.8%) -0.8% $ 238 - SUPERIOR COURT GRANTS 277 - EMANCIPATION ADMINISTRATION TOTAL SOURCES $ 956,364 701 957,065 $ 1,172,720 $ 1,172,720 $ 1,193,552 357 $ 1,193,909 $ 1,257,249 $ 1,257,249 $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT TOTAL USES $ 3,591,000 974,250 129,981 $ 4,695,231 $ 3,693,318 1,244,728 78,059 $ 5,016,105 $ 3,794,946 1,157,004 77,113 $ 5,029,063 $ 4,355,630 1,255,683 78,086 $ 5,689,399 $ $ $ 600 2,080 1,600 (32.05) 4.5% 47.1% 11.1% -8.6% 84,529 84,529 7.2% N/A 7.2% Expenditure $ (662,312) (10,955) (27) (673,294) -17.9% -0.9% -0.0% -13.4% 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 and has continued into FY 2014. An increase is also expected for FY 2015, and two new juvenile judges have been added to aid with the caseload. 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 FY 2013 ACTUAL 90.0% FY 2014 REVISED 96.4% FY 2014 FORECAST 93.4% FY 2015 ADOPTED 96.4% REV VS ADOPTED VAR % 0.0% 0.0% Activities that comprise this program include: • Probate and Mental Health 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. 926 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 Expenditure Ratio 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. Total activity expenditure per Mental Health case resolved. FY 2013 ACTUAL 90.0% $ 2,893 27,143 4,344 1,329.26 238 - SUPERIOR COURT GRANTS 256 - PROBATE FEES TOTAL SOURCES $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 256 - PROBATE FEES TOTAL USES $ 3,270,505 50,000 525,034 $ 3,845,539 $ 468,553 468,553 FY 2014 REVISED 96.4% $ $ $ 3,600 28,700 4,200 1,172.22 56,974 464,531 521,505 FY 2014 FORECAST 93.4% $ $ $ 4,626 25,966 4,224 899.29 50,000 407,752 457,752 FY 2015 ADOPTED 96.4% $ $ 3,600 28,700 4,200 1,155.07 REV VS ADOPTED VAR % 0.0% 0.0% $ 50,000 409,200 459,200 $ $ 3,599,068 50,000 509,200 $ 4,158,268 $ $ $ 17.14 0.0% 0.0% 0.0% 1.5% (6,974) (55,331) (62,305) -12.2% -11.9% -11.9% (49,802) 6,190 105,331 61,719 -1.4% 11.0% 17.1% 1.5% Expenditure $ 3,549,266 56,190 614,531 $ 4,219,987 $ 3,587,399 572,718 $ 4,160,117 $ Activity Narrative: The number of Mental Health cases filed and resulting expenditures have declined slightly through mid-year FY 2104. Revenue was reduced slightly as well due to trend analysis. The number of probate cases is forecasting down in FY 2104 but is expected to rise again in FY 2015. 927 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Market Adj 2nd Quarter Retention Pay and Market Adj FY 14 IT Market Study Adjustments 3rd and 4th Quarter Retention Pay and Market Adj Court Interpreter Market Adj Reallocations Jud Branch Interdeptl Transfer 1,880,100 $ 2,248,413 1,974,744 26,501 34,987 170,158 19,532 22,491 223,807 223,807 $ - 77,061,599 $ 1,880,100 260,422 $ 2,904 (34,987) (170,158) (19,532) (22,491) 340,316 164,370 (117,846) $ (117,846) - $ 1,880,100 (492,575) $ (492,575) 2,997,263 $ 160,000 66,135 1,222,837 449,233 75,330 1,023,728 - $ 79,708,863 $ 3.2% 1,880,100 0.0% $ 516,684 102,589 414,095 117,846 117,846 $ MEMO $ $ Agenda Item: $ C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 C-49-14-062-2-00 $ MEMO $ 77,204,175 Agenda Item: $ $ FY 2015 Tentative Budget Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Court Interpreter Market Adj Justice System Support Market Adjustment Reallocations Jud Branch Interdeptl Transfer $ C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 C-49-14-062-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Cradle to Crayons Two Juvenile & One Criminal Divisions Personnel Additions and Related Costs Personnel Savings 74,589,379 Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Market Adj 2nd Quarter Retention Pay and Market Adj FY 14 IT Market Study Adjustments 3rd and 4th Quarter Retention Pay and Market Adj Court Interpreter Market Adj Annual Market Adjustment - IT 2nd to 4th Quarter Retention Pay Plan Reallocations Jud Branch Interdeptl Transfer $ Agenda Item: C-49-14-062-2-00 $ MEMO FY 2015 Adopted Budget Percent Change from Threshold Amount $ 928 $ $ 80,343,393 $ 4.1% 1,880,100 0.0% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court General Fund (100) (continued) NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 1,412,773 $ - $ 1,145,552 $ 500,428 645,124 - $ 2,558,325 $ - $ (2,558,325) $ (500,428) (645,124) (1,412,773) - $ - $ - $ 9,000 $ 9,000 - $ 9,000 $ - FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 1,136,091 1,136,091 $ - $ 1,136,091 $ - Adjustments: Non Recurring Superior Court Contingency Superior Court Vacancy Savings Budget Adjustment Agenda Item: C-80-14-008-2-00 C-80-14-009-1-00 FY 2014 Revised Budget Adjustments: Non Recurring Superior Court Contingency Superior Court Vacancy Savings Budget Adjustment Non Recurring Carry Forward Agenda Item: C-80-14-008-2-00 C-80-14-009-1-00 FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Furniture and Equipment Agenda Item: $ 9,000 FY 2015 Adopted Budget DISASTER REC EQUIPMENT Adjustments: Non Recurring Other Non Recurring Disaster Recovery Equipment Agenda Item: $ FY 2015 Adopted Budget 929 1,136,091 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court General Fund (100) (continued) SUP COURT CASE MGMT SYSTEM FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 1,840,000 1,840,000 $ - $ 1,840,000 $ - FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 1,305,640 1,305,640 $ - $ 1,305,640 $ - Adjustments: Non Recurring Other Non Recurring Case Management System Agenda Item: $ 1,840,000 FY 2015 Adopted Budget SUP CT FOR THE RECORD EQUIP Adjustments: Non Recurring Other Non Recurring Courtroom Technology Agenda Item: $ FY 2015 Adopted Budget 1,305,640 Superior Court Judicial Enhancement Fund (208) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 521,600 $ 521,600 FY 2014 Revised Budget $ 521,600 $ 521,600 FY 2015 Baseline Budget Threshold $ 521,600 $ 521,600 $ 149 $ 149 - $ (15,549) $ (15,549) (15,400) (15,400) - 506,200 $ -3.0% 506,200 -3.0% 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 2015 Adopted Budget Percent Change from Threshold Amount $ 930 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Judicial Enhancement Fund (208) Fund Balance Summary FY 2013 ACTUAL Beginning Spendable Fund Balance Sources: Clerk of the Superior Court (160) Superior Court (800) Operating Total Sources: Uses: Clerk of the Superior Court (160) Superior Court (800) Operating Clerk of the Superior Court (160) Superior Court (800) Non-Recurring Total Uses: Structural Balance Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED $ 2,257,673 $ 2,718,447 $ 2,718,447 $ 2,718,447 $ 2,763,514 $ 976,882 513,121 1,490,003 1,490,003 $ 1,000,000 521,600 1,521,600 1,521,600 $ 1,000,000 521,600 1,521,600 1,521,600 $ 960,000 495,789 1,455,789 1,455,789 $ 960,000 506,200 1,466,200 1,466,200 $ $ $ $ $ 266,438 470,018 736,456 $ $ 282,394 10,379 292,773 1,029,229 $ $ $ $ $ $ $ $ 657,394 521,600 1,178,994 $ $ $ $ $ $ 1,178,994 $ $ 460,774 $ 342,606 $ 2,718,447 2,718,447 $ $ 3,061,053 3,061,053 $ $ $ 657,394 521,600 1,178,994 569,645 569,645 1,748,639 $ $ $ $ 657,394 438,288 1,095,682 $ $ $ $ 632,979 506,200 1,139,179 $ $ 315,040 315,040 1,410,722 $ $ (227,039) $ 45,067 $ 2,763,514 2,763,514 $ $ 2,733,555 2,733,555 Expenditures Revenue 2,491,408 2,491,408 $ $ $ $ 356,980 356,980 1,496,159 (29,959) Superior Court Grants Fund (238) OPERATING FY 2014 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Superior Court Grants FY 2014 2,599,319 $ 97,720 $ 97,720 97,720 97,720 $ 2,697,039 $ 2,697,039 $ (97,720) $ (97,720) $ 2,599,319 $ 2,599,319 $ 530 $ 530 - $ 389,967 $ 389,967 390,497 390,497 $ 2,989,816 $ 15.0% 2,989,816 15.0% C-80-14-003-2-00 Agenda Item: C-80-14-003-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation 2,599,319 $ Agenda Item: FY 2014 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Superior Court Grants FY 2014 $ (97,720) (97,720) Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 931 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Grants Fund (238) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED (42,887) $ FY 2014 FORECAST (42,887) $ FY 2015 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 2,118,192 2,118,192 $ $ 2,599,319 2,599,319 $ $ 2,697,039 2,697,039 $ $ 2,342,080 2,342,080 $ $ 2,989,816 2,989,816 Uses: Operating Total Uses: $ $ 2,159,865 2,159,865 $ $ 2,599,319 2,599,319 $ $ 2,697,039 2,697,039 $ $ 2,390,286 2,390,286 $ $ 2,989,816 2,989,816 Structural Balance $ (41,673) $ - $ - $ (48,206) $ - Accounting Adjustments $ (8) $ - $ - $ $ (84,568) (84,568) $ Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance (42,887) $ FY 2014 REVISED (42,887) (42,887) $ (84,568) $ - (42,887) (42,887) $ (132,774) $ - (132,774) (132,774) $ (132,774) (132,774) Probate Fees Fund (256) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 464,531 $ 464,531 FY 2014 Revised Budget $ 464,531 $ 464,531 FY 2015 Baseline Budget Threshold $ 464,531 $ 464,531 $ - $ (55,331) $ (55,331) (55,331) (55,331) - $ 409,200 $ 409,200 FY 2014 Adopted Budget $ 150,000 $ - FY 2014 Revised Budget $ 150,000 $ - (150,000) $ (150,000) - Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ FY 2015 Adopted Budget NON RECURRING NON PROJECT Adjustments: Non Recurring Other Non Recurring Agenda Item: $ FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Probate Contract Positions $ - $ - $ 100,000 100,000 $ - $ 100,000 $ - Agenda Item: $ FY 2015 Adopted Budget 932 100,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court Probate Fees Fund (256) Fund Balance Summary FY 2014 ADOPTED FY 2013 ACTUAL FY 2014 FORECAST FY 2014 REVISED FY 2015 ADOPTED Beginning Spendable Fund Balance $ 385,179 $ 231,097 $ 231,097 $ 328,696 $ 163,730 Sources: Operating Total Sources: $ $ 468,553 468,553 $ $ 464,531 464,531 $ $ 464,531 464,531 $ $ 407,752 407,752 $ $ 409,200 409,200 $ $ $ 464,531 108,187 572,718 $ $ 464,531 150,000 614,531 $ $ 464,531 150,000 614,531 $ $ 464,531 60,503 525,034 $ 409,200 100,000 509,200 Structural Balance $ 4,022 $ - $ - $ (56,779) $ - Accounting Adjustments $ (2) $ - $ - $ - $ - $ $ 81,097 81,097 $ $ 81,097 81,097 $ $ 163,730 163,730 $ $ 63,730 63,730 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 328,696 328,696 Conciliation Court Fees Fund (257) OPERATING FY 2014 Adopted Budget $ 1,678,000 $ 1,678,000 FY 2014 Revised Budget $ 1,678,000 $ 1,678,000 FY 2015 Baseline Budget Threshold $ 1,678,000 $ 1,678,000 Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ - $ (236,800) $ (236,800) (236,800) (236,800) - 1,441,200 $ -14.1% 1,441,200 -14.1% NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 300,000 $ - FY 2014 Revised Budget $ 300,000 $ - (300,000) $ (300,000) - Adjustments: Non Recurring Other Non Recurring Agenda Item: $ FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Parent Conference Reports Family Court Expenditures $ - $ - $ 175,000 175,000 $ - $ 175,000 $ - Agenda Item: $ FY 2015 Adopted Budget 933 150,000 25,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court Conciliation Court Fees Fund (257) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 622,557 $ 436,774 $ 436,774 $ 547,242 $ 210,251 Sources: Operating Total Sources: $ $ 1,585,726 1,585,726 $ $ 1,678,000 1,678,000 $ $ 1,678,000 1,678,000 $ $ 1,452,430 1,452,430 $ $ 1,441,200 1,441,200 $ $ 1,538,170 251,251 1,789,421 $ $ 1,678,000 300,000 1,978,000 $ $ 1,678,000 300,000 1,978,000 $ $ 1,390,000 271,040 1,661,040 $ 1,441,200 175,000 1,616,200 Structural Balance $ 195,726 $ - $ - $ (85,740) $ - Accounting Adjustments $ (1) $ - $ - $ - $ - 136,774 136,774 $ $ 136,774 136,774 $ $ 210,251 210,251 $ $ 35,251 35,251 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 547,242 547,242 $ $ $ Superior Court Special Revenue Fund (259) OPERATING FY 2014 Adopted Budget $ 4,900,000 $ 4,900,000 FY 2014 Revised Budget $ 4,900,000 $ 4,900,000 FY 2015 Baseline Budget Threshold $ 4,900,000 $ 4,900,000 Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ 934 - $ (140,200) $ (140,200) (140,200) (140,200) - 4,759,800 $ -2.9% 4,759,800 -2.9% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Special Revenue Fund (259) Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 275,000 $ - FY 2014 Revised Budget $ 275,000 $ - (275,000) $ (275,000) - Adjustments: Non Recurring Other Non Recurring Agenda Item: $ FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Family Court Expenditures Juror Expenses Parent Conference Reports Grand Jury Transcripts $ - $ - $ 440,000 440,000 $ - $ 440,000 $ - Agenda Item: $ 60,000 75,000 200,000 105,000 FY 2015 Adopted Budget Superior Court Special Revenue Fund (259) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 877,844 $ 1,740,367 $ 1,740,367 $ 1,671,273 $ 445,977 Sources: Operating Total Sources: $ $ 4,626,593 4,626,593 $ $ 4,900,000 4,900,000 $ $ 4,900,000 4,900,000 $ $ 4,818,814 4,818,814 $ $ 4,759,800 4,759,800 $ $ $ 4,637,681 1,406,429 6,044,110 $ $ 4,900,000 1,575,000 6,475,000 $ $ 4,900,000 1,575,000 6,475,000 $ $ 3,833,165 3,833,165 $ 4,759,800 440,000 5,199,800 Structural Balance $ 793,428 $ - $ - $ 181,133 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - $ $ 1,671,273 1,671,273 $ $ 165,367 165,367 $ $ 165,367 165,367 $ $ 445,977 445,977 $ $ 5,977 5,977 Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance 935 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court Law Library Fees Fund (261) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 1,296,000 $ 1,296,000 FY 2014 Revised Budget $ 1,296,000 $ 1,296,000 FY 2015 Baseline Budget Threshold $ 1,296,000 $ 1,296,000 FY 2015 Adopted Budget Percent Change from Threshold Amount $ 1,296,000 $ 0.0% 1,296,000 0.0% NON RECURRING NON PROJECT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - $ - $ - $ - $ - $ 250,000 250,000 $ - $ 250,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Law Library Expenditures Agenda Item: $ 250,000 FY 2015 Adopted Budget Law Library Fees Fund (261) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 2,028,812 $ 2,035,158 $ 2,035,158 $ 2,029,644 $ 2,151,550 Sources: Operating Total Sources: $ $ 1,265,965 1,265,965 $ $ 1,296,000 1,296,000 $ $ 1,296,000 1,296,000 $ $ 1,227,337 1,227,337 $ $ 1,296,000 1,296,000 $ $ $ 1,105,431 1,105,431 $ $ 1,296,000 1,296,000 $ $ 1,296,000 1,296,000 $ $ 1,229,764 35,370 1,265,134 $ 1,296,000 250,000 1,546,000 Structural Balance $ 36,201 $ - $ - $ 121,906 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - $ $ 2,029,644 2,029,644 $ $ 2,035,158 2,035,158 $ $ 2,035,158 2,035,158 $ $ 2,151,550 2,151,550 $ $ 1,901,550 1,901,550 Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance 936 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Fill the Gap Fund (264) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ Adjustments: Supplemental Funding Mid Year Adjustments Fill the Gap Plan 2,101,600 $ 2,101,600 Agenda Item: (422,705) (422,705) (422,705) C-80-14-002-2-00 (422,705) (422,705) (422,705) FY 2014 Revised Budget $ 1,678,895 $ 1,678,895 FY 2015 Baseline Budget Threshold $ 1,678,895 $ 1,678,895 (12,284) $ (12,284) - $ 434,989 $ 434,989 422,705 422,705 - 2,101,600 $ 25.2% 2,101,600 25.2% 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 2015 Adopted Budget Percent Change from Threshold Amount $ Superior Court Fill the Gap Fund (264) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 111,671 $ 34,645 $ 34,645 $ 464,522 $ 251,140 Sources: Operating Total Sources: $ $ 1,870,465 1,870,465 $ $ 2,101,600 2,101,600 $ $ 1,678,895 1,678,895 $ $ 1,432,883 1,432,883 $ $ 2,101,600 2,101,600 $ $ $ 1,145,357 500,908 1,646,265 $ $ 1,678,895 500,908 2,179,803 $ $ 2,101,600 2,101,600 $ $ 1,406,930 110,685 1,517,615 $ 2,101,600 2,101,600 Structural Balance $ 463,535 $ - $ - $ 287,526 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - $ 464,522 464,522 $ 34,645 34,645 $ - $ (466,263) (466,263) $ 251,140 251,140 $ 251,140 251,140 Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ 937 $ $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court Expedited Child Support Fund (271) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 585,000 $ 585,000 FY 2014 Revised Budget $ 585,000 $ 585,000 FY 2015 Baseline Budget Threshold $ 585,000 $ 585,000 FY 2015 Adopted Budget Percent Change from Threshold Amount $ 585,000 $ 0.0% 585,000 0.0% FY 2014 Adopted Budget $ 200,000 $ - FY 2014 Revised Budget $ 200,000 $ - (200,000) $ (200,000) - NON RECURRING NON PROJECT Adjustments: Non Recurring Other Non Recurring Agenda Item: $ FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Parent Conference Reports Family Court Expenditures $ - $ - $ 325,000 325,000 $ - $ 325,000 $ - Agenda Item: $ 250,000 75,000 FY 2015 Adopted Budget Expedited Child Support Fund (271) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 404,107 $ 376,101 $ 376,101 $ 436,314 $ 340,260 Sources: Operating Total Sources: $ $ 643,751 643,751 $ $ 585,000 585,000 $ $ 585,000 585,000 $ $ 626,746 626,746 $ $ 585,000 585,000 $ $ $ 585,000 137,800 722,800 $ $ 585,000 200,000 785,000 $ $ 585,000 200,000 785,000 $ $ 546,000 65,544 611,544 $ 585,000 325,000 910,000 Structural Balance $ 97,751 $ - $ - $ 41,746 $ - Accounting Adjustments $ - $ - $ - $ - $ - $ 436,314 436,314 $ 176,101 176,101 $ 176,101 176,101 $ 340,260 340,260 $ 15,260 15,260 Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ 938 $ $ $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court Spousal Maintenance Enforcement Enhancement (276) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 115,921 $ 115,921 FY 2014 Revised Budget $ 115,921 $ 115,921 FY 2015 Baseline Budget Threshold $ 115,921 $ 115,921 Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ - $ (7,921) $ (7,921) (7,921) (7,921) - 108,000 $ -6.8% 108,000 -6.8% $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ NON RECURRING NON PROJECT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - $ - $ - $ - $ - $ 50,000 50,000 $ - $ 50,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Spousal Maintenance Enforcement Expenditures Agenda Item: 50,000 $ FY 2015 Adopted Budget Spousal Maintenance Enforcement Enhancement (276) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 146,708 $ 144,953 $ 144,953 $ 142,469 $ 126,744 Sources: Operating Total Sources: $ $ 113,435 113,435 $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 100,196 100,196 $ $ 108,000 108,000 $ 115,921 1,755 117,676 $ $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 115,921 115,921 $ 108,000 50,000 158,000 (2,486) $ - $ - $ (15,725) $ - Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 2 $ - $ - $ - $ - $ 142,469 142,469 $ 144,953 144,953 $ 144,953 144,953 $ 126,744 126,744 $ 76,744 76,744 Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ 939 $ $ $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court Emancipation Administration (277) Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 700 $ - FY 2014 Revised Budget $ 700 $ - $ (700) $ (700) - FY 2015 Baseline Budget Threshold $ - $ - FY 2015 Adopted Budget $ - $ - Agenda Item: Adjustments: Non Recurring Other Non Recurring Emancipation Administration (277) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 5,191 $ 705 $ 705 $ 4,473 $ 4,130 Sources: Operating Total Sources: $ $ 701 701 $ $ - $ $ - $ $ 357 357 $ $ - Uses: Non-Recurring Total Uses: $ 1,416 1,416 $ 700 700 $ 700 700 $ 700 700 $ - Structural Balance $ 701 $ - $ - $ 357 $ - Accounting Adjustments $ (3) $ - $ - $ - $ - 5 5 $ $ 5 5 $ $ 4,130 4,130 $ $ 4,130 4,130 Expenditures Revenue Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 4,473 4,473 $ $ Children’s Issues Education Fund (281) OPERATING FY 2014 Adopted Budget $ 115,007 $ 115,007 FY 2014 Revised Budget $ 115,007 $ 115,007 FY 2015 Baseline Budget Threshold $ 115,007 $ 115,007 FY 2015 Adopted Budget Percent Change from Threshold Amount $ 115,007 $ 0.0% 115,007 0.0% 940 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court Children’s Issues Education Fund (281) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 300,000 $ - FY 2014 Revised Budget $ 300,000 $ - (300,000) $ (300,000) - Adjustments: Non Recurring Other Non Recurring Agenda Item: $ FY 2015 Baseline Budget Threshold Adjustments: Non Recurring Other Non Recurring Children's Issues Education $ - $ - $ 25,000 25,000 $ - $ 25,000 $ - Agenda Item: $ 25,000 FY 2015 Adopted Budget Children’s Issues Education Fund (281) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 467,723 $ 328,312 $ 328,312 $ 317,058 $ 38,373 Sources: Operating Total Sources: $ $ 166,082 166,082 $ $ 115,007 115,007 $ $ 115,007 115,007 $ $ 132,522 132,522 $ $ 115,007 115,007 $ $ $ 115,007 296,200 411,207 $ $ 115,007 300,000 415,007 $ $ 115,007 300,000 415,007 $ $ 115,007 201,740 316,747 $ 115,007 25,000 140,007 $ 51,075 $ - $ - $ 17,515 $ - $ $ 317,058 317,058 $ $ 28,312 28,312 $ $ 28,312 28,312 $ $ 38,373 38,373 $ $ 13,373 13,373 Uses: Operating Non-Recurring Total Uses: Structural Balance Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance 941 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Superior Court Domestic Relation Mediation Education Fund (282) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 190,682 $ 190,682 FY 2014 Revised Budget $ 190,682 $ 190,682 FY 2015 Baseline Budget Threshold $ 190,682 $ 190,682 $ - $ (10,082) $ (10,082) (10,082) (10,082) - 180,600 $ -5.3% 180,600 -5.3% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ NON RECURRING NON PROJECT FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 25,000 25,000 $ - $ 25,000 $ - Adjustments: Non Recurring Other Non Recurring Domestic Relations Mediation Education Expenses Agenda Item: $ 25,000 FY 2015 Adopted Budget Domestic Relation Mediation Education Fund (282) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 96,463 $ 90,824 $ 90,824 $ 95,187 $ 91,415 Sources: Operating Total Sources: $ $ 192,293 192,293 $ $ 190,682 190,682 $ $ 190,682 190,682 $ $ 186,910 186,910 $ $ 180,600 180,600 $ $ 190,682 190,682 $ $ 190,682 190,682 $ $ 190,682 190,682 $ $ 190,682 2,886 193,568 $ 180,600 25,000 205,600 $ 1,611 $ - $ - $ (3,772) $ - $ $ 95,187 95,187 $ $ 90,824 90,824 $ $ 90,824 90,824 $ $ 91,415 91,415 Uses: Operating Non-Recurring Total Uses: Structural Balance Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance 942 $ $ $ 66,415 66,415 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Analysis by Christine Jasinski, 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 Regional Services By June 30, 2015, Transportation will enhance public safety for Maricopa County residents and visitors by completing 90% of all critical maintenance tasks that directly impact the immediate safety of Maricopa County residents and visitors within an average of 14 days, and 100% of those tasks within an average of 90 days to sustain maintenance of our transportation infrastructure to Federal, State, and local safety and operational standards. Status: MCDOT is working to achieve this goal by FY 2015. In FY 2013, 87.51% of reported critical transportation maintenance tasks were completed within 14 days. The crews responsible for critical maintenance tasks, such as pothole and pavement repairs, were centralized so that efforts are more focused on the goals. As a result, performance has significantly improved, resulting in the completion of 88.12% of the critical maintenance tasks within 90 days. Department Specific By June 30, 2015, Transportation will meet the increasing demands for public works services by constructing 85% of County transportation improvement projects on time. Status: Completed TIP construction projects are one of the most important and most visible measures of MCDOT performance. The Department anticipates that it will complete 75% or 12 out of the 16 currently planned construction projects for FY 2014. In FY 2015, MCDOT expects to meet target by completing 88% or 15 out of the 17 planned projects. 943 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Regional Services Department Strategic Plans and Budgets Transportation By June 30, 2015, Transportation will receive a customer satisfaction rating of 85% for all projects and services. Status: In years past, this goal was identified in the Transportation Planning Program as the Transportation Outreach and Communications Activity. The percent of customers reporting satisfaction with Department of Transportation projects and services was 86% in FY 2013. Currently measured by Transportation’s Public Information Officer, Customer Satisfaction is a top priority for the department. As a result, Maricopa County residents are invited to participate in public meetings to discuss road construction projects. Safe Communities By June 30, 2015, 85% of Maricopa County’s paved roadway system mileage will have a pavement condition rating of “very good or better,” and improvement of 3.3% over 2010. By June 2015, Maricopa County will evaluate 100% of intersections and run-off-the-road fatal and serious injury crash locations within unincorporated County as identified in the MCDOT Roadway Safety Management Program, for implementation of appropriate safety improvements. Status: Overall condition of County roads is very important to our citizens, remaining steadfastly in at least 3rd place in importance over the past five years in their external customer survey. MCDOT has been continually improving its performance. In FY 2013, 87.8% of roadway conditions were rated as very good or better. As of January 2014, the forecasted pavement condition rating for County arterial roads and highways is 88.3%, an improvement from the performance in FY 2013. In the past, Maricopa County Department of Transportation has only reported the pavement condition rating for arterial roads and county highways. In FY 2012, 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. 944 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Government Operations By June 30, 2015, 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 2015. In FY 2013, MCDOT had achieved an overall satisfaction score of 73%, the equivalent of 5.57 in prior year scores. 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 reward individuals and work groups for their efforts. Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % RDCS - ROADWAY CONSTRUCTION 64BT - BUILD ROADS AND STRUCT $ $ 45,082,110 $ 45,082,110 $ 17,979,963 $ 17,979,963 $ 17,979,963 $ 17,979,963 $ 16,205,372 $ 16,205,372 $ 13,574,779 $ 13,574,779 $ (4,405,184) (4,405,184) -24.5% -24.5% REGU - RIGHT OF WAY REGULATION UREL - UTILITIES ENGINEERING $ 640,651 $ 300,112 700,000 $ 250,000 700,000 $ 250,000 720,015 $ 194,488 700,000 $ - (250,000) 0.0% -100.0% $ 940,763 $ 950,000 $ 950,000 $ 914,503 $ 700,000 $ (250,000) -26.3% TRFC - TRAFF SIGNAL AND ITS FIELD SVS TRRS - REGIONAL TRAFFIC MGT SUPPORT 64MT - TRAFFIC MANAGEMENT $ 45,659 $ 53,447 99,106 $ 20,250 $ 636,122 656,372 $ 20,250 $ 636,122 656,372 $ 16,953 $ 574,663 591,616 $ 20,750 $ 684,820 705,570 $ 500 48,698 49,198 ROAD - ROAD AND ROW MAINTENANCE TROP - TRAFFIC OPERATIONS 64RB - ROADWAY MAINTENANCE $ 786,852 $ 14,518 801,370 $ 239,800 $ 5,000 244,800 $ 455,269 $ 5,000 460,269 $ 700,695 $ 12,540 713,235 $ 235,000 $ 5,000 240,000 $ (220,269) (220,269) -48.4% 0.0% -47.9% 81,555 $ 1,600 1,000 64,092 148,247 $ 81,555 $ 1,600 1,000 64,092 148,247 $ 160,872 $ 10,161 400 57,092 228,525 $ 53,175 $ 1,600 1,000 250,000 64,092 369,867 $ (28,380) 250,000 221,620 -34.8% 0.0% 0.0% N/A 0.0% 149.5% 64ER - ENGINEER ROADS AND STRUCTURES $ $ 2.5% 7.7% 7.5% FACI - FACILITIES MANAGEMENT ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RCOM - REGULATION COMPLIANCE RWAY - REAL ESTATE SERVICES 99AS - INDIRECT SUPPORT $ $ 122,380 $ 2,043 1,522 64,053 189,998 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 96,064,355 $ 96,064,355 $ 93,565,496 $ 93,565,496 $ 93,565,496 $ 93,565,496 $ 93,315,787 $ 93,315,787 $ 104,810,728 $ 104,810,728 $ 11,245,232 11,245,232 12.0% 12.0% BUAS - BUSINESS APPLICATION DEV SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ - $ - $ 30,455 $ 8,590 39,045 $ 30,455 $ 8,590 39,045 $ 12,690 $ 3,580 16,270 $ 30,455 $ 8,590 39,045 $ - 0.0% 0.0% 0.0% TOTAL PROGRAMS $ 143,177,702 $ 113,583,923 $ 113,799,392 $ 111,985,308 $ 120,439,989 $ 6,640,597 5.8% 945 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2013 ACTUAL PROGRAM / ACTIVITY USES CMGT - TRANSPORTATION CONSTRUCTN MGT MTEC - MATERIALS TECHNOLOGY PRJT - TRANSPORTATION PROJECT MGT RDCS - ROADWAY CONSTRUCTION SRVY - LAND SURVEYING SERVICES 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 $ FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 370,665 $ 515,219 618,918 73,444,815 624,254 75,573,871 $ 445,255 $ 730,836 585,268 82,089,011 732,032 84,582,402 $ 478,730 $ 764,595 550,863 82,089,011 766,076 84,649,275 $ 459,010 $ 706,639 516,765 66,128,748 712,576 68,523,738 $ 659,615 $ 750,495 706,147 82,578,500 628,377 85,323,134 $ (180,885) 14,100 (155,284) (489,489) 137,699 (673,859) -37.8% 1.8% -28.2% -0.6% 18.0% -0.8% 1,059,134 $ 2 1,189,191 539,425 2,787,752 $ 1,355,376 $ 1,068,599 520,102 2,944,077 $ 1,497,926 $ 1,037,089 531,220 3,066,235 $ 1,417,811 $ 2,715 1,119,454 545,138 3,085,118 $ 1,409,236 $ 31 1,256,703 595,182 3,261,152 $ 88,690 (31) (219,614) (63,962) (194,917) 5.9% N/A -21.2% -12.0% -6.4% 1,570,614 $ 1,340,736 318,258 717,748 315,048 4,262,404 $ 1,529,038 $ 1,591,792 371,128 681,419 900,196 5,073,573 $ 1,557,250 $ 1,643,180 374,753 713,689 900,762 5,189,634 $ 1,554,821 $ 1,564,688 348,006 679,321 829,557 4,976,393 $ 1,582,162 $ 1,630,514 396,379 773,092 907,394 5,289,541 $ (24,912) 12,666 (21,626) (59,403) (6,632) (99,907) -1.6% 0.8% -5.8% -8.3% -0.7% -1.9% 27,411,155 $ 4,521,463 31,932,618 $ 30,435,136 $ 5,253,559 35,688,695 $ 30,604,150 $ 5,495,008 36,099,158 $ 26,730,581 $ 5,177,545 31,908,126 $ 29,585,442 $ 5,196,641 34,782,083 $ 71,457 $ 295,060 343,276 440,669 267,030 1,417,492 $ 159,683 $ 405,223 447,189 437,056 369,852 1,819,003 $ 171,346 $ 427,734 469,812 324,165 531,796 1,924,853 $ 125,359 $ 388,916 440,470 384,071 441,874 1,780,690 $ 156,188 $ 423,531 498,520 808,429 1,886,668 $ 15,158 4,203 (28,708) 324,165 (276,633) 38,185 8.8% 1.0% -6.1% 100.0% -52.0% 2.0% 577,035 $ 1,586,443 657,704 1,560,704 614,236 102,506 764,595 5,863,223 $ 623,178 $ 1,152,975 209,091 2,064,478 601,967 84,527 862,784 5,599,000 $ 687,834 $ 1,170,030 214,318 2,152,005 625,663 87,163 896,226 5,833,239 $ 640,407 $ 1,490,846 199,688 2,018,004 570,349 103,351 704,786 5,727,431 $ 1,041,872 $ 2,100,128 260,513 537,093 975,510 73,400 94,917 1,011,003 1,347,842 7,442,278 $ (354,038) (930,098) (46,195) 1,614,912 (349,847) (73,400) (7,754) (114,777) (1,347,842) (1,609,039) -51.5% -79.5% -21.6% 75.0% -55.9% N/A -8.9% -12.8% N/A -27.6% 2,227,936 $ 619,415 2,847,351 $ 2,262,353 $ 753,558 3,015,911 $ 2,395,364 $ 753,558 3,148,922 $ 2,395,364 $ 753,588 3,148,952 $ 2,594,220 $ 744,495 185,467 943,900 4,468,082 $ (198,856) (744,495) 753,558 (185,467) (943,900) (1,319,160) -8.3% N/A 100.0% N/A N/A -41.9% $ 845,558 $ 355,105 628,035 357,911 2,186,609 $ 961,134 $ 194,287 710,267 373,340 2,239,028 $ 978,572 $ 206,095 724,008 355,192 2,263,867 $ 780,558 $ 150,890 632,309 323,200 1,886,956 $ 1,016,858 $ 591,797 939,161 2,547,816 $ (38,286) 206,095 132,211 (583,969) (283,949) -3.9% 100.0% 18.3% -164.4% -12.5% TOTAL PROGRAMS $ 126,871,320 $ 140,961,689 $ 142,175,183 $ 121,037,404 $ 145,000,754 $ (2,825,571) -2.0% TRFC - TRAFF SIGNAL AND ITS FIELD SVS TRFE - TRAFF DESIGN AND STUDIES TRIN - EMERGENCY TRAFFIC MANAGEMENT TRMG - REAL TIME TRAFFIC MANAGEMENT TRRS - REGIONAL TRAFFIC MGT SUPPORT 64MT - TRAFFIC MANAGEMENT $ $ $ $ ROAD - ROAD AND ROW MAINTENANCE TROP - TRAFFIC OPERATIONS 64RB - ROADWAY MAINTENANCE $ ENVC - ENVIRONMENTAL CLEARANCE PART - PROJECT PARTNERSHIPS POUT - TRANSPORTATION OUTREACH COMM PROG - TRANSP PROJECT PROGRAMMING TPLN - TRANSPORTATION SYSTEM PLANNING 64SD - TRANSPORTATION PLANNING $ BDFS - BUDGET AND FINANCIAL SERVICES FACI - FACILITIES MANAGEMENT HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RCOM - REGULATION COMPLIANCE RECO - RECORDS MANAGEMENT RWAY - REAL ESTATE SERVICES SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ $ $ CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED AND STATUTRY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER GISA - GIS APPLICATION DEV AND SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 946 1,018,708 298,367 1,317,075 3.3% 5.4% 3.6% Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category FY 2013 ACTUAL CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ FY 2014 ADOPTED 940,763 $ 940,763 $ FY 2014 REVISED 950,000 950,000 $ $ INTERGOVERNMENTAL 0615 - GRANTS $ 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 35,500,952 86,815,139 8,913,497 131,229,588 $ $ 14,457,292 $ 84,652,860 8,412,636 107,522,788 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ 9,691,853 9,691,853 $ $ 4,178,843 4,178,843 $ $ 218,674 $ 386,648 605,322 $ 500,000 232,292 732,292 $ $ 113,383,923 $ 710,176 $ 710,176 $ 200,000 200,000 $ $ 113,583,923 $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ ALL REVENUES $ OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ 142,467,526 143,177,702 $ $ FY 2014 FORECAST 950,000 $ 950,000 $ 14,672,761 84,652,860 8,412,636 107,738,257 $ 4,178,843 4,178,843 $ $ $ $ $ 11,792,460 95,893,292 8,412,636 116,098,388 $ $ 6,363,373 6,363,373 $ $ 367,336 $ 339,442 706,778 $ $ $ REVISED VS ADOPTED VAR % 950,000 950,000 $ 200,000 $ 200,000 $ 113,799,392 914,503 $ 914,503 $ 10,510,278 84,652,860 8,412,636 103,575,774 500,000 $ 232,292 732,292 $ 113,599,392 FY 2015 ADOPTED - 0.0% 0.0% $ (2,880,301) 11,240,432 8,360,131 -19.6% 13.3% 0.0% 7.8% 2,482,889 2,482,889 $ $ (1,695,954) (1,695,954) -40.6% -40.6% 500,000 208,712 708,712 $ (23,580) (23,580) 0.0% -10.2% -3.2% $ 120,239,989 $ 6,640,597 5.8% 424,880 $ 424,880 $ 200,000 200,000 $ $ - 0.0% 0.0% 120,439,989 $ 6,640,597 5.8% 111,560,428 111,985,308 $ $ 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 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 18,567,711 $ 21,132 522,356 7,216,404 732,240 (4,099,680) 4,631,526 27,591,689 $ 19,539,191 $ 71,657 573,153 7,793,109 193,473 (4,172,776) 4,138,760 28,136,567 $ 20,279,971 $ 161,485 573,153 7,902,914 193,473 (4,211,369) 4,798,479 29,698,106 $ 20,083,753 $ 97,054 533,656 7,793,876 183,439 (4,012,863) 3,380,631 28,059,546 $ 20,105,488 $ 173,384 581,079 7,934,868 225,775 (4,030,375) 4,858,764 29,848,983 $ 174,483 (11,899) (7,926) (31,954) (32,302) (180,994) (60,285) (150,877) 0.9% -7.4% -1.4% -0.4% -16.7% -4.3% -1.3% -0.5% 998,961 $ 1,893,455 71,473 (167,012) 91,126 2,888,003 $ 1,150,350 $ 1,827,609 117,180 (142,143) 98,530 3,051,526 $ 1,150,350 $ 1,827,609 117,180 (142,143) 167,753 3,120,749 $ 998,620 $ 1,688,219 84,807 (134,967) 103,039 2,739,718 $ 1,052,613 $ 1,895,300 60,000 (95,944) 96,536 3,008,505 $ 97,737 (67,691) 57,180 (46,199) 71,217 112,244 8.5% -3.7% 48.8% -32.5% 42.5% 3.6% 5 $ 18,711,161 297,245 11,839,763 6,696,575 31,599 155,042 58,997 1,077,729 (16,353) 47,336 38,899,099 $ - $ 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 $ - $ 21,105,746 319,036 15,663,468 5,581,122 62,968 155,032 51,100 1,000,000 (85,756) 152,150 44,004,866 $ - $ 17,043,796 285,432 11,342,770 6,999,952 50,865 115,003 57,261 992,107 (67,971) 73,067 36,892,282 $ - $ 18,729,063 322,536 15,547,935 7,140,906 57,283 188,786 49,100 1,125,000 (148,548) 150,700 43,162,761 $ 2,376,683 (3,500) 115,533 (1,559,784) 5,685 (33,754) 2,000 (125,000) 62,792 1,450 842,105 N/A 11.3% -1.1% 0.7% -27.9% 9.0% -21.8% 3.9% -12.5% 73.2% 1.0% 1.9% $ 4,854,079 $ 374,314 4,592,643 47,653,894 17,572 27 57,492,529 $ 12,500,000 $ 600,000 182,800 3,805,000 52,208,511 1,419 69,297,730 $ 9,955,000 $ 600,000 182,800 3,989,232 50,623,011 1,419 65,351,462 $ 15,491,052 $ 39,211 73,896 4,418,919 33,320,508 2,273 53,345,859 $ 8,295,000 $ 207,000 1,204,861 2,646,552 56,619,000 8,092 68,980,505 $ 1,660,000 393,000 (1,022,061) 1,342,680 (5,995,989) (6,673) (3,629,043) 16.7% 65.5% -559.1% 33.7% -11.8% N/A -470.3% -5.6% ALL EXPENDITURES $ 126,871,320 $ 140,961,689 $ 142,175,183 $ 121,037,405 $ 145,000,754 $ (2,825,571) -2.0% TOTAL USES $ 126,871,320 $ 140,961,689 $ 142,175,183 $ 121,037,405 $ 145,000,754 $ (2,825,571) -2.0% 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 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 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ 947 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 223 TRANSPORTATION GRANTS OPERATING NON RECURRING NON PROJECT FUND TOTAL 232 TRANSPORTATION OPERATIONS OPERATING FUND TOTAL 234 TRANSPORTATION CAPITAL PROJECT NON RECURRING NON PROJECT MAG ALCP PROJECTS COUNTY ARTERIALS BRIDGE CONST/PRESERVATION DUST MITIGATION APS ES ESCO IMPROVEMENTS INTELLIGENT TRANS SYST ITS PAVEMENT CONST/PRESERVATION PARTNERSHIP SUPPORT RIGHT-OF-WAY TRANSPORTATION ADMINISTRATION TRAFFIC IMPROVEMENTS FUND TOTAL 900 ELIMINATIONS NON RECURRING NON PROJECT FUND TOTAL FY 2013 ACTUAL $ 232 TRANSPORTATION OPERATIONS OPERATING NON RECURRING NON PROJECT FY 2014 REVISED FY 2014 FORECAST - $ 684,820 684,820 $ REVISED VS ADOPTED VAR % 117,044 $ 58,314 175,358 $ - $ 636,122 636,122 $ - $ 851,591 851,591 $ $ SOURCES $ 97,871,622 $ 97,871,622 $ 94,967,838 $ 94,967,838 $ 94,967,838 $ 94,967,838 $ 95,040,259 $ 106,180,390 $ 95,040,259 $ 106,180,390 $ 11,212,552 11,212,552 11.8% 11.8% $ SOURCES $ 48,134,797 $ 39,348,502 3,543,712 780 739,291 48,612 525,953 325,000 416,665 76,093 19,032 87,082 93,265,519 $ 48,134,797 $ 16,863,296 416,667 700,000 66,114,760 $ 48,134,797 $ 16,863,296 416,667 700,000 66,114,760 $ 48,134,797 $ 13,083,577 1,941,998 41,896 381,946 18,422 737,533 64,340,169 $ 48,134,797 $ 10,083,247 1,308,318 943,000 723,547 416,667 100,000 61,709,576 $ (6,780,049) 1,308,318 943,000 723,547 (600,000) (4,405,184) 0.0% -40.2% N/A N/A N/A N/A N/A N/A 0.0% N/A N/A -85.7% -6.7% $ SOURCES $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ 97,988,666 $ 94,967,838 $ 45,189,036 $ 18,616,085 $ 143,177,702 $ 113,583,923 $ FY 2013 FY 2014 ACTUAL ADOPTED (51,239) $ 790,916 739,677 $ FY 2015 ADOPTED SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 223 TRANSPORTATION GRANTS NON RECURRING NON PROJECT FY 2014 ADOPTED 220,362 $ 220,362 $ 636,122 $ 636,122 $ 851,591 $ 851,591 $ $ 52,650,402 $ 48,690,538 101,340,940 $ 58,236,556 $ 48,134,797 106,371,353 $ 59,234,581 $ 48,134,797 107,369,378 $ 40,988,981 $ 6,146,231 1,281,273 3,267,714 1,604,142 6,471,088 1,750,185 588,728 2,257,389 2,090,819 5,659,844 1,338,421 73,444,815 $ 33,284,530 $ 8,015,000 2,420,000 2,975,000 1,773,981 9,155,000 1,540,000 280,000 5,590,000 9,553,500 5,772,000 1,730,000 82,089,011 $ 35,564,530 $ 4,360,000 2,960,000 6,264,000 1,773,981 13,970,000 1,540,000 880,000 2,625,000 5,189,500 5,232,000 1,730,000 82,089,011 $ 31,561,592 $ 3,254,824 2,290,626 1,872,616 1,386,625 11,652,647 1,507,636 174,222 708,889 7,147,757 3,642,748 928,566 66,128,748 $ 23,400,000 $ 14,840,000 525,000 3,160,000 2,175,000 15,912,000 1,577,500 180,000 3,155,000 10,877,000 5,047,000 1,730,000 82,578,500 $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ 52,650,402 $ 74,220,918 $ 126,871,320 $ 58,236,556 $ 82,725,133 $ 140,961,689 $ 59,234,581 $ 82,940,602 $ 142,175,183 $ 54,101,920 $ 59,522,982 $ 66,935,484 $ 85,477,772 $ 121,037,404 $ 145,000,754 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 948 - N/A -19.6% -19.6% 0.0% 0.0% 94,967,838 $ 94,989,020 $ 106,180,390 $ 11,212,552 11.8% 18,831,554 $ 16,996,288 $ 14,259,599 $ (4,571,955) -24.3% 113,799,392 $ 111,985,308 $ 120,439,989 $ 6,640,597 5.8% FY 2014 FY 2014 FY 2015 REVISED VS ADOPTED REVISED FORECAST ADOPTED VAR % $ FUND TOTAL USES $ FUND TOTAL USES $ 234 TRANSPORTATION CAPITAL PROJECT MAG ALCP PROJECTS $ COUNTY ARTERIALS BRIDGE CONST/PRESERVATION DUST MITIGATION INTELLIGENT TRANS SYST ITS PAVEMENT CONST/PRESERVATION PARTNERSHIP SUPPORT RIGHT-OF-WAY SAFETY PROJECTS TRANSPORTATION ADMINISTRATION TRAFFIC IMPROVEMENTS TRANSPORTATION PLANNING FUND TOTAL USES $ 900 ELIMINATIONS NON RECURRING NON PROJECT $ FUND TOTAL USES $ (166,771) (166,771) 806,736 $ 806,736 $ 684,820 $ 684,820 $ 54,101,920 $ 59,522,982 $ 48,134,797 50,349,249 102,236,717 $ 109,872,231 $ 166,771 166,771 19.6% 19.6% (288,401) (2,214,452) (2,502,853) -0.5% -4.6% -2.3% 12,164,530 (10,480,000) 2,435,000 3,104,000 (401,019) (1,942,000) (37,500) 700,000 (530,000) (5,687,500) 185,000 (489,489) 34.2% -240.4% 82.3% 49.6% -22.6% -13.9% -2.4% 79.5% -20.2% -109.6% 3.5% 0.0% -0.6% (288,401) (2,537,170) (2,825,571) 0.0% 0.0% -0.5% -3.1% -2.0% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Transportation Staffing by Program and Activity PROGRAM ACTIVITY BUILD ROADS AND STRUCT LAND SURVEYING SERVICES MATERIALS TECHNOLOGY 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 GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT FACILITIES MANAGEMENT HUMAN RESOURCES PROCUREMENT RECORDS MANAGEMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER TECHNOLOGY 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 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 17.00 12.00 11.00 11.00 51.00 17.00 12.00 11.00 11.00 51.00 17.00 11.00 11.00 10.00 49.00 17.00 11.00 11.00 10.00 49.00 17.00 12.00 11.00 11.00 51.00 1.00 1.00 2.00 0.0% 9.1% 0.0% 10.0% 4.1% 1.00 15.00 14.00 9.00 39.00 1.00 15.00 14.00 9.00 39.00 1.00 13.00 15.00 8.00 37.00 1.00 14.00 15.00 9.00 39.00 1.00 12.00 15.00 9.00 37.00 (1.00) 1.00 - 0.0% (7.7%) 0.0% 12.5% 0.0% - - .00 - - 1.00 1.00 1.00 1.00 N/A N/A 10.00 6.00 4.00 3.00 11.00 1.00 35.00 9.00 6.00 4.00 11.00 1.00 31.00 10.00 6.00 4.00 .00 10.00 1.00 31.00 10.00 6.00 4.00 10.00 1.00 31.00 10.00 5.00 4.00 11.00 1.00 31.00 (1.00) 1.00 - 0.0% (16.7%) 0.0% N/A 10.0% 0.0% 0.0% 18.00 2.00 6.50 26.50 18.00 2.00 6.50 26.50 18.00 2.00 6.00 26.00 18.00 2.00 6.00 26.00 18.00 8.00 26.00 (2.00) 2.00 - 0.0% (100.0%) 33.3% 0.0% 150.00 54.00 204.00 154.00 54.00 208.00 152.00 54.00 206.00 152.00 54.00 206.00 150.00 54.00 204.00 (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 6.00 6.00 4.00 23.00 416.50 3.00 5.00 6.00 6.00 3.00 23.00 416.50 3.00 6.00 4.00 6.00 5.00 24.00 411.00 3.00 5.00 4.00 6.00 5.00 23.00 412.00 3.00 5.00 6.00 8.00 22.00 410.00 (1.00) (4.00) 3.00 (2.00) (1.00) 0.0% (16.7%) (100.0%) 0.0% 60.0% (8.3%) (0.2%) 949 Maricopa County Annual Business Strategies FY 2015 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 Applications Development Mgr Assistant County Manager Business Systems Analyst Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Construction Maintenance Supv Crew Leader Database Administrator Development Services Specialist Development Svcs Technician 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 General Laborer General Maintenance Worker GIS Programmer/Analyst - Senior/Lead Grant-Contract Administrator Heavy Equipment Operator Heavy Equipment Operator - Sr Help Desk Coordinator Highway/Flood Operations Supt Human Resources Analyst Human Resources Specialist Inspection Supervisor Inspector IT Division Manager IT PMO Manager IT Program Manager IT Project Manager Legislative Analyst Management Analyst Materials Testing Supervisor Materials Testing Technician Media Specialist Office Assistant Office Assistant Specialized Operations Supervisor - PW Operations/Program Manager Operations/Program Supervisor PC/LAN Technician Planner Planning Division Manager Planning Supervisor FY 2015 FY 2014 FY 2014 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 3.00 0.0% 3.00 3.00 3.00 3.00 2.00 0.0% 2.00 2.00 3.00 2.00 0.0% 12.00 12.00 12.00 12.00 10.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 1.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 6.00 5.00 5.00 5.00 5.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 8.00 9.00 9.00 9.00 9.00 (1.00) (8.3%) 11.00 12.00 11.00 11.00 12.00 1.00 0.0% 1.00 1.00 1.00 1.00 3.00 3.00 0.0% 3.00 3.00 2.00 N/A 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% 21.00 22.00 21.00 20.00 21.00 13.00 0.0% 13.00 15.00 14.00 13.00 0.0% 3.00 3.00 3.00 3.00 3.00 5.00 31.3% 16.00 16.00 21.00 19.00 21.00 (1.00) (16.7%) 6.00 6.00 5.00 6.00 6.00 53.8% 13.00 14.00 20.00 7.00 21.00 20.00 0.0% 48.00 48.00 49.00 48.00 49.00 0.0% 1.00 1.00 1.00 1.00 1.00 9.00 9.00 0.0% 10.00 10.00 9.00 0.0% 1.00 1.00 1.00 1.00 1.00 2.00 0.0% 2.00 2.00 2.00 2.00 3.00 0.0% 3.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 29.00 29.00 48.00 48.00 29.00 (1.00) (100.0%) 1.00 1.00 (1.00) (50.0%) 2.00 1.00 1.00 1.00 1.00 26.00 4.00 18.2% 26.00 26.00 22.00 22.00 (100.0%) 4.00 (4.00) 4.00 0.0% 1.00 1.00 1.00 1.00 1.00 3.00 0.0% 3.00 3.00 N/A 2.00 N/A 1.00 0.0% 3.00 3.00 3.00 3.00 3.00 16.00 16.00 0.0% 18.00 17.00 16.00 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 2.00 2.00 0.0% 3.00 3.00 2.00 0.0% 1.00 1.00 1.00 (1.00) (33.3%) 3.00 4.00 3.00 3.00 2.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 5.00 5.00 0.0% 2.00 2.00 2.00 2.00 3.00 0.0% 12.00 12.00 12.00 12.00 13.00 5.00 5.00 0.0% 4.00 5.00 5.00 5.00 6.00 1.00 20.0% 7.00 7.00 5.00 N/A 3.00 3.00 1.00 N/A 1.00 1.00 5.00 0.0% 5.50 5.50 5.00 5.00 3.00 2.00 3.00 3.00 4.00 1.00 33.3% 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 0.0% 2.00 950 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Transportation Staffing by Market Range Title (continued) MARKET RANGE TITLE Procurement Specialist Procurement Supervisor - Dept Program Coordinator Programmer/Analyst Programmer/Analyst - Senior/Lead Road Technician Roadway Operations Division Manager Survey Aide Survey Manager Survey Party Chief Survey Technician Systems Administrator - Senior/Lead Technical Support Mgr Telecomm Engineer Telecomm Engineer - Sr/Ld Traffic Signal Technician Warehouse/Inventory Specialist Warehouse/Inventory Specialist Lead Warehouse/Inventory Supervisor Web Designer/Developer Web Designer/Developer - Senior/Lead Department Total FY 2013 FY 2014 REVISED TO ADOPTED FY 2014 FY 2014 FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 4.00 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 5.00 4.00 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% 21.00 21.00 40.00 40.00 40.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 4.00 4.00 (4.00) (100.0%) 1.00 1.00 (1.00) (100.0%) 5.00 5.00 (5.00) (100.0%) 2.00 2.00 (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% 1.00 N/A 1.00 1.00 1.00 1.00 0.0% 9.00 9.00 9.00 9.00 9.00 0.0% 2.00 2.00 1.00 1.00 2.00 1.00 100.0% 1.00 (1.00) (100.0%) 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% 416.50 416.50 411.00 412.00 410.00 (1.00) (0.2% ) Staffing by Fund DEPARTMENT/FUND 223 TRANSPORTATION GRANTS 232 TRANSPORTATION OPERATIONS Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 415.50 415.50 410.00 411.00 409.00 (1.00) (0.2%) 416.50 416.50 411.00 412.00 410.00 (1.00) (0.2% ) General Adjustments Personnel: FY 2015 personnel expenditures increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: Transportation Operations Fund (232) • Increase Regular Benefits by $10,507 for the impact of changes in retirement contribution rates. • Decrease Internal Service Charges by $82,394 for the impact of changes in telecom charges. • Increase Internal Service Charges by $190,342 for the impact of changes in risk management charges. • Increase in State Shared HURF revenues of $11,240,432 as a result of budgeting the most likely scenario rather than the pessimistic scenario and a partial restoration of HURF revenue, which was diverted by the State of Arizona to the Department of Public Safety. Transportation Grants Fund (223) • Increase Regular Benefits by $15 for the impact of changes in retirement contribution rates. • Increase Revenue by $684,820 and increase Expenditures by $684,805 for anticipated grant activity. 951 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Transportation Programs and Activities Build Roads and Structures Program The purpose of the Build Roads and Structures Program is to provide transportation infrastructure project delivery services to the Maricopa County traveling public so they can receive infrastructure improvements on time and within budget. Program Results Measure Description Percent of construction projects executed per approved schedule. Percent of construction projects closed out in 90 days. Percent construction cost overrun (cost construction growth). Percent of contract insurance policies that do not lapse beyond expiration date. Percent of design projects executed per approved schedule. Percent of design projects executed per approved budget. Percent of design projects executed per approved scope. Percent of contracts awarded that are within 10% of the Engineer’s estimate. Percent of Transportation Improvement projects planned for completion that are completed on time. Percent of Maricopa County arterial roads in “Good” or better condition. Percent of design surveys delivered to project delivery teams within the agreed upon timeframe. Percent of construction project delay claims due to survey not meeting the schedule. Percent of Quality Assurance (QA) tests completed within 48-hour turnaround time for a given month. FY 2013 ACTUAL 45.0% FY 2014 FY 2014 FORECAST REVISED 83.3% 83.3% FY 2015 ADOPTED 84.2% REV VS ADOPTED % VAR 1.1% 0.9% 66.7% 83.3% 83.3% 84.2% 0.9% 1.1% 1.2% 5.0% 5.0% 5.0% (0.0%) -0.0% 69.5% 84.0% 84.0% 85.0% 1.0% 1.2% 83.3% 87.0% 87.0% 88.2% 1.3% 1.5% 83.3% 87.0% 87.0% 88.2% 1.3% 1.5% 83.3% 87.0% 87.0% 88.2% 1.3% 1.5% 100.0% 83.3% 83.3% 100.0% 16.7% 20.0% 76.5% 83.3% 83.3% 86.7% 3.3% 4.0% 79.9% 85.0% 85.0% N/A N/A N/A 95.1% 87.1% 91.3% 85.5% (1.6%) -1.9% 0.0% 1.7% 30.5% 100.0% 98.3% 5718.2% 97.5% 90.0% 90.5% 93.0% 3.0% 3.3% Activities that comprise this program include: • • • • Land Surveying Services Materials Technology Roadway Construction • Transportation Construction 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 952 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Result Output 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. Demand Number of Land Survey Requests submitted. Expenditure Total expenditure per Land Survey Request Ratio completed. Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES FY 2013 ACTUAL 95.1% FY 2014 FY 2014 REVISED FORECAST 87.1% 91.3% 0.0% 1.7% 30.5% 164 194 207 REV VS ADOPTED VAR % (1.6%) -1.9% FY 2015 ADOPTED 85.5% 100.0% 98.3% 200 6 $ 231 3,806.43 $ 257 3,948.85 $ 263 3,442.40 $ 231 3,141.89 $ $ $ 624,254 624,254 $ $ 766,076 766,076 $ $ 712,576 712,576 $ $ 628,377 628,377 $ $ (26) 806.96 137,699 137,699 5718.2% 3.1% -10.1% 20.4% 18.0% 18.0% Activity Narrative: The volume of survey requests demanded and completed each year is typically influenced by the number of new construction projects in the Transportation Improvement Program plan. As such, the demand currently being requested is expected to decrease due to the number of individual tasks requested on projects, while the number of survey requests completed is expected to increase due to the number of carryover requests from prior fiscal years. Although the expenditures and expenditure ratio is expected to decrease, this is not reflective of the decrease in demand, but rather, that the expenditures and expenditure ratio is expected to decrease due to personnel and benefit costs. 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 pre-determined 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 Measure Description Percent of Quality Assurance (QA) tests completed within 48-hour turnaround time for a given month. Number of quality assurance tests completed. FY 2013 ACTUAL 97.5% REV VS ADOPTED VAR % 3.0% 3.3% FY 2015 ADOPTED 93.0% 3,199 2,634 2,139 2,640 6 0.2% 60 3,118 44 2,371 43 1,936 40 2,455 (4) 84 -9.1% 3.5% 3,199 2,664 2,139 2,640 (24) -0.9% $ 8,586.98 $ 17,377.16 $ 16,433.47 $ 18,762.38 $ (1,385.22) -8.0% $ $ 515,219 515,219 $ $ $ $ $ $ $ $ Number of design projects serviced. Number of Quality Assurance Tests completed within a 48-hour period. Number of quality assurance tests requested. Expenditure Total expenditure per design project serviced. Ratio Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES FY 2014 FY 2014 REVISED FORECAST 90.0% 90.5% 953 764,595 764,595 706,639 706,639 750,495 750,495 14,100 14,100 1.8% 1.8% Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Activity Narrative: The volume of quality assurance tests demanded and completed each year is typically influenced by the number of design projects in the Transportation Improvement Program plan. As such, the demand that is currently being requested is expected to decrease in FY 2015 due to the reduction of design projects in the Transportation Improvement Program plan. On the other hand, quality assurance tests completed is expected to increase in FY 2015 due to the number of carryover requests from prior fiscal years. 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 Expenditure Ratio Expenditure Ratio Revenue 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. 234 - TRANSPORTATION CAPITAL PROJECT 900 - ELIMINATIONS TOTAL SOURCES FY 2013 ACTUAL 79.9% FY 2014 REVISED 85.0% - FY 2014 FORECAST 85.0% REV VS ADOPTED VAR % N/A N/A FY 2015 ADOPTED N/A 5 5 5 0 8.7% 1 26 48 5 1 26 48 N/A $ 17,845,437.17 1 48 5 1 48 $ 14,375,814.78 1 48 5 1 48 $ 16,515,700.00 0 $ 1,329,737.17 0.0% 0.0% 8.7% 0.0% 0.0% 7.5% $ 2,857,774.90 $ 1,710,187.73 $ 1,377,682.25 $ 1,720,385.42 $ (10,197.69) -0.6% $ $ $ $ $ (4,405,184) -6.7% (48,134,797) 13,574,779 $ (4,405,184) 0.0% -24.5% $ (489,489) 0.0% -0.6% (48,134,797) 82,578,500 $ (489,489) 0.0% -0.6% $ 93,216,907 (48,134,797) 45,082,110 $ 66,114,760 (48,134,797) 17,979,963 $ 64,340,169 (48,134,797) 16,205,372 $ 61,709,576 Expenditure 232 - TRANSPORTATION OPERATIONS 234 - TRANSPORTATION CAPITAL PROJECT 900 - ELIMINATIONS TOTAL USES $ $ 48,134,797 73,444,815 $ (48,134,797) 73,444,815 $ 48,134,797 82,089,011 $ (48,134,797) 82,089,011 $ 48,134,797 66,128,748 $ (48,134,797) 66,128,748 $ 48,134,797 82,578,500 Activity Narrative: The number of projects to be constructed each year varies due to the size and complexity of the projects in the program and the available funds. The reduction in number of bridge lane miles constructed is a function of the projects ready for construction even though the number of bridge upgrades remains the same. The increase in the number of Dust Mitigation and Pavement Construction and Preservation projects is reflected in the increase in total lane miles scheduled. These smaller less extensive projects reduce the total expenditures per road lane mile compared to FY 2013. 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. 954 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Result Result Result Output Output Demand Expenditure Ratio 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 2013 ACTUAL 45.0% FY 2014 FY 2014 REVISED FORECAST 83.3% 83.3% 24,960,870 20 21 $ 18,533.25 46,705,750 12 12 $ 39,894.17 46,705,750 12 12 $ 38,250.83 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ $ $ $ $ FY 2015 ADOPTED 84.2% REV VS ADOPTED VAR % 0.9% 1.1% 66.7% 83.3% 83.3% 84.2% 0.9% 1.1% 1.2% 5.0% 5.0% 5.0% (0.0%) -0.0% 69.5% 84.0% 84.0% 85.0% 1.0% 1.2% 41,819,000 19 19 $ 34,716.58 (4,886,750) 7 7 $ 5,177.59 -10.5% 58.3% 58.3% 13.0% $ $ $ $ -37.8% -37.8% 370,665 370,665 478,730 478,730 459,010 459,010 659,615 659,615 (180,885) (180,885) Activity Narrative: The number of projects to be constructed each year varies due to the size and complexity of the projects in the program and the available funds. While the number of projects for completion has increased, the decrease in the funds budgeted for construction is a function of the size and type of projects scheduled for construction. This is seen in the Expenditure Ratio reduction, which is an indication that overall, smaller projects requiring less oversight on a per project basis are planned for construction this year. The number of projects completed is dependent on contractor performance, the accuracy of their construction schedule, and the number of change orders requested. 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. 955 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Result Result Output Output Demand Demand Expenditure Ratio Expenditure Ratio FY 2014 FY 2014 FY 2015 Measure FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 87.0% 88.2% 1.3% 1.5% Percent of design projects executed per 83.3% 87.0% approved schedule. 87.0% 88.2% 1.3% 1.5% Percent of design projects executed per 83.3% 87.0% approved budget. 1.3% 1.5% Percent of design projects executed per 83.3% 87.0% 87.0% 88.2% approved scope. 20.0% 16.7% Percent of contracts awarded that are within 100.0% 83.3% 83.3% 100.0% 10% of the Engineer’s estimate. 3.3% 4.0% 83.3% 86.7% Percent of Transportation Improvement 76.5% 83.3% projects planned for completion that are completed on time. 23 17 (6) -26.1% 24 23 Number of design projects managed. 12 12 15 3 25.0% Number of projects planned to be completed 17 as submitted in the budget. 23 23 17 (6) -26.1% Number of design projects to be managed this 24 fiscal year. 15 3 25.0% 12 Number of Transportation Improvement 17 12 Program projects scheduled for completion by end of Fiscal Year. -73.4% Total activity expenditure per design project $ 25,788.25 $ 23,950.57 $ 22,468.04 $ 41,538.06 $ (17,587.49) managed. -73.4% Total expenditure per project in Transportation $ 25,788.25 $ 23,950.57 $ 22,468.04 $ 41,538.06 $ (17,587.49) Improvement Program project completed by end of the fiscal year. Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 618,918 618,918 $ $ 550,863 550,863 $ $ 516,765 516,765 $ $ 706,147 706,147 $ $ (155,284) (155,284) -28.2% -28.2% Activity Narrative: The volume of project management projects demanded and completed each year is typically influenced by the number of design/scoping projects in the Transportation Improvement Program plan. As such, the demand that is currently being requested is expected to decrease in FY 2015 due to the number of design/scoping projects also experiencing a decrease. However, the number of projects scheduled for completion has increased due to the number of carryover projects from prior fiscal years. Although the demand for projects for completion has increased, this is not the leading contributor to the increase in expenditures and expenditure ratio, but rather is primarily due to the increase in personnel and benefit costs. 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. 956 Maricopa County Annual Business Strategies FY 2015 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 2013 ACTUAL 92.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 95.9% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% 50.0% 50.0% 42.9% (7.1%) -14.3% N/A 100.0% 100.0% 100.0% 0.0% 0.0% 98.3% 98.1% 100.0% 100.0% 1.9% 1.9% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 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. 957 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Expenditure FY 2014 FY 2015 Measure FY 2013 FY 2014 REV VS ADOPTED ADOPTED VAR % FORECAST ACTUAL REVISED Description (7.1%) -14.3% 42.9% Percent of unincorporated Maricopa County 0.0% 50.0% 50.0% neighborhoods that elect to use the improvement district option to make collective contributions to the maintenance and development of infrastructure within their neighborhood. 100.0% 100.0% 0.0% 0.0% 100.0% Percent of improvement costs financed N/A through funding options offered by Maricopa County. 4 3 (1) -25.0% 4 Number of improvement district petitions 7 processed. -12.5% (1) 7 Number of improvement options and/or district 8 5 8 petition requests received. 10.33 $ (10.33) N/A 678.75 $ - $ $ 0.29 $ Total activity expenditure per improvement district petition processed. 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 2 2 $ $ - $ $ 2,715 2,715 $ $ 31 31 $ $ (31) (31) N/A N/A Activity Narrative: The volume of petitions received and processed each year is typically influenced by the residents of unincorporated areas in Maricopa County and their interest in creating community improvements. As such, the demand that is currently being requested is less in FY 2015 due to the historical data reflecting a steady decrease for the last two fiscal years. Although the demand is expected to decrease, this is not reflective of the expenditure ratio as all expenditures for the Improvement District supported by the Department of Transportation are re-allocated to the Improvement District. 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. 958 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Output Output Output Output Output Demand Demand Demand Demand Demand Expenditure Ratio Revenue 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 2013 ACTUAL 98.3% FY 2014 FY 2014 REVISED FORECAST 98.1% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED % VAR 1.9% 1.9% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 1,257 455 1,216 500 907 500 1,200 500 (16) - -1.3% 0.0% 924 736 1,200 400 1,200 400 1,000 800 (200) 400 -16.7% 100.0% 157 160 160 150 (10) -6.3% 455 500 500 500 1,257 924 1,216 1,200 907 1,200 1,200 1,000 736 400 400 800 - $ 157 946.05 $ 160 852.87 $ 160 1,234.24 $ 150 1,047.25 $ 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 640,651 640,651 $ $ 700,000 700,000 $ $ 720,015 720,015 $ $ 700,000 700,000 $ $ 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,189,191 $ 1,189,191 $ 1,256,703 $ 1,256,703 $ $ 0.0% (16) (200) -1.3% -16.7% 400 100.0% (10) (194.38) - -6.3% -22.8% 0.0% 0.0% Expenditure $ 1,037,089 $ 1,037,089 $ 1,119,454 $ 1,119,454 (219,614) (219,614) -21.2% -21.2% Activity Narrative: The volume of right-of-way regulations demanded and completed each year is typically influenced by the number of construction applications received from the public and is sensitive to the local economic conditions. As construction is still recovering from the recession, the number of permit applications, cease work orders, and plans submitted for review are expected to decrease. 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. 959 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Output Demand Demand Demand Expenditure Ratio Expenditure Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of document reviews completed within 92.0% 100.0% 95.9% 100.0% 0.0% 0.0% 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. 377 380 294 334 (46) -12.1% Number of project plans reviews provided (small, medium, large). Number of project plans provided (small, 39 24 31 28 4 16.7% medium, large). Number of bridges and structures inspected. 154 200 200 160 (40) -20.0% Number of project reviews required (small, 376 380 296 334 (46) -12.1% medium, large). 39 24 31 28 4 16.7% Number of project plans required (small, medium, large). Number of bridges and structures to be 154 200 200 160 (40) -20.0% inspected this fiscal year. Total expenditure per project plan provided $ 27,157.28 $ 62,413.58 $ 45,735.84 $ 50,329.86 $ 12,083.73 19.4% (small, medium, large). 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,059,134 $ 1,059,134 $ 1,497,926 $ 1,497,926 $ 1,417,811 $ 1,417,811 $ 1,409,236 $ 1,409,236 $ $ 88,690 88,690 5.9% 5.9% Activity Narrative: The volume of project plans/reviews required and completed each year is typically influenced by the number of design projects in the Transportation Improvement Program plan. The number of bridge inspections typically required and completed each year is highly influenced by the calendarized schedule for each bridge. As such, project plans are expected to increase due to the calculation of production numbers. This is due primarily to projects having different time requirements and the character of future projects is unknown. However, bridges and structures inspected are expected to decrease in FY 2015 due to the schedule of bridges inspected per year. The schedule varies greatly due to some bridges being on a 24 month interval while others are on a 48 month interval. 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. 960 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue 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 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 1,062 900 900 900 - 0.0% 1,062 900 900 900 - 0.0% $ 507.93 $ 590.24 $ 605.71 $ 661.31 $ (71.07) -12.0% 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 300,112 300,112 $ $ 250,000 250,000 $ $ 194,488 194,488 $ $ - $ $ (250,000) (250,000) -100.0% -100.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 539,425 539,425 $ $ 531,220 531,220 $ $ 545,138 545,138 $ $ 595,182 595,182 $ $ (63,962) (63,962) -12.0% -12.0% Expenditure Activity Narrative: The volume of utility relocations demanded and completed each year is typically influenced by the number of construction projects in the Transportation Improvement Program plan and by local utility companies that have the need to lay utilities through County right-of-way. Although there is no change reflected for utility construction required and completed in FY 2015, the Utilities Engineering Branch expenditures and expenditure ratio is expected to increase primarily due to the increase in personnel and benefit costs. In the event that a local utility company runs utilities through County right-of-way, Transportation collects Non-HURF revenue for the use of County right-of-way. In FY 2015, the budget line of the Non-HURF revenue has been moved out of Utilities Engineering and into Transportation Administration. As such, both Non-HURF revenue and expenditure has been provided with its own accounting string (6410-RCOM) to allow for ease of tracking Non-HURF fund balance. 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. 961 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Program Results Measure Description Percent of unscheduled signal malfunction repair work orders completed within two Percent of preventative maintenance work orders completed within predetermined monthly schedule. Percent of utility location work orders completed within two business days. Percent of plan review projects completed within three weeks. Percent of temporary and permanent traffic control device projects completed within agreed upon time period. Percent of roadway traffic incidents responded to within 30 minutes of notification. FY 2013 ACTUAL 100.0% Percent of travelers that experience no secondary accidents while traveling through or approaching an incident. Percent of traffic signals on Maricopa County roadways that provide optimum “green” time 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 2014 FY 2014 REVISED FORECAST 94.6% 97.8% FY 2015 ADOPTED 89.9% REV VS ADOPTED VAR % (4.6%) -4.9% 91.4% 100.0% 98.2% 97.3% (2.7%) -2.7% 100.0% 100.0% 96.7% 95.3% (4.7%) -4.7% 97.8% 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% 70.2% 72.6% 77.2% 72.4% (0.2%) -0.2% 7.5% 9.8% 9.8% 99.9% 90.1% 919.1% 97.0% 100.0% 97.0% 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 Service Emergency Traffic Management Activity The purpose of the Emergency Traffic Management Activity is to provide Incident Safety and Mobility Services to traveling public so they can experience less delay and no secondary accidents while traveling through or approaching an incident. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 962 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Measure Description Percent of roadway traffic incidents responded to within 30 minutes of notification. FY 2013 ACTUAL 100.0% 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. 100.0% Output Demand Expenditure Total activity expenditure per call out response Ratio provided. Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% 100.0% FY 2015 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 0.0% 0.0% 157 160 151 160 - 0.0% 173 180 167 180 - 0.0% $ 2,027.12 $ 2,342.21 $ 2,304.68 $ 2,477.37 $ (135.16) -5.8% $ $ 318,258 318,258 $ $ 374,753 374,753 $ $ 348,006 348,006 $ $ 396,379 396,379 $ $ (21,626) (21,626) -5.8% -5.8% Activity Narrative: There are no anticipated changes from FY 2014 to FY 2015. 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 Expenditure Ratio Expenditure Measure FY 2013 FY 2014 FY 2014 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of traffic signals on Maricopa County 70.2% 72.6% 77.2% 72.4% (0.2%) -0.2% roadways that provide optimum “green” time to achieve efficient traffic flow. Percent of travel time saved on major 7.5% 9.8% 9.8% 99.9% 90.1% 919.1% Maricopa County corridors as measured through the most current before and after study. Number of Maricopa County traffic signal 140 80 80 80 0.0% plans optimized. Number of Maricopa County traffic signal 80 80 80 80 0.0% plans requiring optimization. Total activity expenditure per Maricopa County $ 5,126.77 $ 8,921.11 $ 8,491.51 $ 9,663.65 $ (742.54) -8.3% traffic signal optimized. 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 717,748 717,748 $ $ 713,689 713,689 $ $ 679,321 679,321 $ $ 773,092 773,092 $ $ (59,403) (59,403) -8.3% -8.3% Activity Narrative: The volume of traffic signals optimization required and completed each year is typically influenced by the traveling public and the goal to reduce travel time. As such, in FY 2014 Transportation had re-evaluated the calculation used to determine the travel time saved on major Maricopa County corridors. The re-evaluation of this calculation now provides Maricopa County and its residents with a more accurate result. 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 963 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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 Expenditure Ratio Revenue 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 2014 FY 2014 REVISED FORECAST 100.0% 97.0% FY 2013 ACTUAL 97.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 31,706 30,000 32,033 32,000 2,000 6.7% 6,399 4,800 6,308 6,800 2,000 41.7% 32,058 30,500 30,500 35,000 4,500 14.8% $ 9.94 $ 30.03 $ 25.90 $ 28.36 $ 1.67 5.6% 223 - TRANSPORTATION GRANTS TOTAL SOURCES $ $ 53,447 53,447 $ $ 636,122 636,122 $ $ 574,663 574,663 $ $ 684,820 684,820 $ $ 48,698 48,698 7.7% 7.7% 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 148,904 166,144 315,048 $ 636,688 264,074 900,762 $ 591,267 238,290 829,557 $ 684,820 222,574 907,394 $ (48,132) 41,500 (6,632) -7.6% 15.7% -0.7% Expenditure $ $ $ $ $ Activity Narrative: The volume of incident information disseminations received and provided are typically influenced by the number of incidents received through the Advanced Traveler Information System (ATIS), which is a national 5-1-1 system, whereby each state's traveler information can be obtained by dialing 5-1-1. As such, the volume of incident information dissemination that is currently being requested is expected to increase in FY 2015 due to the enhanced technology to detect and report incidents through the completion of Traffic Management Center (TMC) upgrade projects, Regional Archived Data System (RADS) enhancement and ATIS projects. This also leads to the increase in traveler information messages verified due to the focus on enhanced traffic management operations including restructuring of ITS staff, improved coordination between TMC and Regional Emergency Action Coordination Team (REACT) staff and also better coordination with the local and state partners through AZTech regional traffic management and operations partnerships led by MCDOT and Arizona Department of Transportation. 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. 964 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Output Output Demand Demand 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. Expenditure Ratio Expenditure Total expenditure per temporary and Ratio permanent traffic control device project. Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES FY 2014 FY 2014 FORECAST REVISED 100.0% 100.0% FY 2013 ACTUAL 97.8% 100.0% 100.0% FY 2015 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 0.0% 0.0% 36 105 99 104 (1) -1.0% 183 185 36 153 153 105 173 174 99 152 152 104 (1) (1) (1) -0.7% -0.7% -1.0% 7,326.43 $ 10,739.74 $ 9,044.44 $ 10,727.07 $ 12.67 0.1% $ 37,242.67 $ 15,649.33 $ 15,804.93 $ 15,678.02 $ (28.69) -0.2% $ 1,340,736 $ 1,340,736 $ 1,643,180 $ 1,643,180 $ 1,564,688 $ 1,564,688 $ 1,630,514 $ 1,630,514 $ $ 12,666 12,666 0.8% 0.8% $ Activity Narrative: The volumes of traffic design/studies needed and completed each year are typically influenced by traffic counts that determine if traffic improvements are needed for design/study. As such, there is very little change in FY 2015 demand and output. 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 Expenditure Ratio 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 2014 FY 2014 REVISED FORECAST 94.6% 97.8% FY 2013 ACTUAL 100.0% FY 2015 ADOPTED 89.9% REV VS ADOPTED VAR % (4.6%) -4.9% 91.4% 100.0% 98.2% 97.3% (2.7%) -2.7% 100.0% 100.0% 96.7% 95.3% (4.7%) -4.7% 179 183 182 181 2 1.2% $ 1,384 2,163.38 $ 1,870 2,156.86 $ 1,314 2,168.51 $ 1,885 2,164.38 $ 15 (7.52) 0.8% -0.3% 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 45,659 45,659 $ $ 20,250 20,250 $ $ 16,953 16,953 $ $ 20,750 20,750 $ $ 500 500 2.5% 2.5% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,570,614 $ 1,570,614 $ 1,582,162 $ 1,582,162 $ $ Revenue Expenditure $ 1,557,250 $ 1,557,250 965 $ 1,554,821 $ 1,554,821 (24,912) (24,912) -1.6% -1.6% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Transportation Activity Narrative: The volume of traffic signal work orders demanded and completed each year is typically influenced by the number of traffic signals maintained by the department. As such, the demand in work orders is expected to increase in FY 2015, as well as the number of Intelligent Transportation intersections maintained due to new signal installation. In addition to new traffic signals, repairs and maintenance of existing traffic signal equipment is expected to decrease in FY 2015. This is primarily due to new equipment installation and the consolidation of equipment maintenance, which has allowed Transportation to decrease the number of unscheduled signal malfunction repair work and preventative maintenance. 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 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 critical signs replaced within 3 hours of notification. FY 2013 ACTUAL 1.9% FY 2014 FY 2014 REVISED FORECAST 85.0% 85.0% FY 2015 ADOPTED 85.0% REV VS ADOPTED VAR % 0.0% 0.0% 87.5% 90.0% 90.0% 90.0% 0.0% 0.0% 88.1% 100.0% 100.0% 100.0% 0.0% 0.0% 94.0% 100.0% 88.7% 100.0% 0.0% 0.0% 0.0% 30.0% 30.0% 30.0% 0.0% 0.0% 100.0% 100.0% 100.0% 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. 966 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Result Result Output Demand Expenditure Ratio Revenue 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. 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES FY 2013 ACTUAL 1.9% FY 2014 FY 2014 REVISED FORECAST 85.0% 85.0% FY 2015 ADOPTED 85.0% REV VS ADOPTED % VAR 0.0% 0.0% 87.5% 90.0% 90.0% 90.0% 0.0% 0.0% 88.1% 100.0% 100.0% 100.0% 0.0% 0.0% 94.0% 100.0% 88.7% 100.0% 0.0% 0.0% 0.0% 30.0% 30.0% 30.0% 0.0% 0.0% 734 560 1,090 560 - 0.0% 714 560 906 560 - 0.0% $ 37,345.92 $ 54,660.03 $ 24,516.72 $ 52,840.58 $ 1,819.45 3.3% $ 786,852 786,852 $ 215,469 239,800 455,269 $ $ 235,000 235,000 $ (215,469) (4,800) (220,269) 27,411,155 $ 27,411,155 $ 215,469 30,388,681 $ 30,604,150 $ 29,585,442 $ 29,585,442 $ $ $ $ 215,469 485,226 700,695 $ $ -100.0% -2.0% -48.4% Expenditure 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 215,469 26,515,112 $ 26,730,581 $ 215,469 803,239 $ 1,018,708 100.0% 2.6% 3.3% Activity Narrative: The volume of road and right-of-way maintenance paved lane miles demanded and completed each year is typically influenced by the number of unincorporated roads requiring critical maintenance. Although there is no change reflected for road and right-of-way maintenance required and completed in FY 2015, the Roadway Maintenance Branch expenditure is expected to decrease primarily due to the decrease in personnel and benefits. 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. 967 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of critical signs replaced within 3 hours of notification. Number of critical signs replaced within 3 hours. Number of critical signs notifications. Total expenditure per critical notification. FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A N/A N/A 120 N/A N/A N/A N/A N/A N/A N/A 120 N/A $ 43,305.34 N/A N/A N/A N/A 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 14,518 14,518 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 4,521,463 $ 4,521,463 $ $ 5,000 5,000 $ $ 12,540 12,540 $ $ 5,000 5,000 $ $ - 0.0% 0.0% $ 5,196,641 $ 5,196,641 $ $ 298,367 298,367 5.4% 5.4% Expenditure $ 5,495,008 $ 5,495,008 $ 5,177,545 $ 5,177,545 Activity Narrative: In FY 2015, Traffic Operations has implemented a set of new measures that identify the core objective of the three branches. Transportation Planning Program The purpose of the Transportation Planning Program is to provide planning, programming, community and government relations and environmental services to department management and the Board of Supervisors so they can have the information available from which to make technically sound, timely, and informed decisions. Program Results Measure Description Percent of environmental clearances delivered prior to 70% project design completion. Percent of intergovernmental agreements completed on time based on a schedule mutually agreed upon with the Project Manager. Percent of customers reporting satisfaction with Department of Transportation projects and services. Percent of 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 2013 ACTUAL 75.0% FY 2014 FY 2014 REVISED FORECAST 50.0% 50.0% FY 2015 ADOPTED 80.0% REV VS ADOPTED VAR % 30.0% 60.0% 100.0% 86.7% 86.7% 100.0% 13.3% 15.4% 86.0% 80.0% 80.0% 80.0% 0.0% 0.0% 100.0% 100.0% 100.0% N/A N/A N/A 100.0% 100.0% 100.0% 75.0% (25.0%) -25.0% 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. 968 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Measure Description Percent of environmental clearances delivered prior to 70% project design completion. Output Number of environmental clearances provided. Number of projects requiring environmental clearance. Total activity expenditure per environmental clearance provided. Demand Expenditure Ratio Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES FY 2013 ACTUAL 75.0% FY 2014 FY 2014 REVISED FORECAST 50.0% 50.0% REV VS ADOPTED VAR % 30.0% 60.0% FY 2015 ADOPTED 80.0% 24 24 24 20 (4) -16.7% 25 24 24 20 (4) -16.7% $ 2,977.38 $ 7,139.42 $ 5,223.29 $ 7,809.40 $ (669.98) -9.4% $ $ 71,457 71,457 $ $ 171,346 171,346 $ $ 125,359 125,359 $ $ 156,188 156,188 $ $ 15,158 15,158 8.8% 8.8% Activity Narrative: The volume of environmental clearances demanded and provided each year is typically influenced by the number of new construction projects in the Transportation Improvement Program plan. As such, the demand that is currently being requested is expected to decrease in FY 2015 due to the decreased number of new construction projects expected. Although the expenditure is expected to decrease for environmental clearances, the expenditure ratio is expected to increase due to the decrease in clearances provided. 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 Expenditure Ratio Expenditure 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. 232 - TRANSPORTATION OPERATIONS TOTAL USES FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 86.7% 86.7% FY 2015 ADOPTED 100.0% 39 30 30 30 $ 39 7,565.64 30 $ 14,257.80 30 $ 12,963.87 30 $ 14,117.70 $ $ 295,060 295,060 $ $ $ $ $ $ 427,734 427,734 388,916 388,916 423,531 423,531 REV VS ADOPTED % VAR 13.3% 15.4% - 0.0% $ 140.10 0.0% 1.0% $ $ 4,203 4,203 1.0% 1.0% Activity Narrative: The volume of project partnerships demanded and provided each year is typically influenced by the number of projects in the Transportation Improvement Program plan. Although there is no change reflected for agreements required and completed in FY 2015, the Intergovernmental Relations Branch is expected to increase the percent of IGAs' completed on-time to meet demand. This increase in IGA’s completed is not the leading contributor to the increase in expenditures and 969 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget expenditure ratio, but rather that the expenditures and expenditure ratio is expected to decrease slightly. 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 Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of customers reporting satisfaction with Department of Transportation projects and services. Number of public outreach events completed. FY 2013 ACTUAL 86.0% FY 2014 FY 2014 REVISED FORECAST 80.0% 80.0% 27 35 REV VS ADOPTED VAR % 0.0% 0.0% FY 2015 ADOPTED 80.0% 33 35 - 0.0% Number of impacted public poll that expressed N/A N/A N/A 480 "Overall Satisfaction" with Transportation services. Number of public outreach events required. 27 35 33 35 Total expenditure per public outreach event. $ 12,713.93 $ 13,423.20 $ 13,347.58 $ 14,243.43 N/A N/A $ (820.23) 0.0% -6.1% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ (28,708) (28,708) -6.1% -6.1% $ $ 343,276 343,276 $ $ 469,812 469,812 $ $ 440,470 440,470 $ $ 498,520 498,520 Activity Narrative: The volume of public outreach and communications demanded and completed each year is typically influenced by the number of new construction design concepts. In addition, although there is no change reflected for outreach and communications required and completed in FY 2015, the Public Information Officer Branch is expected to increase in expenditures and expenditure ratio primarily due to the increase in personnel and benefit costs, which is not reflective of the new output measure for "Overall Satisfaction" within Transportation Services. 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. 970 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Expenditure 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. 232 - TRANSPORTATION OPERATIONS TOTAL USES FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% 4 4 $ 110,167.25 3 3 $ 108,055.00 3 3 $ 128,023.67 $ $ $ $ $ $ 440,669 440,669 324,165 324,165 384,071 384,071 FY 2015 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A $ $ - (3) (3) N/A $ $ 324,165 324,165 -100.0% -100.0% N/A 100.0% 100.0% Activity Narrative: The Department has elected to inactivate this Activity and the costs associated with it for FY 2015 have been budgeted in the Transportation System Planning Activity. The Division will be seeking a new activity for FY 2016 Strategic Business Plan that will replace these measures. 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 aligned 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 Expenditure Ratio Expenditure 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. 232 - TRANSPORTATION OPERATIONS TOTAL USES FY 2013 ACTUAL 100.0% FY 2014 FY 2014 REVISED FORECAST 100.0% 100.0% FY 2015 ADOPTED 75.0% 22 116 28 272 28 272 35 231 $ 12,137.73 $ 18,992.71 $ 15,781.21 $ 23,097.97 $ $ $ $ $ $ $ $ 267,030 267,030 531,796 531,796 441,874 441,874 808,429 808,429 REV VS ADOPTED VAR % (25.0%) -25.0% 7 (41) 25.0% -15.1% $ (4,105.26) -21.6% $ $ (276,633) (276,633) -52.0% -52.0% Activity Narrative: The volume of corridor study miles required and completed each year is typically influenced by the Maricopa Association of Governments (MAG) and the recommended comprehensive transportation network of freeways, parkways, and major arterial roads, which is designed to meet the future traffic demands as set forth by MAG. As such, the demand that is currently being requested is expected to decrease due to the Long Range Planning Parkway Phase that is coming to a close. As Transportation approaches the end of the Long Range Planning Parkway Phase, the final corridors included a very long corridor that ultimately increased the number of study miles completed. As a result, a needs assessment is currently underway to assist in identifying updated numbers corresponding with miles requiring a study. Although, the corridor study miles is expected to increase, this has no reflection on the increase of expenditures and expenditure ratio, but rather the increase primarily due to the inactivation of the Transportation Project Programming activity and reallocation of all expenditure for that activity. 971 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations Transportation Grants Fund (223) Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Street Sweeper Grant $ 636,122 $ 636,122 $ 215,469 $ 215,469 215,469 215,469 $ 851,591 $ 851,591 $ (851,591) $ (215,469) (636,122) (851,591) (215,469) (636,122) $ - $ - $ 15 $ 15 - $ 684,805 $ 684,805 684,820 684,820 $ 684,820 $ 684,820 Agenda Item: C-64-14-026-M-00 FY 2014 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Street Sweeper Grant Grant Reconciliation Agenda Item: C-64-14-026-M-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2015 Adopted Budget Transportation Grants Fund (223) Fund Balance Summary FY 2013 ACTUAL Beginning Spendable Fund Balance FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED $ - $ - $ - $ (45,002) $ (112,061) $ $ $ $ 851,591 851,591 $ $ 636,122 636,122 $ (51,239) $ 790,916 739,677 $ 684,820 684,820 Sources: Operating Non-Recurring Total Sources: $ 117,044 58,314 175,358 Uses: Non-Recurring Total Uses: $ 220,362 220,362 $ 636,122 636,122 $ 851,591 851,591 $ 806,736 806,736 $ 684,820 684,820 Structural Balance $ 117,044 $ - $ - $ (51,239) $ - Accounting Adjustments $ 2 $ - $ - $ Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (45,002) (45,002) $ - $ - $ - $ (112,061) (112,061) $ - (112,061) (112,061) Grant revenue is received as a reimbursement that results in a deficit balance at the close of fiscal year-end. 972 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Operations Fund (232) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 2nd Quarter Retention Pay and Mark et Adj 94,967,838 $ 998,025 $ 987,343 10,682 - $ 59,234,581 $ 94,967,838 $ 169,946 $ (10,682) 116,500 64,128 - $ 59,404,527 $ 94,967,838 $ 10,507 $ 10,507 107,948 $ (82,394) C-49-13-092-2-00 C-49-14-032-2-00 Agenda Item: C-49-14-032-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Telecom Internal Service Charges Risk Management 58,236,556 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 2nd Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ (82,394) $ 190,342 190,342 FY 2015 Tentative Budget - $ 59,522,982 $ 0.2% 94,939,958 0.0% $ - $ - 11,240,432 11,240,432 Percent Change from Threshold Amount Adjustments: General Revenues State Shared HURF (27,880) (27,880) Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount $ 973 59,522,982 $ 106,180,390 0.2% 11.8% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Operations Fund (232) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2014 Adopted Budget $ 48,134,797 $ - FY 2014 Revised Budget $ 48,134,797 $ - $ (48,134,797) $ (48,134,797) - $ - $ - $ 48,134,797 $ 48,134,797 2,214,452 $ 2,214,452 - 50,349,249 $ - Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Non Recurring Other Non Recurring Facility Maintenance/Repairs Other IT Non Recurring Roadway Materials Non Recurring Agenda Item: $ $ $ $ 990,000 849,900 374,552 FY 2015 Adopted Budget $ Transportation Operations Fund (232) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 37,383,320 $ 29,175,413 $ 29,175,413 $ 33,914,018 $ 26,717,559 Sources: Operating Total Sources: $ $ 97,871,622 97,871,622 $ $ 94,967,838 94,967,838 $ $ 94,967,838 94,967,838 $ $ 95,040,259 95,040,259 $ $ 106,180,390 106,180,390 $ $ $ $ 54,101,921 48,134,797 102,236,718 $ $ 59,234,581 48,134,797 107,369,378 $ $ 58,236,556 48,134,797 106,371,353 $ 59,522,982 50,349,249 109,872,231 Uses: Operating Non-Recurring Total Uses: $ 52,650,402 48,690,538 101,340,940 Structural Balance $ 45,221,220 $ 36,731,282 $ 35,733,257 $ 40,938,338 $ 46,657,408 Accounting Adjustments $ 16 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 33,914,018 33,914,018 $ $ 17,771,898 17,771,898 $ $ 16,773,873 16,773,873 $ $ 26,717,559 26,717,559 $ $ 23,025,718 23,025,718 974 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Capital Projects Fund (234) Expenditures Revenue CAPITAL IMPROVEMENTS FY 2014 Adopted Budget $ 82,089,011 $ 17,979,963 FY 2014 Revised Budget $ 82,089,011 $ 17,979,963 $ (82,089,011) $ (82,089,011) - (17,979,963) (17,979,963) $ - $ - $ 82,578,500 $ 82,578,500 13,574,779 13,574,779 FY 2015 Adopted CIP Projects Percent Change from Threshold Amount MAG ALCP PROJECTS (ALCP) COUNTY ARTERIALS (ARTS) BRIDGE PRESERVATION (BRIG) DUST MITIGATION (DMIT) INTELLIGENT TRANS SYST ITS (INTL) PAVEMENT PRESERVATION (PAVE) PARTNERSHIP SUPPORT (PSUP) RIGHT-OF-WAY (RWAY) SAFETY PROJECTS (SAFE) TRANSPORTATION ADMINISTRATION (TADM) TRAFFIC IMPROVEMENTS (TIMP) TRANSPORTATION PLANNING (TPLN) $ 82,578,500 $ 13,574,779 $ 23,400,000 14,840,000 525,000 3,160,000 2,175,000 15,912,000 1,577,500 180,000 3,155,000 10,877,000 5,047,000 1,730,000 FY 2015 Adopted Budget $ 82,578,500 $ 13,574,779 FY 2014 Adopted Budget $ - $ 48,134,797 FY 2014 Revised Budget $ - $ 48,134,797 $ - $ - (48,134,797) (48,134,797) $ - $ - $ - $ - 48,134,797 48,134,797 $ - $ 48,134,797 Adjustments: Capital Improvement Program Capital Improvement Prog Adj Transfer to Capital Proj Fund Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Capital Improvement Program Capital Improvement Prog Adj Agenda Item: NON RECURRING NON PROJECT Adjustments: Capital Improvement Program Capital Improvement Prog Adj Agenda Item: FY 2015 Baseline Budget Threshold Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Agenda Item: FY 2015 Adopted Budget 975 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Capital Projects Fund (234) Fund Balance Summary FY 2013 ACTUAL FY 2014 REVISED FY 2014 ADOPTED FY 2015 ADOPTED FY 2014 FORECAST Beginning Spendable Fund Balance $ 12,783,096 $ 15,974,251 $ 15,974,251 $ 32,603,825 $ 30,815,246 Sources: Non-Recurring Total Sources: $ 93,265,519 93,265,519 $ 66,114,760 66,114,760 $ 66,114,760 66,114,760 $ 64,340,169 64,340,169 $ 61,709,576 61,709,576 Uses: Non-Recurring Total Uses: $ 73,444,815 73,444,815 $ 82,089,011 82,089,011 $ 82,089,011 82,089,011 $ 66,128,748 66,128,748 $ 82,578,500 82,578,500 Accounting Adjustments $ 25 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 32,603,825 32,603,825 $ $ - $ $ - $ $ 30,815,246 30,815,246 $ $ 9,946,322 9,946,322 976 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2015 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 2013 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2014 ADOPTED FY 2014 REVISED FY 2015 ADOPTED FY 2014 FORECAST REVISED VS ADOPTED VAR % N/A N/A TOUT - TREASURER OUTREACH 43TO - TREASURER OUTREACH $ $ - $ - $ - $ - $ - $ - $ - $ - $ 37,000 $ 37,000 $ 37,000 37,000 ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 37,505 $ 37,505 $ 335,341 $ 335,341 $ 335,341 $ 335,341 $ 342,762 $ 342,762 $ 304,341 $ 304,341 $ (31,000) (31,000) TOTAL PROGRAMS $ 37,505 $ 335,341 $ 335,341 $ 342,762 $ 341,341 $ 6,000 1.8% BANK - BANKING 43BK - BANKING $ $ 1,764,283 $ 1,764,283 $ 2,542,153 $ 2,542,153 $ 2,663,159 $ 2,663,159 $ 2,422,655 $ 2,422,655 $ 1,757,904 $ 1,757,904 $ 905,255 905,255 34.0% 34.0% TOUT - TREASURER OUTREACH 43TO - TREASURER OUTREACH $ $ - $ - $ - $ - $ - $ - $ - $ - $ 2,980,619 $ 2,980,619 $ (2,980,619) (2,980,619) N/A N/A BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 283,886 $ 54,715 1,098,310 17,370 1,454,281 $ 240,576 $ 52,676 741,687 (44,463) 17,416 1,007,892 $ 249,964 $ 48,669 670,944 18,052 987,629 $ 250,619 $ 51,364 953,211 17,924 1,273,118 $ - $ 9,029 75,892 84,921 $ 249,964 48,669 670,944 (9,029) 18,052 (75,892) 902,708 100.0% 100.0% 100.0% N/A 100.0% N/A 91.4% GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED AND STATUTRY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ - $ 16,752 16,752 $ 228,449 $ 15,424 243,873 $ 228,449 $ 15,424 243,873 $ 228,449 $ 15,420 243,869 $ 228,449 $ 83,145 63,631 16,484 391,709 $ (83,145) 15,424 (63,631) (16,484) (147,836) 0.0% N/A 100.0% N/A N/A -60.6% BUAS - BUSINESS APPLICATION DEV SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 1,058,369 $ 70,923 1,129,292 $ 1,147,868 $ 70,311 1,218,179 $ 1,257,189 $ 75,657 1,332,846 $ 1,196,835 $ 74,548 1,271,383 $ - $ - $ 1,257,189 75,657 1,332,846 100.0% 100.0% 100.0% TOTAL PROGRAMS $ 4,364,608 $ 5,012,097 $ 5,227,507 $ 5,211,025 $ 5,215,153 $ 12,354 0.2% -9.2% -9.2% USES $ $ 977 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ FY 2013 ACTUAL $ $ 31,000 31,000 $ $ $ SUBTOTAL $ - $ - $ 304,341 304,341 $ $ ALL REVENUES $ 37,505 $ 335,341 $ 335,341 37,505 $ FY 2013 FY 2014 ADOPTED ACTUAL $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE TOTAL SOURCES $ CATEGORY PERSONAL SERVICES $ 0701 - REGULAR PAY 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ 37,505 37,505 FY 2015 ADOPTED FY 2014 FORECAST FY 2014 REVISED FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ $ 37,000 37,000 $ $ 6,000 6,000 19.4% 19.4% 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 304,341 $ $ - 0.0% 0.0% 335,341 $ 342,762 $ 341,341 $ 6,000 1.8% 341,341 335,341 $ 342,762 $ FY 2015 FY 2014 FY 2014 REVISED FORECAST ADOPTED $ 31,000 31,000 $ $ 38,421 38,421 1.8% 6,000 REVISED VS ADOPTED % VAR 2,869,735 $ 59,389 501 1,014,250 14,245 3,958,120 $ 2,898,296 $ 44,503 6,336 1,045,603 3,994,738 $ 3,118,856 $ 40 6,336 1,084,916 4,210,148 $ 3,075,859 $ 2,645 2,664 1,079,339 4,160,507 $ 3,326,405 $ 63,964 1,136,228 4,526,597 $ SUBTOTAL $ 55,541 $ 252 55,793 $ 21,900 $ 500 22,400 $ 21,900 $ 500 22,400 $ 27,869 $ 395 969 29,233 $ 35,647 $ 360 36,007 $ (13,747) 140 (13,607) -62.8% 28.0% N/A -60.7% 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 $ 63,259 $ 6,497 150,929 92,525 929 9,503 27,053 350,695 $ 4,364,608 $ 330,424 $ 7,008 297,855 228,449 99,323 1,000 3,000 27,900 994,959 $ 5,012,097 $ 330,424 $ 7,008 297,855 228,449 99,323 1,000 3,000 27,900 994,959 $ 5,227,507 $ 405,673 $ 9,417 241,824 228,449 98,848 2,278 7,890 26,906 1,021,285 $ 5,211,025 $ 80,892 $ 176,650 228,449 98,194 1,920 55,404 11,040 652,549 $ 5,215,153 $ 249,532 7,008 121,205 1,129 (920) (52,404) 16,860 342,410 12,354 75.5% 100.0% 40.7% 0.0% 1.1% -92.0% -1746.8% 60.4% 34.4% 0.2% TOTAL USES $ 4,364,608 $ 5,012,097 $ 5,227,507 $ 5,211,025 $ 5,215,153 $ 12,354 SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ (207,549) -6.7% (63,924) -159810.0% 6,336 100.0% -4.7% (51,312) N/A -7.5% (316,449) 0.2% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 37,505 $ 37,505 $ 31,000 $ 31,000 $ 31,000 $ 31,000 $ 38,421 $ 38,421 $ 37,000 $ 37,000 $ 6,000 6,000 19.4% 19.4% $ FUND TOTAL SOURCES $ - $ - $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 37,505 $ 37,505 $ FY 2013 ACTUAL 335,341 $ 335,341 $ FY 2014 ADOPTED 335,341 $ 335,341 $ FY 2014 REVISED 342,762 $ 342,762 $ FY 2014 FORECAST FUND TOTAL USES $ 4,364,608 $ 4,364,608 $ 4,504,386 $ 203,370 4,707,756 $ 4,719,796 $ 203,370 4,923,166 $ 4,715,814 $ 190,870 4,906,684 $ 4,910,812 $ 4,910,812 $ $ FUND TOTAL USES $ - $ - $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 4,364,608 $ - $ 4,364,608 $ 4,808,727 $ 203,370 $ 5,012,097 $ 5,024,137 $ 203,370 $ 5,227,507 $ 5,020,155 $ 190,870 $ 5,211,025 $ 5,215,153 $ - $ 5,215,153 $ 741 TAXPAYER INFORMATION OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT 741 TAXPAYER INFORMATION OPERATING $ 978 341,341 $ 6,000 1.8% 341,341 $ 6,000 1.8% FY 2015 REVISED VS ADOPTED ADOPTED % VAR (191,016) 203,370 12,354 (191,016) 203,370 12,354 -4.0% 100.0% 0.3% 0.0% 0.0% -3.8% 100.0% 0.2% Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Treasurer Staffing by Program and Activity PROGRAM ACTIVITY BANKING BANKING PROGRAM TOTAL GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP TECHNOLOGY SUPPORT PROGRAM TOTAL TREASURER OUTREACH TREASURER OUTREACH PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 REVISED TO ADOPTED FY 2015 REVISED FORECAST ADOPTED VARIANCE VAR % 28.88 28.88 30.88 30.88 30.88 30.88 30.88 30.88 18.10 18.10 (12.78) (12.78) (41.4%) (41.4%) - - .00 - - .60 .60 .60 .60 N/A N/A 2.00 7.92 .90 .30 11.12 2.00 5.92 .90 .30 9.12 2.00 5.92 .90 .30 9.12 2.00 5.92 .90 .30 9.12 - (2.00) (5.92) (.90) (.30) (9.12) (100.0%) (100.0%) (100.0%) (100.0%) (100.0%) 12.00 1.00 13.00 12.00 1.00 13.00 12.00 1.00 13.00 12.00 1.00 13.00 - (12.00) (1.00) (13.00) (100.0%) (100.0%) (100.0%) 53.00 53.00 .00 53.00 53.00 36.30 36.30 55.00 36.30 36.30 2.00 N/A N/A 3.8% 979 Maricopa County Annual Business Strategies FY 2015 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 Applications Development Mgr Business Systems Analyst-Sr/Ld Chief Deputy - Treasurer Data Architect Elected Executive Assistant Executive Assistant - Elected Official Finan Compliance Admin - Cnty Finance Manager - County Finance/Business Analyst - County Human Resources Specialist IT Consultant IT Program Manager IT Security Analyst Legal Assistant Management Analyst Management Assistant Office Assistant Office Assistant Specialized Operations/Program Manager PC/LAN Technician PC/LAN Technician - Senior/Lead Programmer/Analyst Programmer/Analyst - Senior/Lead Software Architect Systems Admin & Analysis Mgr Treasurer Manager Treasurer Supervisor Treasurer’s Portfolio Manager Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 N/A 4.00 4.00 4.00 4.00 4.00 0.0% 3.00 3.00 6.00 6.00 6.00 0.0% 1.00 N/A 3.00 3.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 2.00 1.00 100.0% 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% 2.00 2.00 1.00 1.00 2.00 1.00 100.0% 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 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 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% 8.00 8.00 2.00 2.00 2.00 0.0% 6.00 6.00 8.00 8.00 8.00 0.0% 2.00 3.00 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% 2.00 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) (100.0%) 1.00 1.00 N/A 4.00 4.00 4.00 0.0% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 53.00 53.00 53.00 53.00 55.00 2.00 3.8% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2013 FY 2014 FY 2014 FY 2014 REVISED TO ADOPTED FY 2015 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 53.00 53.00 53.00 53.00 55.00 2.00 3.8% 53.00 53.00 53.00 53.00 55.00 2.00 3.8% General Adjustments Personnel: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: General Fund (100) • Decrease Regular Benefits by $165 for the impact of changes in retirement contribution rates. • Increase Internal Service Charges by $530 for the impact of changes in risk management charges. • Increase by $117,371 for System Administration Manager. • Increase expenditures by $9,029. $8,434 for Annual IT Market Adjustment and $595 for Office Assistant Specialized Market Adjustment. 980 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Treasurer Programs and Activities Banking Program The purpose of the Banking Program is to provide a mechanism to collect and conservatively invest property taxes and disburse funds and interest to school districts, County agencies, and special districts so they can use the funds to provide services to taxpayers. Program Results Measure Description Percent of property taxes collected through online transactions Rate of return on invested funds Percentage of funds on hand (liquidity ratio) Percent of disbursement made via electronic fund transfer (EFT) or automated clearing house (ACH) Percent of requested funds disbursed in xx business days Percent of property tax payments received through a commercial bank FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED 8.9% 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 0.6% 18.0% 40.0% 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 2.4% N/A N/A Activities that comprise this program include: • Banking Activity Banking Activity The purpose of the Banking Activity is to provide a mechanism to collect and conservatively invest property taxes and disburse funds and interest to school districts, County agencies, and special districts so they can use the funds to provide services to taxpayers. 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; Title 42 (Taxation), Chapter 18, Articles 1 thru 9 establishes tax collection and enforcement. 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. §42-18061 establishes the process of refund of overpayment due to change in tax roll and reversion of unclaimed refund; A.R.S. §42-18116 establishes that the purchaser of a tax lien will pay the purchase price in cash at the time of sale. If the purchaser fails to pay the amount due the County Treasurer may resell the tax lien if the sale has not been closed. If the sale has been closed the Treasurer may either advertise for resale, or recovery on reneged bid; and the purchaser shall pay a processing fee; A.R.S. §42-18121 establishes payment of subsequent taxes by certificate holder; A.R.S. §42-18122 establishes if a tax lien is assigned to the state, the County Treasurer shall sell, assign and deliver the certificate of purchase to any person who pays to the County Treasurer the whole amount then due under the certificate, including interest, penalties and charges, and in addition the entire amount of subsequent taxes assessed on the property described in the certificate; A.R.S. §42-18151 establishes who may redeem real property tax liens; persons under disability; persons owning partial interest; A.R.S. §42-18152 establishes when a lien may be redeemed; 981 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Treasurer 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. A.R.S. §42-18401 establishes collection of personal property tax by seizure and sale; A.R.S. §41-1279.21 establishes powers and duties of auditor general relating to counties, school districts and community colleges; A.R.S. §35-327 establishes Treasurer’s duties, safekeeping of securities; warrants of financial officers; earnings; exemptions; and responsibilities. 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. §11-275 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; §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. §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. §11-605 establishes warrants drawn by a political subdivision on the County Treasurer; 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. 982 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Result Result Result Result Result Output Output Output Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of property taxes collected through online transactions Rate of return on invested funds Percentage of funds on hand (liquidity ratio) Percent of disbursement made via electronic fund transfer (EFT) or automated clearing house (ACH) Percent of requested funds disbursed in xx business days Percent of property tax payments received through a commercial bank Amount of property tax payments collected Amount of invested funds Amount of funds collected Amount of Elderly Assistance Funds (EAF) Distributed Number of real estate parcels aided by the Elderly Assistance Funds (EAF) Amount of property tax payments owed Total activity expenditure per dollar of disbursed funds 100 - GENERAL TOTAL USES FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED 8.9% 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 0.6% 18.0% 40.0% 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 2.4% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 3,950,000,000 3,000,000,000 3,950,000,000 2,500,000 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 11,000 N/A N/A N/A N/A N/A N/A N/A 4,000,000,000 N/A $ 0.00 N/A N/A N/A N/A $ 1,764,283 $ 1,764,283 $ 2,663,159 $ 2,663,159 $ 2,422,655 $ 2,422,655 $ $ 1,757,904 1,757,904 $ $ 905,255 905,255 34.0% 34.0% Activity Narrative: This is a new activity for FY 2015. Historical expenditure data is the combination of the four previous activities (Agency Accounting, Client Service, Treasurer Accounting, and Tax Services). The measures were not forecasted for FY 2014. Outreach Program The purpose of the Outreach Program is to provide property tax information to taxpayers so they can understand the Arizona property tax system. Program Results Measure Description Percent of mailings that were not returned FY 2013 ACTUAL N/A FY 2014 FY 2014 REVISED FORECAST N/A N/A FY 2015 ADOPTED 93.6% REV VS ADOPTED VAR % N/A N/A Activities that comprise this program include: • Outreach Activity Outreach Activity The purpose of the Outreach Program is to provide property tax information to taxpayers so they can understand the Arizona property tax system. 983 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Output Output Demand Expenditure Ratio Revenue Measure Description Percent of mailings that were not returned Number of tax statements sent Number of research request responses Total number of mailings Number of research requests submitted Total activity expenditure per mailing FY 2013 ACTUAL N/A N/A N/A N/A N/A N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A FY 2014 FY 2014 FY 2015 REVISED FORECAST ADOPTED N/A N/A 93.6% N/A N/A 725,680 N/A N/A 8,000 N/A N/A 1,600,000 N/A N/A 6,000 N/A N/A $ 1.86 100 - GENERAL TOTAL SOURCES $ $ - $ $ - $ $ - $ $ 100 - GENERAL TOTAL USES $ $ - $ $ - $ $ - $ 2,980,619 $ 2,980,619 37,000 37,000 $ $ 37,000 37,000 N/A N/A Expenditure Activity Narrative: This is a new activity for FY 2015. 984 $ (2,980,619) $ (2,980,619) N/A N/A Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj 31,000 $ 215,410 $ 153,242 763 1,549 59,034 822 - $ 4,719,796 $ 31,000 $ 64,251 $ 204 (1,549) (59,034) (822) 118,067 7,385 - $ 4,784,047 $ 31,000 $ (165) $ (165) 117,901 $ 530 - 117,371 - C-49-13-092-2-00 C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 Agenda Item: C-49-14-020-0-00 C-49-14-032-2-00 C-49-14-041-2-00 C-49-14-043-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management Personnel Additions and Related Costs System Admin Manager Fees and Other Revenues ProgRevenue Volume Inc/Dec 4,504,386 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 1st Quarter Retention Pay and Mark et Adj 2nd Quarter Retention Pay and Mark et Adj FY 14 IT Mark et Study Adjustments 3rd and 4th Quarter Retention Pay and Mark et Adj Annual Mark et Adjustment - IT 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ FY 2015 Tentative Budget $ 530 $ 117,371 $ - $ - 6,000 6,000 $ 4,901,783 $ 2.5% 37,000 19.4% $ 9,029 $ 8,434 595 - $ 4,910,812 $ 2.6% 37,000 19.4% Percent Change from Threshold Amount Adjustments: Employee Salary Adjustments Annual Mark et Adjustment - IT Office Assistant Specialized Mark et Adjustment Agenda Item: FY 2015 Adopted Budget Percent Change from Threshold Amount 985 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Treasurer Taxpayer Information Fund (741) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 304,341 $ 304,341 FY 2014 Revised Budget $ 304,341 $ 304,341 FY 2015 Baseline Budget Threshold $ 304,341 $ 304,341 FY 2015 Adopted Budget Percent Change from Threshold Amount $ 304,341 $ 0.0% 304,341 0.0% Taxpayer Information Fund (741) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 330,563 $ 292,495 $ 292,495 $ 501,416 $ 501,416 Sources: Operating Total Sources: $ $ - $ $ 304,341 304,341 $ $ 304,341 304,341 $ $ 304,341 304,341 $ $ 304,341 304,341 Uses: Operating Total Uses: $ $ - $ $ 304,341 304,341 $ $ 304,341 304,341 $ $ 304,341 304,341 $ $ 304,341 304,341 Accounting Adjustments $ 170,853 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 501,416 501,416 $ $ 292,495 292,495 $ $ 292,495 292,495 $ $ 501,416 501,416 $ $ 501,416 501,416 986 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2015 Adopted Budget Waste Resources and Recycling Analysis by Carmine L. Davis, Management and Budget Supervisor 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 2018, there will be a 15% increase in the number of household hazardous waste tons collected at household hazardous waste community events. Status: WRR is currently working with County supervisors and staff to determine needs and/or partnering opportunity with other municipalities to help sponsor or co-sponsor Household Hazardous Waste collection events. Department Specific By 2017, 50% of the total annual tons of green waste brought to Maricopa County Transfer Station facilities will be processed on site for utilization as landfill erosion control. Status: Currently, WRR has established three green waste collection and processing areas at Transfer Station (T/S) facilities. These include Cave Creek T/S, Hassayampa T/S and Rainbow Valley T/S. These three referenced sites accept 80% of the total volume of collected green waste from all WRR transfer station operations. Once processed, the green waste is being spread on top of the landfill cap surface. 987 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Specific By 2018, 50% of the total annual tons of waste received at Maricopa County operated transfer station facilities will be re-used or recycled. Status: WRR transfer station facilities promote recycling / reuse of collected waste by providing containers for co-mingled recycled materials, limited liquid waste recycling and green waste processing / reuse operations. In FY 2013, WRR recycled or reused 21% of the total annual tons of waste received at Maricopa County transfer station facilities. 100% of the tires collected were recycled at the Crumb Rubber Manufacturers (CRM) facility. Department Specific By 2019, 50% of transfer station customers will be reusing, reducing or recycling discarded materials. Status: WRR continues to enhance recycling opportunities for transfer station customers to include green waste and are partnering with other vendors and agencies to provide outlets for recycled materials. In FY 2013 (based on vehicle counts), 34% of transfer station customers are re-using or recycling discarded materials. Sources and Uses by Program and Activity FY 2013 ACTUAL PROGRAM / ACTIVITY SOURCES TIRE - WASTE TIRE COLLECT DISPOSAL TRAN - WASTE DISP AND RECYCLING COLL 67SW - SOLID WASTE MANAGEMENT GGOV - GENERAL GOVERNMENT FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % $ 4,851,915 $ 380,555 4,748,429 $ 132,369 4,748,429 $ 132,369 4,972,108 $ 238,915 4,748,371 $ 132,369 (58) - 0.0% 0.0% $ 5,232,470 $ 4,880,798 $ 4,880,798 $ 5,211,023 $ 4,880,740 $ (58) 0.0% $ 1,141 $ 7,912 $ 7,912 $ 7,255 $ 7,970 $ 58 0.7% $ 1,141 $ 7,912 $ 7,912 $ 7,255 $ 7,970 $ 58 0.7% TOTAL PROGRAMS $ 5,233,611 $ 4,888,710 $ 4,888,710 $ 5,218,278 $ 4,888,710 $ - 0.0% $ 995,931 $ 4,440,200 1,126,614 2,524,226 $ 4,716,811 1,155,761 2,492,609 $ 4,720,137 1,126,771 2,543,012 $ 4,705,617 780,827 1,215,269 $ 4,812,686 746,395 1,277,340 (92,549) 380,376 51.2% -2.0% 33.8% $ 6,562,745 $ 8,396,798 $ 8,339,517 $ 8,029,456 $ 6,774,350 $ 1,565,167 18.8% $ 1,660 $ 270,245 271,905 $ - $ 365,821 (12,217) 353,604 $ - $ 382,268 382,268 $ - $ 368,915 368,915 $ - $ 96,848 220,831 317,679 $ 285,420 (220,831) 64,589 N/A 74.7% N/A N/A 16.9% $ 49,958 $ 1,141 145,893 - 30,632 $ 1,195,381 - 30,632 $ 79,023 1,195,381 - 30,635 $ 79,023 1,195,376 - 28,619 $ 7,871 901,061 2,013 79,023 (7,871) 1,195,381 (901,061) 6.6% 100.0% N/A 100.0% N/A $ 196,992 $ 1,226,013 $ 1,305,036 $ 1,305,034 $ 937,551 $ 367,485 28.2% TOTAL PROGRAMS $ 7,031,642 $ 9,976,415 $ 10,026,821 $ 9,703,405 $ 8,029,580 $ 1,997,241 19.9% 99GV - GENERAL OVERHEAD 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 POOL - POOLED COSTS SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD 988 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2015 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 $ SUBTOTAL $ ALL REVENUES $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ CATEGORY PERSONAL SERVICES $ 0701 - REGULAR PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED VAR % 4,645,997 4,645,997 $ $ 4,597,203 4,597,203 $ $ 4,597,203 4,597,203 $ $ 4,715,728 4,715,728 $ $ 4,572,444 4,572,444 $ $ (24,759) (24,759) -0.5% -0.5% 337,323 337,323 $ $ 236,226 236,226 $ $ 236,226 236,226 $ $ 432,648 432,648 $ $ 277,732 277,732 $ $ 41,506 41,506 17.6% 17.6% 58 (16,805) (16,747) 0.7% -35.5% -30.3% 5,291 $ 243,859 249,150 $ 5,232,470 $ 7,912 $ 47,369 55,281 $ 4,888,710 1,141 $ 1,141 $ 5,233,611 $ FY 2013 ACTUAL $ 7,912 $ 47,369 55,281 $ 4,888,710 - $ - $ 4,888,710 $ FY 2014 ADOPTED $ 7,255 $ 62,647 69,902 $ 5,218,278 - $ - $ 4,888,710 $ FY 2014 REVISED 7,970 $ 30,564 38,534 $ $ 4,888,710 $ - 0.0% - $ - $ - $ $ - N/A N/A 4,888,710 $ - 0.0% 5,218,278 $ FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED % VAR 886,099 $ 2,297 393,381 4,537 (91,228) 163,240 1,358,326 $ 802,385 $ 2,000 359,042 1,950 (90,026) 195,166 1,270,517 $ 791,995 $ 2,000 336,679 80,973 (89,228) 198,407 1,320,826 $ 751,522 $ 2,405 317,471 79,023 (110,345) 220,688 1,260,764 $ 837,719 $ 2,635 349,907 2,074 (83,554) 161,056 1,269,837 $ (45,724) (635) (13,228) 78,899 (5,674) 37,351 50,989 -5.8% -31.8% -3.9% 97.4% -6.4% 18.8% 3.9% SUBTOTAL $ 61,171 $ 104,211 5,579 170,961 $ 71,708 $ 160,000 61,984 (764) 13,491 306,419 $ 71,708 $ 160,097 61,984 (764) 13,491 306,516 $ 98,310 $ 123,272 28,126 (382) 13,097 262,423 $ 70,207 $ 222,000 6,398 298,605 $ 1,501 (61,903) 61,984 (764) 7,093 7,911 2.1% -38.7% 100.0% -100.0% 52.6% 2.6% 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 $ 4,567,487 $ 27,315 255,630 1,130,470 147 828 678 17,592 (738,419) 786 5,262,514 $ 4,976,443 $ 31,105 396,000 1,464,889 7,360 100 18,000 (335) 5,917 6,899,479 $ 4,976,443 $ 31,105 396,000 1,464,889 7,360 100 18,000 (335) 5,917 6,899,479 $ 4,874,822 $ 30,980 1,775,794 1,468,483 205 6,403 331 16,200 (536) 7,536 8,180,218 $ 4,922,595 $ 29,415 338,777 1,131,546 1,105 6,814 101 28,289 2,496 6,461,138 $ 53,848 1,690 57,223 333,343 (1,105) 546 (1) (10,289) (335) 3,421 438,341 1.1% 5.4% 14.5% 22.8% N/A 7.4% -1.0% -57.2% -100.0% 57.8% 6.4% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ - $ 238,700 238,700 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ - $ - $ - $ - $ 1,500,000 1,500,000 100.0% N/A 100.0% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ ALL EXPENDITURES $ 7,030,501 $ 9,976,415 $ 10,026,821 $ 9,703,405 $ 8,029,580 $ 1,997,241 19.9% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,141 $ 1,141 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL USES $ 7,031,642 $ 9,976,415 $ 10,026,821 $ 9,703,405 $ 8,029,580 $ 1,997,241 19.9% 989 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING $ NON RECURRING NON PROJECT FUND TOTAL SOURCES $ 290 WASTE TIRE $ OPERATING FUND TOTAL SOURCES $ 580 SOLID WASTE MANAGEMENT $ NON RECURRING NON PROJECT FUND TOTAL SOURCES $ FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED REVISED VS ADOPTED % VAR 208,429 $ 172,126 380,555 $ 132,369 $ 132,369 $ 132,369 $ 132,369 $ 238,915 $ 238,915 $ 132,369 $ 132,369 $ - 0.0% N/A 0.0% 4,851,915 $ 4,851,915 $ 4,756,341 $ 4,756,341 $ 4,756,341 $ 4,756,341 $ 4,979,363 $ 4,979,363 $ 4,756,341 $ 4,756,341 $ - 0.0% 0.0% 1,141 $ 1,141 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A 5,060,344 $ 173,267 $ 5,233,611 $ FY 2013 ACTUAL 4,888,710 $ - $ 4,888,710 $ FY 2014 ADOPTED 4,888,710 $ - $ 4,888,710 $ FY 2014 REVISED 5,218,278 $ - $ 5,218,278 $ FY 2014 FORECAST 2,179,396 $ 360,710 2,540,106 $ 3,214,099 $ 2,013,984 5,228,083 $ 3,261,226 $ 2,013,984 5,275,210 $ 3,120,784 $ 1,845,998 4,966,782 $ 2,967,969 $ 160,000 150,000 3,277,969 $ FUND TOTAL USES $ 4,489,876 $ 1,660 4,491,536 $ 4,748,332 $ 4,748,332 $ 4,751,611 $ 4,751,611 $ 4,736,623 $ 4,736,623 $ 4,751,611 $ 4,751,611 $ - 0.0% N/A 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 6,669,272 $ 362,370 $ 7,031,642 $ 7,962,431 $ 2,013,984 $ 9,976,415 $ 8,012,837 $ 2,013,984 $ 10,026,821 $ 7,857,407 $ 1,845,998 $ 9,703,405 $ 7,719,580 $ 310,000 $ 8,029,580 $ 293,257 1,703,984 1,997,241 3.7% 84.6% 19.9% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT WASTE RES GAS PROBE EQUIP WASTE RES LANDFILL DRAINAGE $ FUND TOTAL USES $ 290 WASTE TIRE OPERATING NON RECURRING NON PROJECT $ 4,888,710 $ - $ 4,888,710 $ FY 2015 REVISED VS ADOPTED VAR 0.0% N/A 0.0% ADOPTED % 293,257 2,013,984 (160,000) (150,000) 1,997,241 9.0% 100.0% N/A N/A 37.9% Staffing by Program and Activity PROGRAM ACTIVITY INDIRECT SUPPORT EXECUTIVE MANAGEMENT OPERATIONS SUPPORT PROGRAM TOTAL SOLID WASTE MANAGEMENT LANDFILL POST CLOSURE MAINT WASTE DISP AND RECYCLING COLL WASTE TIRE COLLECT DISPOSAL PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2014 ADOPTED ADOPTED FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.80 1.80 2.70 2.70 2.70 .00 2.70 2.70 2.70 .90 1.80 2.70 (1.80) 1.80 - (66.7%) N/A 0.0% 12.00 10.50 3.70 26.20 28.00 7.75 9.15 3.40 20.30 23.00 6.90 8.10 3.30 18.30 21.00 6.00 7.10 3.20 16.30 19.00 7.85 9.05 3.40 20.30 23.00 .95 .95 .10 2.00 2.00 13.8% 11.7% 3.0% 10.9% 9.5% Staffing by Market Range Title MARKET RANGE TITLE Construction Maintenance Supv Engineering Associate Engineering Technician Equipment Operator Field Operations Supervisor Finance/Business Analyst Heavy Equipment Operator Office Assistant Office Assistant Specialized Operations/Program Manager Warehouse/Inventory Specialist Department Total FY 2013 FY 2014 FY 2014 FY 2014 FY 2015 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 100.0% 2.00 1.00 1.00 2.00 3.00 2.00 2.00 0.0% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 4.00 3.00 3.00 3.00 3.00 0.0% 0.0% 2.00 2.00 2.00 2.00 2.00 1.00 (1.00) (50.0%) 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 7.00 6.00 9.00 2.00 28.6% 12.00 9.00 28.00 23.00 21.00 19.00 23.00 2.00 9.5% 990 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Waste Resources and Recycling Staffing by Fund DEPARTMENT/FUND GENERAL 100 WASTE TIRE 290 Department Total FY 2014 FY 2014 FY 2015 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 2.00 10.5% 21.00 17.00 19.00 26.00 21.00 2.00 0.0% 2.00 2.00 2.00 2.00 19.00 23.00 2.00 9.5% 21.00 23.00 28.00 General Adjustments Personnel: FY 2015 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2014. Base Adjustments: General Fund (100) • Increase Regular Benefits by $423 for the impact of changes in retirement contribution rates. • Increase Internal Service Charges by $294,320 for the impact of changes in risk management charges. • Decrease General Supplies, Repair & Maintenance and Other Personal Services by $294,320 to offset the impact of changes in risk management charges. General Fund (100) Waste Resources Landfill Drainage • The FY 2015 budget includes expenditures of $150,000 for the Avondale Landfill Drainage Assessment. General Fund (100) Waste Resources Gas Probe Equipment • The FY 2015 budget includes expenditures of $160,000 for the replacement/refurbishment of gas probes at four (4) landfills. Waste Tire Fund (290) • Increase Regular Benefits by $29 for the impact of changes in retirement contribution rates. • Decrease Other Services by $29 to offset 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 Percent of waste tires collected that are properly disposed in accordance with Arizona Statute Percent of waste tons collected that was recycled FY 2013 ACTUAL 90.0% FY 2014 FY 2014 REVISED FORECAST 90.0% 90.0% FY 2015 ADOPTED 90.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 24.5% 24.0% 18.6% 20.1% (3.9%) -16.3% Activities that comprise this program include: 991 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2015 Adopted Budget • • • 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 Expenditure Ratio Expenditure Measure FY 2013 FY 2014 REV VS ADOPTED FY 2014 FY 2015 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 $ 99,593.10 $ 249,260.90 $ 254,301.20 $ 121,526.90 $ 127,734.00 51.2% maintained 100 - GENERAL TOTAL USES $ $ 995,931 995,931 $ 2,492,609 $ 2,492,609 $ 2,543,012 $ 2,543,012 $ 1,215,269 $ 1,215,269 $ 1,277,340 $ 1,277,340 51.2% 51.2% Activity Narrative: The FY 2015 budget supports the WRR department in maintaining ten (10) closed Maricopa County owned landfills. The decrease in expenditures is due to one-time expenditures for the Gilbert landfill construction that was completed in FY 2014. FY 2015 expenditures include the Avondale Landfill Drainage Assessment and replacement/refurbishment of gas probes at four landfills. 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: Mandated by A.R.S. §44-1305 which establishes a waste tire fund consisting of monies that are distributed to counties which are required to establish waste tire programs. 992 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2015 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue 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 2014 FY 2014 FORECAST REVISED 100.0% 100.0% FY 2013 ACTUAL 100.0% $ FY 2015 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 52,573 54,000 58,914 58,615 4,615 8.5% 52,573 54,000 58,914 58,615 4,615 8.5% 5.30 6.1% 84.46 $ 87.41 $ 79.87 $ 82.11 $ 290 - WASTE TIRE TOTAL SOURCES $ 4,851,915 $ 4,851,915 $ 4,748,429 $ 4,748,429 $ 4,972,108 $ 4,972,108 $ 4,748,371 $ 4,748,371 $ $ 100 - GENERAL 290 - WASTE TIRE TOTAL USES $ $ $ $ $ (58) (58) -0.0% -0.0% Expenditure 282 4,439,918 $ 4,440,200 47 4,720,090 $ 4,720,137 4,705,617 $ 4,705,617 89,694 4,722,992 $ 4,812,686 $ (89,647) -190738.3% (2,902) -0.1% (92,549) -2.0% Activity Narrative: FY 2015 revenue from the State of Arizona will remain consistent with FY 2014 for tire disposal. The output and demand measures are increasing because more tires are being delivered and are in need of disposal. The expenditure budget is increasing due to a larger allocation of indirect support FTEs and higher central service cost allocation and Internal Service Fund Charges. 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: Mandated by A.R.S. §49-741 which is 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 Output Demand Expenditure Ratio Revenue Measure Description Percent of waste tons collected that was recycled Number of Maricopa County residents served FY 2013 ACTUAL 24.5% FY 2014 FY 2014 REVISED FORECAST 24.0% 18.6% 38,812 Number of illegal dump site cleanups completed Number of waste tons collected Number of Maricopa County residents requesting services Total activity expenditure per Maricopa County $ resident served 25,000 REV VS ADOPTED VAR % (3.9%) -16.3% FY 2015 ADOPTED 20.1% 30,854 27,635 2,635 10.5% N/A N/A N/A N/A N/A N/A 4,152 38,812 2,500 25,000 3,209 30,854 3,080 27,635 580 2,635 23.2% 10.5% 29.03 $ 45.07 $ 25.31 $ 27.01 $ 18.06 40.1% 380,555 380,555 $ $ 132,369 132,369 $ $ 238,915 238,915 $ $ 132,369 132,369 $ $ - 0.0% 0.0% $ 1,126,771 $ 1,126,771 $ $ 780,827 780,827 $ $ 746,395 746,395 $ $ 380,376 380,376 33.8% 33.8% 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ 1,126,614 $ 1,126,614 Expenditure Activity Narrative: The FY 2015 budget supports the WRR department in operating six Maricopa County owned transfer station facilities. Operational efficiencies continue with routing improvements and continued benefits from green organics/landfill erosion control efforts. Output and demand increases are due to higher volumes in residents served and waste collections. The decrease in the expenditure budget is due to one-time expenditures that were completed in FY 2014. 993 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2015 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2014 Adopted Budget Adjustments: Employee Salary Adjustments County RPP 2nd Quarter Retention Pay and Mark et Adj 132,369 $ 47,127 $ 46,209 918 - $ 3,261,226 $ 132,369 $ 640 $ (918) 1,558 - $ 3,261,866 $ 132,369 $ 423 $ 423 (294,320) $ (294,320) - 2,967,969 $ -9.0% 132,369 0.0% C-49-13-092-2-00 C-49-14-032-2-00 Agenda Item: C-49-14-032-2-00 FY 2015 Baseline Budget Threshold Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Risk Management 3,214,099 $ Agenda Item: FY 2014 Revised Budget Adjustments: Employee Salary Adjustments 2nd Quarter Retention Pay and Mark et Adj 2nd to 4th Quarter Retention Pay Plan $ Agenda Item: $ $ (294,320) FY 2015 Adopted Budget Percent Change from Threshold Amount $ Expenditures Revenue WASTE RES GAS PROBE EQUIP FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 160,000 $ 160,000 - $ 160,000 $ Adjustments: Non Recurring Other Non Recurring Refurbish Landfill Gas Probes Agenda Item: $ FY 2015 Adopted Budget 160,000 Expenditures Revenue WASTE RES LANDFILL DRAINAGE FY 2014 Adopted Budget $ - $ - FY 2014 Revised Budget $ - $ - FY 2015 Baseline Budget Threshold $ - $ - $ 150,000 $ 150,000 - $ 150,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2015 Adopted Budget 994 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Waste Resources and Recycling Waste Tire Fund (290) Expenditures Revenue OPERATING FY 2014 Adopted Budget $ 4,748,332 $ 4,756,341 $ 3,279 $ 3,279 - FY 2014 Revised Budget $ 4,751,611 $ 4,756,341 FY 2015 Baseline Budget Threshold $ 4,751,611 $ 4,756,341 $ 29 $ 29 (29) $ (29) - 4,751,611 $ 0.0% 4,756,341 0.0% Agenda Item: Adjustments: Employee Salary Adjustments County RPP C-49-13-092-2-00 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2015 Adopted Budget Percent Change from Threshold Amount $ Waste Tire Fund (290) Fund Balance Summary FY 2013 ACTUAL FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECAST FY 2015 ADOPTED Beginning Spendable Fund Balance $ 1,184,026 $ 1,377,684 $ 1,377,684 $ 1,544,405 $ 1,787,145 Sources: Operating Total Sources: $ $ 4,851,915 4,851,915 $ $ 4,756,341 4,756,341 $ $ 4,756,341 4,756,341 $ $ 4,979,363 4,979,363 $ $ 4,756,341 4,756,341 $ $ $ $ 4,736,623 4,736,623 $ $ 4,751,611 4,751,611 $ $ 4,748,332 4,748,332 $ 4,751,611 4,751,611 Uses: Operating Non-Recurring Total Uses: $ 4,489,876 1,660 4,491,536 Structural Balance $ 362,039 $ 8,009 $ 4,730 $ 242,740 $ 4,730 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,544,405 1,544,405 $ $ 1,385,693 1,385,693 $ $ 1,382,414 1,382,414 $ $ 1,787,145 1,787,145 $ $ 1,791,875 1,791,875 995 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Department Strategic Plans and Budgets Waste Resources and Recycling 996 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Capital Improvement Program Executive Summary The Capital Improvement Program (CIP) is a plan that identifies capital improvement projects to be completed over the next five fiscal years. Because these projects typically span more than one fiscal year, the plans are updated annually to track existing projects, to identify new projects, and to update funding estimates and forecasts. Therefore, capital projects are budgeted separately from the operating budget in a series of capital project funds. The CIP integrates the County’s Managing for Results (MfR) policy when outlining its funding sources, project costs, and future operating costs associated with each capital improvement. In addition, the CIP helps the County manage capital expenditures to meet the following County strategic priorities. Safe Communities Maricopa County will support safe communities and neighborhoods by providing access to a timely, integrated, and cost effective smart justice system. Regional Services Maricopa County will provide best in class regional services, both mandated and of concern to citizens, while coordinating with municipalities, other jurisdictions, and communities-based entities to consolidate services and avoid duplication, when applicable. Government Operations Maricopa County will deploy an effective infrastructure to implement streamlined policies and procedures to improve delivery of services and promote a healthy workplace and a fully engaged workforce. Growth and Economic Development Maricopa County will be innovative in leveraging its resources, adaptive in its regulatory policies and practices, and proactive in its public relations to attract, promote, and support the growth of business enterprises to produce a vibrant and balanced regional economy. Fiscal Strength and Responsibility Maricopa County will continue to efficiently manage County resources and engage in effective fiscal planning with integrity and transparency to promote financial stability and economic prosperity for Maricopa County residents. 997 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Capital Improvement Program Definition 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 “bins” which is the level at which the Board of Supervisors approves funding. The bin system allows the Department to shift resources between individual projects providing for a more efficient operation. Facility Capital Improvement Program 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 had previously established processes for transportation 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 998 Maricopa County Annual Business Strategies FY 2015 Adopted Budget 2. Concept 3. Design 4. Construction 5. Occupancy Capital Improvement 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. Transportation Capital Improvement Program 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 MCDOT 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. 999 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Transportation Capital Improvement Program (continued) The Transportation priorities for the next five years are to continue the established plan: • Complete significant regional 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 significant regional projects as funding allows. A significant portion of the FY 2015 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). Completed Facility Capital Improvement Projects Previous Actuals ALL CAPITAL FUNDS South Court Tow er Old Courthouse Remodel/Rehabilitation Southeast Facility Remodel Energy Conservation Projects Board of Supervisors Audio/Visual Upgrade Projected FY 2014 Total Project Com pletion 329,121,126 1,470,740 330,591,866 Jun-12 2,157,978 - 2,157,978 Aug-12 2,490,400 - 2,490,400 Jun-13 30,562,862 - 30,562,862 Mar-13 Jun-13 $ 888,324 $ - $ 888,324 TOTAL $ 365,220,690 $ 1,470,740 $ 366,691,430 1000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Five Year CIP Budget The CIP spans a five-year period beginning with Fiscal Year 2015 and ending Fiscal Year 2019. The total anticipated cost for projects presented in the Five Year FY 2015 CIP is $616,393,327. This does not include dollars set aside in Project Reserve for future capital projects. FIVE YEAR CAPITAL IMPROVEMENT PROGRAM Distinction by Fund Technology Capital Improvement Fund $214,108,344 34.74% Intergovernmental Capital Projects Fund $127,500 0.02% Detention Technology Improvement Fund $17,631,363 2.86% Detention Fund $5,796,583 0.94% Transportation Capital Fund $312,024,090 50.62% General Fund County Improvement Fund $66,705,447 10.82% 1001 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Five Year CIP Budget (continued) 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 2014 Capital Improvement Program. The FY 2014 Adopted budget has been restated to exclude project reserves set aside for future capital projects, consistent with the FY 2015 plan. FY 2015 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 2014 THROUGH FY 2018 ADOPTED FY 2015 THROUGH FY 2019 (Increase)/ Decrease 127,500 $ 52,275,625 203,687,521 256,090,646 $ 127,500 $ 66,705,447 214,108,344 280,941,291 $ (14,429,822) (10,420,823) (24,850,645) $ 369,035,201 $ 20,775,000 41,248,263 431,058,464 $ 312,024,090 $ 5,796,583 17,631,363 335,452,036 $ 57,011,111 14,978,417 23,616,900 95,606,428 TOTAL MARICOPA COUNTY $ 687,149,110 $ 616,393,327 $ 70,755,783 Special Revenue 234 TRANSPORTATION CAPITAL PROJECT 455 DETENTION CAPITAL PROJECTS 461 DETENTION TECHNOLOGY IMPROVEMENT Subtotal Special Revenue $ 1002 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement FY 2015 CIP Budget The largest portion of expenditures for the County’s five-year Capital Improvement Program is in General Government at 35.12%, with the largest project being the Infrastructure Refresh Phase 2, a Technology Project. Public Safety makes up the second largest portion of the Capital Improvement Program, at 35.05% of the total with the Public Safety Radio System being the largest project, also a Technology Project. The remaining 29.84% encompasses funding for Transportation Projects (Highways and Streets) and Culture and Recreation. The capital projects budget is Year 1 of the Five-Year Capital Improvement Program. The FY 2015 Maricopa County Capital Improvement Program budget is $279.3 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 2014 expenditures are shown in the table below. CAPITAL BUDGET BY FUND FUND FY 2014 ADOPTED FY 2014 REVISED FY 2014 FORECASTED FY 2015 ADOPTED General Fund 422 INTERGOVERNMENTAL CAPITAL PROJECTS $ 445 GENERAL FUND COUNTY IMPROVEMENT 460 TECHNOLOGY CAPITAL IMPROVEMENT Subtotal General Fund $ 127,500 $ 51,076,289 114,227,240 165,431,029 $ 127,500 $ 51,076,289 127,862,923 179,066,712 $ - $ 24,950,182 41,278,926 66,229,108 $ 127,500 38,945,102 136,526,854 175,599,456 Special Revenue 234 TRANSPORTATION CAPITAL PROJECT $ 455 DETENTION CAPITAL PROJECTS 461 DETENTION TECHNOLOGY IMPROVEMENT Subtotal Special Revenue $ 82,089,011 $ 20,775,000 32,224,268 135,088,279 $ 82,089,011 $ 20,775,000 32,224,268 135,088,279 $ 66,128,748 $ 6,593,584 20,901,850 93,624,182 $ 82,578,500 5,796,583 15,330,136 103,705,219 TOTAL MARICOPA COUNTY $ 300,519,308 $ 314,154,991 $ 159,853,290 $ 279,304,675 1003 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement FY 2015 CIP Budget (continued) The FY 2015 CIP budget includes 41 projects totaling $279,304,675. This is $21.2 million, or 7%, less than FY 2014, for the six CIP funds: Transportation Capital Project (234), Intergovernmental Capital Projects (422), General Fund County Improvement (445), Detention Capital Project Fund (455), General Fund Technology Improvement (460), and Detention Fund Technology Improvement (461). The year-over-year decrease is attributed to the completion of the Maricopa County Sheriff’s Headquarter project, which comprised 9.5% of the FY 2014 CIP budget. 234 TRANSPORTATION CAPITAL PROJECT Previous Projected Actuals FY 2014 $ 12,933,091 $ 2,290,626 $ BRIDGE CONST/PRESERVATION 33,991,372 COUNTY ARTERIALS 3,252,962 DUST MITIGATION 6,993,520 1,625,153 INTELLIGENT TRANS SYST ITS 6,131,269 1,321,423 76,909,596 MAG ALCP PROJECTS 31,561,592 9,446,163 PARTNERSHIP SUPPORT 1,507,500 PAVEMENT CONST/PRESERVATION 27,446,336 11,478,078 2,454,384 RIGHT-OF-WAY 174,222 SAFETY PROJECTS 6,224,324 708,889 TRAFFIC IMPROVEMENTS 13,009,966 3,642,739 7,147,757 TRANSPORTATION ADMINISTRATION 6,048,351 11,417,469 928,566 TRANSPORTATION PLANNING TOTAL FUND 234 $ 213,005,841 $ 65,639,507 $ Year 1 Year 2 Year 3 Year 4 Year 5 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 - $ - $ - $ 525,000 $ - $ 5,550,000 8,445,000 13,905,000 14,840,000 21,530,000 3,160,000 1,700,000 2,600,000 2,175,000 20,581,000 5,100,000 38,754,610 21,378,060 23,400,000 1,510,000 1,510,000 1,510,000 1,510,000 1,577,500 3,060,000 325,000 2,925,000 2,960,000 15,912,000 1,050,000 1,050,000 950,000 150,000 180,000 3,130,000 3,665,000 3,155,000 5,200,000 5,200,000 4,200,000 5,004,000 5,047,000 10,877,000 7,090,230 11,613,230 8,416,230 11,473,230 1,600,000 1,600,000 1,600,000 1,600,000 1,730,000 82,578,500 $ 69,187,290 $ 72,260,840 $ 56,049,230 $ 31,948,230 $ 5-Year Total 525,000 $ 64,270,000 4,860,000 4,775,000 109,213,670 7,617,500 25,182,000 3,380,000 9,950,000 24,651,000 49,469,920 8,130,000 312,024,090 $ Total Project 15,748,717 95,964,334 13,478,673 12,227,692 212,584,858 17,061,163 63,781,414 4,958,606 16,883,213 36,103,705 51,052,798 18,876,035 558,721,208 5-Year Total - $ 127,500 127,500 $ Total Project 996,937 177,500 1,174,437 - $ - 5-Year Total 1,373,091 $ 1,247,290 8,513,546 1,757,045 2,065,187 1,000,000 50,000,000 706,537 42,751 66,705,447 Total Project 1,373,091 9,768,785 207,423,830 12,430,394 5,000,000 5,965,858 37,463,560 50,620,246 3,177,086 100,000 333,322,850 152,874,532 - $ 152,874,532 $ 152,874,532 219,579,979 $ 333,322,850 Year 5 FY 2019 Total Project 2,735,000 28,391,973 3,715,000 30,000,000 64,841,973 64,841,973 422 INTERGOVERNMENTAL CAP PROJ Previous Projected Year 1 Year 5 Year 2 Year 3 Year 4 Actuals FY 2014 FY 2015 FY 2016 FY 2019 FY 2017 FY 2018 MARICOPA REGIONAL TRAIL SYSTEM $ 996,937 $ - $ - $ - $ - $ - $ - $ VULTURE MOUNTAIN STUDY 50,000 127,500 TOTAL FUND 422 $ 1,046,937 $ - $ 127,500 $ - $ - $ - $ - $ 445 GENERAL FUND CTY IMPROV Year 1 Year 2 Year 3 Year 4 FY 2015 FY 2016 FY 2017 FY 2018 - $ CHAMBERS BUILDING $ - $ - $ 1,373,091 $ - $ CLERK OF SUP COURT REMODEL 9,125,314 643,471 205,953,090 COURT TOWER 223,450 1,247,290 EAST COURT IMPROVEMENTS 916,848 3,000,000 8,513,546 MARICOPA REGIONAL TRAIL SYSTEM 3,142,955 100,000 582,886 503,807 670,352 SECURITY BUILDING 900,671 3,000,000 2,065,187 SHERIFF HQ PROJECT 20,335,627 16,127,933 1,000,000 SOUTHWEST JUSTICE COURTS 574,988 26,586,186 45,258 23,413,814 SWAT COVERED PARKING 670,549 706,537 1,800,000 VULTURE MOUNTAIN 47,179 42,751 10,070 TOTAL PROJECTS 445 241,667,221 38,945,102 27,089,993 24,950,182 670,352 PROJECT RESERVE 445 Previous Actuals Projected FY 2014 TOTAL FUND 445 $ 241,667,221 $ 24,950,182 $ 38,945,102 $ 27,089,993 $ 455 DETENTION CAPITAL PROJECTS Previous Projected Year 1 Year 2 Actuals FY 2014 FY 2015 FY 2016 4TH AVENUE JAIL $ 4,155 $ 165,554 $ 2,565,291 $ COURT TOWER 28,391,973 LOWER BUCKEYE JAIL 9,229 474,479 3,231,292 SHERIFF HQ PROJECT 24,046,449 5,953,551 TOTAL PROJECTS 455 $ 52,451,806 $ 6,593,584 $ 5,796,583 $ PROJECT RESERVE 455 TOTAL FUND 455 $ 52,451,806 $ 6,593,584 $ 5,796,583 $ 1004 670,352 $ Year 3 FY 2017 Year 5 FY 2019 - $ - Year 4 FY 2018 - $ - $ - $ - $ - $ - $ - $ - $ 5-Year Total 2,565,291 $ 3,231,292 5,796,583 $ - $ - $ 190,401,976 - $ 190,401,976 $ 190,401,976 196,198,559 $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement FY 2015 CIP Budget (continued) 460 TECHNOLOGY CAP IMPROVEMENT BIX ROOM BYTE INFO EXCHANGE $ COMPUTER AIDED MASS APPRAISAL CONTACT CENTER SYSTEM COUNTY TELEPHONE SYSTEM ENTERPRISE DATA CENTER ENTERPRISE RESOURCE PLANNING SYS INFRASTRUCTURE REFRESH PHASE 1 INFRASTRUCTURE REFRESH PHASE 2 INTERNAL SERVICE DELIVERY SYSTEM MAXIMO MAINTENANCE MGMT UPGRADE PUBLIC SAFETY RADIO SYSTEM SHERIFF HQ PROJECT IT INFRA TREASURER TECH SYSTEM UPGRADE TOTAL PROJECTS 460 $ 3,221,896 8,569,812 25,098,791 14,718,355 18,766,923 11,336,022 81,711,799 - $ - $ 5-Year Total 4,299,455 $ 4,795,000 13,691,744 22,989,888 26,499,964 5,000,000 37,604,275 350,000 750,000 96,055,570 1,500,000 572,448 214,108,344 $ PROJECT RESERVE 460 9,227,552 24,734,720 18,535,800 81,711,799 $ 41,278,926 $ 145,754,406 $ 70,884,493 $ 24,185,894 $ 7,245,823 $ 18,535,800 $ 52,498,072 266,606,416 $ TOTAL FUND 460 $ Previous Actuals Projected Year 1 Year 2 Year 3 FY 2016 FY 2014 FY 2015 FY 2017 $ 200,000 $ 4,299,455 $ - $ - $ 450,000 4,795,000 673,801 6,824,644 6,473,633 3,755,374 1,566,914 43 18,738,694 4,251,194 1,000,000 16,060,899 9,845,692 593,373 841,773 5,000,000 10,050,000 37,604,275 350,000 50,000 750,000 16,528,737 40,382,450 28,297,513 22,025,607 4,459,928 1,500,000 200,000 572,448 $ 41,278,926 $ 136,526,854 $ 46,149,773 $ 24,185,894 $ 461 DETENTION TECH CAP IMPROVEMENT Previous Projected Year 1 Year 2 Year 3 FY 2017 Actuals FY 2014 FY 2015 FY 2016 CORR HEALTH ZONE H INFRA $ 3,350,179 $ 500,000 $ 2,301,227 2,450,331 2,000,000 CHS ELECTRONIC HEALTH RECORDS 1,599,718 JAIL MGMT INFORMATION SYSTEM 254,437 450,000 1,795,563 11,084,242 17,951,850 JAIL SECURITY SYSTEM UPGRADE 1,663,909 TOTAL PROJECTS 461 $ 6,868,243 $ 20,901,850 $ 15,330,136 $ 2,301,227 $ PROJECT RESERVE TOTAL FUND 461 $ 25,000,000 6,868,243 $ 20,901,850 $ 40,330,136 $ 2,301,227 $ Year 4 FY 2018 Year 5 FY 2019 - $ 1,895,823 5,350,000 7,245,823 $ Year 4 FY 2018 Year 5 FY 2019 5-Year Total Total Project 4,499,455 5,245,000 3,895,697 29,086,200 48,088,722 27,499,964 5,841,773 62,372,630 350,000 800,000 131,351,230 17,295,950 772,448 337,099,069 52,498,072 389,597,141 - $ - $ - $ - $ - $ - $ - $ 4,751,558 1,795,563 11,084,242 17,631,363 $ Total Project 3,850,179 8,351,276 2,500,000 30,700,001 45,401,456 - $ - $ - $ 25,000,000 42,631,363 $ 25,000,000 70,401,456 Operating Budget Impacts A direct relationship exists between Maricopa County’s capital and operating budgets. Operating cost estimates are the anticipated annual costs to operate capital 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 capital improvements or acquisitions through the CIP are carefully considered before project commitments are made. It is the County’s philosophy and policy that new capital projects will be undertaken only if future operating revenues are reasonably estimated to be sufficient to support associated future operating costs. Operating costs associated with new facilities are budgeted by the user department in conjunction with the partnering department such as Facilities Management and Enterprise Technology. Estimated operating costs, as well as anticipated savings in lease costs and operating costs are factored into the County’s ten-year financial forecast. Operating costs vary for each project. Thus, the operating cost for each project can be found in the project detail. 1005 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Facility Project Detail Chambers Building Remodel Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 301 S. 4th Avenue – Phoenix 5 Facilities Management N/A June 2015 Project Purpose Statement Government Operations The purpose of the Chambers building remodel is to restore the exterior of the historic Chambers Transfer & Storage Company building, which houses the Office of Enterprise Technology. Built in 1923, the Chambers Transfer & Storage Company building is registered with the Phoenix Historic Property Register and the National Register of Historic Places. Project Description The Chambers building remodel involves the restoration of all exterior components of the historic building. Including window replacement, replacement of wood finishing, paint, etc. Funding/Cost Summary CHAMBERS BUILDING REMODEL 445 - GENERAL FUND CTY IMPROV $ Project Total $ Previous Projected Actuals FY 2014 - $ - $ Year 1 - $ - $ FY 2015 1,373,091 $ 1,373,091 $ Year 2 Year 3 Year 4 Year 5 FY 2016 FY 2017 FY 2018 FY 2019 Operating Cost Summary Not applicable. 1006 - $ - $ - $ - $ - $ - $ 5-Year - $ - $ Total 1,373,091 $ 1,373,091 $ Total Project 1,373,091 1,373,091 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Court Tower Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement 175 W. Madison Street – Phoenix 5 Facilities Management None February 2012 - Completed Project Purpose Statement Safe Communities 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. 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. 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 $ 46,389,787 205,953,090 28,391,973 329,004,769 $ Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Total $ 223,450 223,450 $ $ 1,247,290 1,247,290 $ - $ - $ - $ - $ - $ - $ Operating Cost Summary Year 1 FY 2015 Operating Budget Impact Salaries & Benefits Repair & Maintenance $ Total $ - $ 44,520 44,520 $ Year 2 FY 2016 Year 3 FY 2017 - $ 307,250 307,250 $ - $ 500,000 500,000 $ 1007 Year 4 FY 2018 - $ 824,750 824,750 $ Year 5 FY 2019 80,000 80,000 - $ - $ $ 1,247,290 1,247,290 $ Total Project 48,269,919 46,389,787 207,423,830 28,391,973 330,475,509 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement East Court Building Improvements Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 101 W. Jefferson – Phoenix 5 Facilities Management None June 2015 Project Purpose Statement Safe Communities The East Court Building Improvements will allow for the removal of asbestos containing material and replacement of fireproofing to allow for floors 6 - 9 to be available for future construction. Provide needed courtrooms for civil caseload as well as possible overload of Child Protective Services caseload being adjudicated. Project Description This is the final Abatement and Re-Fireproofing of steel structure and general demolition of floors 6 – 9 required in the East Court Building. It will result in open shell space of approximately 54,000 SF on floors 6, 8 and 9, and the complete build-out of the 7th floor, which will include 4 new courtrooms and judicial chambers, jury deliberation rooms, conference rooms, and ancillary spaces. New restrooms will be built and existing restrooms will be upgraded and remodeled. Funding/Cost Summary EAST COURT IMPROVEMENTS 445 - GENERAL FUND CTY IMPROV $ Project Total $ Previous Actuals 916,849 $ 916,849 $ Projected FY 2014 3,000,000 $ 3,000,000 $ Year 1 Year 2 FY 2015 8,513,546 $ 8,513,546 $ Year 3 FY 2016 Operating Cost Summary Not applicable. 1008 Year 4 FY 2017 - $ - $ Year 5 FY 2018 - $ - $ 5-Year FY 2019 - $ - $ - $ - $ Total 8,513,546 $ 8,513,546 $ Total Project 12,430,395 12,430,395 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Fourth Avenue Jail Projects Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement 201 S. Fourth Avenue – Phoenix 5 Facilities Management Sheriff’s Office June 2014 Project Purpose Statement Safe Communities To create safe and secure cells for an increasing number of inmates who are high risk for harming themselves in the jail environment. In addition, in the event of a failure of the automated pneumatic release systems or the electronic control systems, the current cell locking devices require a manual release procedure that cannot be completed by jail security staff in a safe and timely manner. Project Description Convert existing cells to flat cells. Conversion requires converting every surface to a flush condition by removing bunks, toilet/sink combo, showers, installing detox toilet in the floor, epoxy coating on the floor and walls, and installing a camera. Improve the emergency cell door release system by installing a manual release device on approximately 2,400 cell doors. Funding/Cost Summary FLAT CELL CONVERSION FAJ Previous Actuals 455 - DETENTION CAPITAL PROJECTS $ Project Total $ CELL DOOR RELEASE FAJ 455 - DETENTION CAPITAL PROJECTS $ Project Total $ 1,000 $ 1,000 $ Previous Actuals 3,155 $ 3,155 $ Projected FY 2014 88,309 $ 88,309 $ Projected FY 2014 77,245 $ 77,245 $ Year 1 Year 2 FY 2015 200,691 $ 200,691 $ Year 1 Year 3 FY 2016 $ - $ - $ - $ Year 2 FY 2015 2,364,600 $ 2,364,600 $ Not Applicable. 1009 Year 5 FY 2018 - $ - $ - $ - $ Year 3 FY 2016 Operating Cost Summary Year 4 FY 2017 - $ - $ - $ - $ Year 4 FY 2017 5-Year FY 2019 - Total - $ - $ - $ - $ Year 5 FY 2018 200,691 $ 200,691 $ 5-Year FY 2019 Total 2,364,600 $ 2,364,600 $ Total Project 290,000 290,000 Total Project 2,445,000 2,445,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Lower Buckeye Jail Projects Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement 3250 W. Lower Buckeye Rd. – Phoenix 5 Facilities Management Sheriff’s Office June 2015 Project Purpose Statement Safe Communities To create safe and secure cells for an increasing number of inmates who are high risk for harming themselves in the jail environment. In addition, in the event of a failure of the automated pneumatic release systems or the electronic control systems, the current cell locking devices require a manual release procedure that cannot be completed by jail security staff in a safe and timely manner. Project Description Convert existing cells to flat cells. Conversion requires converting every surface to a flush condition by removing bunks, toilet/sink combo, showers, installing detox toilet in the floor, epoxy coating on the floor and walls, and installing a camera. Improve the emergency cell door release system by installing a manual release device on approximately 2,400 cell doors. Funding/Cost Summary CELL DOOR RELEASE LBJ Previous Actuals 455 - DETENTION CAPITAL PROJECTS $ Project Total $ FLAT CELL CONVERSION LBJ 455 - DETENTION CAPITAL PROJECTS $ Project Total $ 4,481 $ 4,481 $ Previous Actuals 4,747 $ 4,747 $ Projected FY 2014 78,243 $ 78,243 $ Projected FY 2014 396,236 $ 396,236 $ Year 1 Year 2 FY 2015 2,472,275 $ 2,472,275 $ Year 1 Year 3 FY 2016 $ - $ - $ - $ Year 2 FY 2015 759,017 $ 759,017 $ Not applicable. 1010 Year 5 FY 2018 - $ - $ - $ - $ Year 3 FY 2016 Operating Cost Summary Year 4 FY 2017 - $ - $ - $ - $ Year 4 FY 2017 5-Year FY 2019 - - $ - $ - $ - $ Year 5 FY 2018 Total 2,472,275 $ 2,472,275 $ 5-Year FY 2019 Total 759,017 $ 759,017 $ Total Project 2,554,999 2,554,999 Total Project 1,160,000 1,160,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Maricopa Regional Trail System Project Location: County Districts: Managing Department: Project Partner(s): Scheduled Completion Date: Various All Parks & Recreation Maricopa Trail & Park Foundation Estimated June 2017 Project Purpose Statement Regional Services 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. 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. Project Description The Maricopa County Regional Trail System Plan was adopted by the Board of Supervisors in 2004. 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 also 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. Funding/Cost Summary MARICOPA REGIONAL TRAIL SYSTEM 422 - INTERGOVERNMENTAL CAP PROJ $ 445 - GENERAL FUND CTY IMPROV Project Total $ Previous Actuals 996,937 $ 3,142,955 4,139,892 $ Projected Year 1 Year 2 Year 3 Year 4 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 $ 100,000 100,000 $ $ 582,886 582,886 $ $ 503,807 503,807 $ $ 670,352 670,352 $ Year 2 FY 2016 Year 3 FY 2017 Year 4 FY 2018 Year 5 $ - $ Operating Cost Summary Year 1 FY 2015 Operating Budget Impact Salaries & Benefits Supplies & Services Repair & Maintenance $ Total $ 128,555 $ 520,000 648,555 $ 131,769 $ 520,000 651,769 $ 1011 135,063 $ 520,000 655,063 $ 138,440 $ 520,000 658,440 $ 5-Year FY 2019 - Year 5 FY 2019 141,901 52,000 193,901 Total - $ - $ $ 1,757,045 1,757,045 $ Total Project 996,937 5,000,000 5,996,937 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Security Building Tenant Improvements Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 234 N. Central Ave – Phoenix 5 Facilities Management None October 2014 Project Purpose Statement Government Operations Provide new space for the Office of Legal Advocate to allow them to vacate leased space. Provide a meeting facility on 8th and 9th floors which will be available for all County department and agencies while restoring the historic ceiling on the 8th floor. Project Description Project includes the build out the first floor and mezzanine space for the relocation of the Office of Legal Advocate from rented space into County owned facilities. In addition, tenant improvements will be done for conference and training space on the 8th and 9th floors. Funding/Cost Summary 2013 SECURITY CTR TI 445 - GENERAL FUND CTY IMPROV $ Project Total $ Previous Actuals 900,672 $ 900,672 $ Projected FY 2014 3,000,000 $ 3,000,000 $ Year 1 Year 2 FY 2015 2,065,187 $ 2,065,187 $ Year 3 FY 2016 Year 4 FY 2017 - $ - $ Year 5 FY 2018 - $ - $ 5-Year FY 2019 - $ - $ - $ - $ Total 2,065,187 $ 2,065,187 $ Total Project 5,965,859 5,965,859 Operating Cost Summary Not Applicable. Eighth floor conference space completed. Eighth floor conference space completed. 1012 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Sheriff’s Headquarters Project Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement 550 West Jackson Street – Phoenix 5 Facilities Management None July 2014 Project Purpose Statement Safe Communities The purpose of constructing this facility is to relocate 326 staff from six locations, and equipment from one other location. Maricopa County Sheriff’s Office staff include: Command staff, internal affairs, employee compliance, 911 emergency operations center, MCSO telecommunications, human resources, finance and procurement, OSHA, MCSO IT, CAD/RMS Staff and jail intelligence and inmate phone monitoring. Project Description The project is to provide a newly constructed facility of approximately 121,000 square feet 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. Funding/Cost Summary SHERIFF HQ PROJECT 445 - GENERAL FUND CTY IMPROV $ 455 - DETENTION CAPITAL PROJECTS Project Total $ Previous Projected Actuals 20,335,627 $ 24,046,449 44,382,076 $ FY 2014 16,127,933 $ 5,953,551 22,081,484 $ Year 1 Year 2 FY 2015 1,000,000 $ 1,000,000 $ Year 3 FY 2016 Year 4 FY 2017 - $ - $ Year 5 FY 2018 - $ - $ 5-Year FY 2019 - $ - $ - $ - $ Total 1,000,000 $ 1,000,000 $ Operating Cost Summary Year 1 FY 2015 Operating Budget Impact Salaries & Benefits Utilities Repair & Maintenance Year 2 FY 2016 Year 3 FY 2017 Year 4 FY 2018 Year 5 FY 2019 $ 150,127 $ 153,130 $ 156,192 $ 159,316 $ 162,502 993,736 1,032,571 1,073,023 1,115,162 1,159,062 1,239,899 1,248,896 1,258,163 1,267,708 1,277,539 Total $ 2,383,762 $ 2,434,597 $ 2,487,378 $ 2,542,186 $ 2,599,103 North end of MCSO Headquarters. MSCO Headquarters front entrance. 1013 Total Project 37,463,560 30,000,000 67,463,560 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Southwest Co-located Justice Courts Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Avondale 5 Facilities Management None June 2017 Project Purpose Statement Safe Communities The purpose of the Southwest Co-located Justice Courts project is to house the White Tank, Country Meadows, Agua Fria, and Maryvale Justice Courts in One central location. By doing so, the County will save money and reduce the amount of leased space the County currently has. In addition, Maricopa County residents, in the western portion of the County, will have a centralized location for Justice Court Services. Project Description The project is for the design and construction of the Maricopa County Southwest Co-located Justice Courts. The project will provide architectural design, civil engineering and soil testing and the construction of 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. Funding/Cost Summary SOUTHWEST JUSTICE COURTS 445 - GENERAL FUND CTY IMPROV $ Project Total $ Previous Actuals 574,989 $ 574,989 $ Projected FY 2014 45,258 $ 45,258 $ Year 1 Year 2 FY 2015 23,413,814 $ 23,413,814 $ FY 2016 26,586,186 $ 26,586,186 $ Operating Cost Summary Operating costs have not been determined. 1014 Year 3 Year 4 FY 2017 Year 5 FY 2018 - $ - $ 5-Year FY 2019 - $ - $ - $ - $ Total 50,000,000 $ 50,000,000 $ Total Project 50,620,247 50,620,247 Maricopa County Annual Business Strategies FY 2015 Adopted Budget SWAT Covered Parking Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Durango Complex – Phoenix 5 Facilities Management None March 2014 Project Purpose Statement Safe Communities 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. Project Description The project is to provide an enclosed, climate-controlled covered parking structure for the Sheriff’s Office Special Weapons and Tactics equipment and General Investigations Division vehicles. Funding/Cost Summary SWAT COVERED PARKING 445 - GENERAL FUND CTY IMPROV $ Project Total $ Previous Actuals 670,548 $ 670,548 $ Projected FY 2014 1,800,000 $ 1,800,000 $ Year 1 FY 2015 706,537 $ 706,537 $ Year 2 Year 3 Year 4 Year 5 5-Year FY 2016 FY 2017 FY 2018 FY 2019 Total Operating Cost Summary Not applicable. 1015 - $ - $ - $ - $ - $ - $ - $ - $ 706,537 $ 706,537 $ Total Project 3,177,085 3,177,085 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Vulture Mountain Study Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Wickenburg 4 Parks & Recreation Bureau of Land Management June 30, 2014 Project Purpose Statement Regional Services 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 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. 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/Cost Summary VULTURE MOUNTAIN 422 - INTERGOVERNMENTAL CAP PROJ $ 445 - GENERAL FUND CTY IMPROV Project Total $ Previous Actuals 50,001 $ 47,179 97,180 $ Projected FY 2014 $ 10,070 10,070 $ Year 1 FY 2015 127,500 $ 42,751 170,251 $ Year 2 Year 3 Year 4 Year 5 5-Year FY 2016 FY 2017 FY 2018 FY 2019 Total Operating Cost Summary Not Applicable. 1016 - $ - $ - $ - $ - $ - $ - $ - $ 127,500 $ 42,751 170,251 $ Total Project 177,501 100,000 277,501 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Technology Project Detail BIX Room Byte Info Exchange Project Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: 111 S. Third Avenue – Phoenix Enterprise Technology None June 2015 Project Purpose Statement Government Operations This infrastructure is critical to the distribution of secure telecommunications, radio frequency, and high speed data services across a vast network of local and remote IT installations. While a data center provides the heart of an organization’s server and storage environment, a BIX Room provides an organization’s network connectivity as it is the entrance point for all communications into, out of, and within that organization. Project Description The Building Industry Cross-connect (BIX) Room is a technology equipment room located in the lower level of the West Court Building and is the central entrance point for most of the internet, network, and voice communication services that support Maricopa County. Thus, it is critical for maintaining County communications and business operations. Expected outcomes for this project include resolution to the significant issues outlined in a recently completed comprehensive third-party study of the BIX Room that was conducted by industry experts. This study characterized the BIX Room as a significant operational risk. Therefore, an expected outcome is the remediation of the room’s weaknesses as outlined in the study, such as power, cooling, equipment racks, cabinets and wire management. Funding/Cost Summary BIX ROOM BYTE INFO EXCHANGE 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Projected Actuals - $ - $ FY 2014 200,000 $ 200,000 $ Year 1 Year 2 FY 2015 4,299,455 $ 4,299,455 $ Year 3 FY 2016 Operating Cost Summary Not Applicable. 1017 Year 4 FY 2017 - $ - $ Year 5 FY 2018 - $ - $ 5-Year FY 2019 - $ - $ - $ - $ Total 4,299,455 $ 4,299,455 $ Total Project 4,499,455 4,499,455 Maricopa County Annual Business Strategies FY 2015 Adopted Budget CHS Electronic Health Records Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Capital Improvement System-wide Correctional Health Services Enterprise Technology June 2016 Project Purpose Statement Safe Communities Ancillary products, services, and interfaces will provide: Enhanced quality of care, access and management of data, accuracy of management of data efficiency of processes, compliance with various law suits and accreditation and enhance continuity of care within the jail setting as well as through the community Project Description Purchase and implement various ancillary products, services, and interfaces for the Electronic Health Record (EHR) System. Products include Health Needs Request System, Biometrics, Kiosk's, Vital Machines, and Telemed Video Conferencing. Interfaces include Scheduled Court Events, Radiology, Parmacueticals, ICIJIS, Labs, Continuity of Care Documents (multiple locations),, Inmate Fund Canteen System, Biometrics, State Health exchange (s), , Police Departments, Re-Entry Programs, Arizona Health Care Cost Containment System (AHCCCS), Maricopa County Adult Probation, and Health Needs Request. Hardware includes laptops, tablets, and miscellaneous hardware to access the EHR system. As the EHR system increases in size (data) and the SQL servers age, the additional purchase of storage and SQL servers. Miscellaneous types of services include back scanning documents into the EHR system, enhancements to the EHR system, and electronic faxing from the EHR system to various off-site facilities, ongoing various as necessary. Funding/Cost Summary CHS ELECTRONIC HEALTH RECORDS 461 - DETENTION TECH CAP IMPROVEMEN $ Project Total $ Previous Actuals 1,599,718 $ 1,599,718 $ Projected Year 1 FY 2014 2,000,000 $ 2,000,000 $ Year 2 FY 2015 2,450,331 $ 2,450,331 $ FY 2016 2,301,227 $ 2,301,227 $ Year 3 Year 4 FY 2017 Year 5 FY 2018 - $ - $ 5-Year FY 2019 - $ - $ - $ - $ Total 4,751,558 $ 4,751,558 $ Operating Cost Summary Year 1 FY 2015 Operating Budget Impact Salaries & Benefits Repair & Maintenance $ Total $ Year 2 FY 2016 - $ 765,000 765,000 $ - $ 856,980 856,980 $ 1018 Year 3 FY 2017 - $ 856,974 856,974 $ Year 4 FY 2018 - $ 886,968 886,968 $ Year 5 FY 2019 918,012 918,012 Total Project 8,351,276 8,351,276 Maricopa County Annual Business Strategies FY 2015 Adopted Budget County Telephone System Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Capital Improvement All County Departments/Locations Enterprise Technology All County IT Groups June 2016 Project Purpose Statement Government Operations 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. The County's Nortel SL100 system has operated within the County for 15 years and has surpassed end-of-life. The current system components continuously fail, resulting in increasingly prolonged outages to departments and users as support and parts are becoming increasing scarce. Project Description The purpose of the County Telephone System project is to replace the current end-of-life Nortel SL100 phone system county-wide. OET is working with AVAYA to install the new phone system that will include unified communications (UC) and video conferencing services using Voice over Internet Protocol (VoIP) and Session Initiation Protocol (SIP) technologies. During system installation, OET works with each County department to understand their current business needs and to identify opportunities to improve business processes with the new technologies. It is important to note that the VoIP Unified Communications project is dependent on the completion of the County's network infrastructure refresh projects. County buildings and campuses are being brought on to the new phone system in phases, of which 27 departments have successfully been transitioned to the new system. The remaining departments will be transitioned by FY 2016. Funding/Cost Summary COUNTY TELEPHONE SYSTEM 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Actuals 8,569,812 $ 8,569,812 $ Projected Year 1 FY 2014 6,824,644 $ 6,824,644 $ Year 2 FY 2015 6,473,633 $ 6,473,633 $ FY 2016 3,755,374 $ 3,755,374 $ Year 3 FY 2017 1,566,914 $ 1,566,914 $ Year 4 Year 5 FY 2018 1,895,823 $ 1,895,823 $ 5-Year FY 2019 - $ - $ Total 13,691,744 $ 13,691,744 $ Operating Cost Summary Year 1 FY 2015 Operating Budget Impact Salaries & Benefits Repair & Maintenance Year 2 FY 2016 $ Year 3 FY 2017 Year 4 FY 2018 Year 5 FY 2019 - $ - $ - $ - $ 1,853,727 1,451,100 1,706,749 1,542,299 1,652,808 Total $ 1,853,727 $ 1,451,100 $ 1,706,749 $ 1,542,299 $ 1,652,808 1019 Total Project 29,086,200 29,086,200 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Enterprise Data Center Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Capital Improvement Phoenix Enterprise Technology None June 2016 Project Purpose Statement Government Operations Date centers within the County, which are the critical foundation of the County’s ability to provide essential IT services to departments and citizens, including public safety departments, do not meet acceptable standards for an enterprise operation of the County’s size. Moreover, the current environment creates unacceptable risk of failure and is costly to maintain or improve, as detailed in the Data Center Colocation study commissioned by OET and developed by a nationally recognized vendor. Project Description The Data Center is the critical foundation of the County’s ability to provide essential IT services to departments and citizens. It is a computer room fundamentally designed to be secure, reliable, and resilient to failures, thus earning the name “data center.” Very few IT systems outside of companies like Google are designed to survive a data center outage without significant downtime and data loss; Maricopa County systems are no exception. Many County departmental computer rooms are woefully out of date, exposing the County to significant risk and are uneconomical to maintain or improve. The Data Center Co-location project will allow County departments to move technology into a co-located, dedicated, and purpose built data center as opposed to housing equipment within employee/customer related buildings. The plan also includes the implementation of a robust Optical Network System (ONS) capable of providing fiber network connectivity to the co-located facility. This project will provide a strong foundation for the future of County IT. 1020 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Enterprise Data Center (Continued) Funding/Cost Summary ENTERPRISE DATA CTNR CT 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Projected Actuals 25,098,791 $ 25,098,791 $ Year 1 FY 2014 43 $ 43 $ Year 2 FY 2015 18,738,694 $ 18,738,694 $ FY 2016 4,251,194 $ 4,251,194 $ Year 2 FY 2016 Year 3 FY 2017 Year 3 Year 4 FY 2017 Year 5 FY 2018 - $ - $ $ - $ Operating Cost Summary Year 1 FY 2015 Operating Budget Impact Salaries & Benefits Rent & Operating Leases Repair & Maintenance $ Year 4 FY 2018 Year 5 FY 2019 - $ - $ - $ - $ 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,560,850 1,708,800 2,370,500 2,041,900 2,014,900 Total $ 2,760,850 $ 2,908,800 $ 3,570,500 $ 3,241,900 $ 3,214,900 1021 5-Year FY 2019 - - $ - $ Total 22,989,888 $ 22,989,888 $ Total Project 48,088,722 48,088,722 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Infrastructure Refresh Phase 1 Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Downtown Locations – Phoenix Enterprise Technology None June 2016 Project Purpose Statement Government Operations The County’s current network infrastructure at the Downtown Campus does not meet The Office of Enterprise Technology and industry minimum standards to ensure a reliable, secure, and supportable infrastructure required for the County to do business and serve the citizens. The network equipment at the identified sites has reached end-of-life and therefore creates unnecessary risk of failure, which would disrupt County operations at the sites. Inaction would result in: Network outages/downtime and can adversely affect the way customers conduct business. Inability to replace defective parts or broken parts on outdated network equipment. Premature network equipment failure due to inadequate cooling. Increased maintenance costs due to aged equipment support requirements. Project Description A reliable network is essential to ensuring all County employees have access to the business applications and systems they utilize each day to carry out their responsibilities in serving the public. The Downtown Zone 2 Refresh project is focused on the Downtown Campus having a Zone 2 presence and is designed to improve network service delivery. The outcomes for this project include: 1) Cable pathways and conduits that provide the ability to expand the network, 2) Telecom rooms that have adequate or better power, cooling, security, and monitoring requirements, 3) Cabling bandwidth that meets or exceeds the demands for video, voice, and data networking services, 4) Comprehensive network gear that is built with redundancy, 5) Secure WiFi services, 6) A network that is architected and supported by industry subject matter experts to operate in an ‘always on – always connected’ fashion – 24/7, and 7) Improve security of equipment and, more importantly, the data contained within the equipment. Funding/Cost Summary PHASE I ZONE 2 DOWNTOWN 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Projected Actuals - $ - $ FY 2014 841,773 $ 841,773 $ Year 1 FY 2015 5,000,000 $ 5,000,000 $ Year 2 Year 3 Year 4 Year 5 FY 2016 FY 2017 FY 2018 FY 2019 Operating Cost Summary Not Applicable. 1022 - $ - $ - $ - $ - $ - $ 5-Year - $ - $ Total 5,000,000 $ 5,000,000 $ Total Project 5,841,773 5,841,773 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Infrastructure Refresh Phase 2 Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Durango Campus, Southeast Regional Facility and Remote Site Locations Enterprise Technology None June 2016 Project Purpose Statement Government Operations The County’s current network infrastructure at the Durango and Southeast Campus, and Remote Site Locations do not meet The Office of Enterprise Technology and industry minimum standards to ensure a reliable, secure, and supportable infrastructure required for the County to do business and serve the citizens. Project Description A reliable network is essential to ensuring all County employees have access to the business applications and systems they utilize each day to carry out their responsibilities in serving the public. The outcomes for this project include: 1) Cable pathways and conduits that provide the ability to grow the network, 2) Telecom rooms that have adequate or better power, cooling, security, and monitoring requirements, 3) Cabling bandwidth that meets or exceeds the demands for video, voice, and data networking services, 4) Comprehensive network gear that is built with redundancy, 5) Secure WiFi services, 6) A network that is architected and supported by industry subject matter experts to operate in an ‘always on – always connected’ fashion – 24/7, and 7) Improve security of equipment and the data contained within equipment. Durango Campus: The project is focused on the Durango Campus having a Zone 2 and 3 presence and is designed to improve network service delivery. 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 will carry over into FY 2015. Southeast Regional Facility: The project is focused on the Southeast Campus having a Zone 2 and 3 presence and is designed to improve network service delivery. 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 will carry over into FY 2015. Remote Site Locations: Project is focused on 89 buildings within the Maricopa County region having a Zone 2 and 3 presence and is designed to improve network service delivery. A remote site study was conducted in FY 2014 identifying the needs for each location, therefore the project on the remote sites will begin in FY 2015. . 1023 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Infrastructure Refresh Phase 2 (Continued) Funding/Cost Summary Previous 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 $ Actuals 57,335 14,573,678 35,447 51,893 14,718,353 $ Projected FY 2014 5,000,000 750,000 150,000 2,000,000 2,000,000 150,000 10,050,000 $ Year 1 FY 2015 15,248,679 5,265,635 3,175,598 1,552,780 2,648,817 9,712,766 37,604,275 $ Year 2 Year 3 Year 4 Year 5 FY 2016 FY 2017 FY 2018 FY 2019 Operating Cost Summary Not applicable. 1024 - $ - $ - $ 5-Year - $ Total 15,248,679 5,265,635 3,175,598 1,552,780 2,648,817 9,712,766 37,604,275 $ Total Project 20,306,014 6,015,635 3,325,598 18,126,458 4,684,264 9,914,659 62,372,628 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Jail Management Information System Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: County Jail Facilities – Phoenix Sheriff’s Office None June 2016 Project Purpose Statement Safe Communities 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. 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. Funding/Cost Summary JAIL MGMT INFORMATION SYSTEM 461 - DETENTION TECH CAP IMPROVEMEN $ Project Total $ Previous Actuals 254,438 $ 254,438 $ Projected FY 2014 450,000 $ 450,000 $ Year 1 Year 2 FY 2015 1,795,563 $ 1,795,563 $ Year 3 FY 2016 Operating Cost Summary Operating costs have not been determined. 1025 Year 4 FY 2017 - $ - $ Year 5 FY 2018 - $ - $ 5-Year FY 2019 - $ - $ - $ - $ Total 1,795,563 $ 1,795,563 $ Total Project 2,500,001 2,500,001 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Jail Security System Upgrade Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Capital Improvement County Jail Facilities – Phoenix Facilities Management Sheriff’s Office June 2016 Project Purpose Statement Safe Communities The existing Jail Security and Surveillance Systems have become technologically outdated and have come to the end of their normal life cycles. The existing hardware and software is no longer supported by the industry which makes obtaining replacement components and software patches nearly impossible. Current jail system technology varies from facility to facility which creates a training burden when personnel are transferred from one facility to another. 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 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. Funding/Cost Summary JAIL SECURITY SYSTEM UPGRADE 461 - DETENTION TECH CAP IMPROVEMEN $ Project Total $ Previous Actuals 1,663,909 $ 1,663,909 $ Projected FY 2014 17,951,850 $ 17,951,850 $ Year 1 FY 2015 11,084,242 $ 11,084,242 $ Year 2 Year 3 Year 4 Year 5 FY 2016 FY 2017 FY 2018 FY 2019 Operating Cost Summary Operating costs have not been determined. 1026 - $ - $ - $ - $ - $ - $ 5-Year - $ - $ Total 11,084,242 $ 11,084,242 $ Total Project 30,700,001 30,700,001 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement MAXIMO Work Order System Upgrade Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: System-wide Facilities Management None June 2016 Project Purpose Statement Government Operations 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. 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. Funding/Cost Summary MAXIMO MAINT MGMT SYSTEM 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Projected Actuals - $ - $ Year 1 FY 2014 50,000 $ 50,000 $ Year 2 FY 2015 750,000 $ 750,000 $ Year 3 FY 2016 Year 4 FY 2017 - $ - $ Year 5 FY 2018 - $ - $ 5-Year FY 2019 - $ - $ Total - $ - $ 750,000 $ 750,000 $ Operating Cost Summary Year 1 FY 2015 Operating Budget Impact Salaries & Benefits Repair & Maintenance $ Total $ Year 2 FY 2016 - $ - $ 1027 - $ 80,000 80,000 $ Year 3 FY 2017 - $ 84,000 84,000 $ Year 4 FY 2018 - $ 88,800 88,800 $ Year 5 FY 2019 94,560 94,560 Total Project 800,000 800,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Maricopa County Sheriff Headquarters IT Infrastructure Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: 550 W. Jackson – Phoenix Facilities Management Sheriff Information Technology June 2016 Project Purpose Statement Safe Communities The new MCSO Headquarter building allows for the replacement of severely outdated, end-of-life 911 equipment with leading edge technologies, including Voice over Internet Protocol (VoIP) telephone services, a dedicated telephone system to handle emergency 911 calls and responses, a new computer-aided dispatch/records management system (CAD/RMS) to manage emergency 911 calls, audio-visual systems, access control, security cameras, a call logging system, and a new data center. MCSO will experience increased reliability through the modernization of the MCSO information technology systems. Project Description The Maricopa County Sheriff's Office (MCSO) is relocating to a new five-story secure facility at 5th Avenue and Madison Street in Phoenix. This publicly accessible facility will house mission critical spaces associated with a new 911 Emergency Dispatch Center, a critical infrastructure data center, Voice over Internet Protocol (VoIP) telephone service, as well as providing administrative workspace for MCSO. MCSO will continue to move technology resources from other data centers to the MCSO Headquarters facility during FY 2015. These moves affect the network architecture, topology, and necessitate changes in documentation. Additionally, there are modifications to the network architecture that are needed to provide redundant telephony services to the headquarters. Completion of the project will be in FY 2015. Funding/Cost Summary SHERIFF HQ PROJECT IT INFRA 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Actuals 11,336,022 $ 11,336,022 $ Projected FY 2014 4,459,928 $ 4,459,928 $ Year 1 Year 2 FY 2015 1,500,000 $ 1,500,000 $ Year 3 FY 2016 Operating Cost Summary Operating costs have not been determined. 1028 Year 4 FY 2017 - $ - $ Year 5 FY 2018 - $ - $ 5-Year FY 2019 - $ - $ - $ - $ Total 1,500,000 $ 1,500,000 $ Total Project 17,295,950 17,295,950 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Public Safety Radio System Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Capital Improvement Various locations around the County Enterprise Technology None June 2018 Project Purpose Statement Safe Communities The County's current Radio System does not meet portable radio coverage requirements and many active components of the system are no longer serviceable by the manufacturer. The proposed system will provide greater interoperability with other Public Safety agencies throughout the region. In addition, the project will also replace all portable and mobile radios on the system today (approximately 7,000) with state-of-the-art open architected radios that will afford greater interoperability by all end-users. Project Description The Radio System Project will upgrade and expand the County owned Public Safety Radio infrastructure and upgrade/replace the user mobile and portable radio fleet. The project will replace the current Public Safety Radio System that has been operational since 1995. Funding/Cost Summary PUBLIC SAFETY RADIO 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Actuals 18,766,923 $ 18,766,923 $ Projected FY 2014 16,528,737 $ 16,528,737 $ Year 1 Year 2 FY 2015 40,382,450 $ 40,382,450 $ FY 2016 28,297,513 $ 28,297,513 $ Operating Cost Summary Operating maintenance will begin in FY 2020. 1029 Year 3 FY 2017 22,025,607 $ 22,025,607 $ Year 4 FY 2018 5,350,000 $ 5,350,000 $ Year 5 5-Year FY 2019 - $ - $ Total 96,055,570 $ 96,055,570 $ Total Project 131,351,230 131,351,230 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Transportation Project Detail Bridge Preservation Managing Department: Project Partner(s): Transportation None Scheduled Completion Dates: Improvement District Scheduled Completion Anthem Box Culverts Scour Protection 3 th 4 Qtr FY 2015 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: T459 – Anthem Box Culvert Scour Protection This project will improve the ability of 7 box culverts in the Anthem area to withstand damage from intense summer storms. A total of $295,000 is budgeted in FY 2015 to make the improvements. Funding/Cost Summary: TRANSPORTATION CAPITAL PROJECT T459 - ANTHEM BOX CLVRT SCOUR PROTECT $ Project Total $ Previous Projected Actuals FY 2014 - $ $ Year 1 - $ $ FY 2015 295,000 $ 295,000 $ Year 2 Year 3 Year 4 Year 5 FY 2016 FY 2017 FY 2018 FY 2019 - $ $ - $ $ - $ $ 5-Year - $ $ Total 295,000 $ 295,000 $ Total Project 295,000 295,000 Operating Cost Summary: No additional funds are being requested. It is expected that only minimal maintenance (striping, right-ofway maintenance) will be required for several years resulting no net increase. 1030 Maricopa County Annual Business Strategies FY 2015 Adopted Budget County Arterials Managing Department: Project Partner(s): Capital Improvement Transportation T248 – City of Peoria 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 Road Power to Hawes Riggs Road Recker to Power District 4 1 1 1 1 Scheduled Completion 1st Qtr FY 2017 4th Qtr FY 2018 4th Qtr FY 2018 1st Qtr FY 2018 4th Qtr FY 2018 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 117th Avenue to 109th Avenue The project will extend Deer Valley Road across the Agua Fria River from 109th Avenue to El Mirage Road. It will connect Williams Rd at 117th Ave to Deer Valley Rd at 109th Ave. The project will construct 2 bridges, and 2 miles of a 5-Lane new pavement. A total of $11,575,000 is budgeted for FY 2015 to acquire right-of-way and move utilities. Construction is planned to begin in the summer of 2016. T251 – Riggs Road from Ellsworth to Meridian The purpose of this project is to complete a cultural resource data recovery and archaeological investigation along with interim roadway design. The County will contribute a total of $2.1 million toward the project. A total of $220,000 is budgeted in FY 2015 for to complete design and environmental clearance. Construction, which is tentatively planned for FY 2018, is contingent on obtaining a funding partnership. T375 – Riggs Road from Hawes to Ellsworth This segment of Riggs Road will be expanded to have two travel lanes in each direction, a dual center turning lane, paved shoulders, drainage improvements and alignment improvements. The estimated total cost of the project is $7.5 million. Construction is tentatively planned for FY 2018. 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 $60,000 is budgeted in FY 2015 to complete the scoping study. 1031 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement T406 – Riggs Road from Power to Hawes This segment of Riggs Road will be expanded to have three travel lanes in each direction, a dual center turning lane, paved shoulders, signal improvements, drainage improvements and alignment improvements. Total cost is estimated to be $17.2 million. Construction is tentatively planned for FY 2017 with $1,555,000 budgeted in FY 2015 to complete design and begin right-of-way acquisition. T429 – Riggs Road from Recker to Power This segment of Riggs Road will be expanded to have two travel lanes in each direction, a dual center turning lane, paved shoulders, drainage improvements and alignment improvements. Total cost is estimated to be $7.3 million. Construction is tentatively planned to begin in FY 2017 with $400,000 budgeted in FY 2015 to complete design and begin right-of-way acquisition. Funding/Cost Summary: Previous SOURCES Projected Actuals T251 - RIGGS ELLSWORTH TO MERIDIAN Project Total Previous TRANSPORTATION CAPITAL 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 455,958 455,958 $ $ $ Actuals 4,367,550 1,451,662 1,755,454 747,195 740,415 296,090 11,301,307 $ FY 2014 541,702 541,702 $ Projected FY 2014 1,903,165 617,040 14,085 53,112 463,076 154,542 3,240,132 $ Year 1 Year 2 Year 3 FY 2015 FY 2016 FY 2017 - $ FY 2015 11,575,000 220,000 60,000 1,555,000 400,000 13,822,000 $ Year 2 FY 2016 15,430,000 3,825,000 2,275,000 21,530,000 $ Year 5 FY 2019 Year 3 Year 4 Year 5 FY 2017 FY 2018 FY 2019 - $ Year 1 Year 4 FY 2018 6,000,000 6,000,000 $ - $ 10,460,000 3,445,000 16,371,000 $ 2,075,000 5,720,000 650,000 8,445,000 $ 5-Year - $ 5,550,000 5,550,000 $ Total 6,000,000 6,000,000 $ 5-Year Total 27,005,000 7,845,000 5,720,000 60,000 15,840,000 6,770,000 65,718,000 $ Total Project 6,997,660 6,997,660 Total Project 33,275,715 4,363,702 7,489,539 860,307 17,043,491 7,220,632 74,709,439 Operating Cost Summary: No additional funds are being requested. It is expected that only minimal maintenance (striping, right-ofway maintenance) will be required for several years resulting no net increase. 1032 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Dust Mitigation Managing Department: Project Partner(s): Transportation None Scheduled Completion Dates: Improvement Low Volume Roads CAT III Low Volume Roads Dove Valley Area District Scheduled Completion 3,4,5 1st Qtr FY 2015 4 1st Qtr FY 2015 Purpose Statement: The purpose of this Dust Mitigation project is to reduce dust on dirt roads primarily within the nonattainment 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: T411 – 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. The estimated construction cost is $2,500,000. Construction is planned for FY 2015 with $2,810,000 budgeted to complete design, right-of-way acquisition and utility relocation prior to construction. T433 – Low Volume Roads Dove Valley Area This project will pave 167th Avenue from Dixileta Drive to Windstone Trail and 168th Avenue from Dixileta Drive to Windstone Trail, and Montgomery Road and White Wing Road from 171st Avenue to 163rd Avenue in the Dove Valley area so travelers will have a healthier route to travel. The estimated construction cost is $2,500,000. Construction is planned for FY 2016 with $320,000 budgeted in FY 2015 to complete design, right-of-way acquisition and utility relocation prior to construction. Funding/Cost Summary: Previous TRANSPORTATION CAPITAL PROJECT Projected Actuals T411 - FY 12 CAT III LVR T433 - FY 14 LVR DOVE VALLEY AREA Project Total $ 21,749 26,947 48,696 $ FY 2014 329,854 190,481 520,335 $ Year 1 FY 2015 2,810,000 320,000 3,130,000 $ Year 2 Year 3 FY 2016 FY 2017 1,700,000 1,700,000 $ Year 4 Year 5 FY 2018 - $ 5-Year FY 2019 - $ - $ Total 2,810,000 2,020,000 4,830,000 $ Total Project 3,161,603 2,237,428 5,399,031 Operating Cost Summary: No additional funds are being requested. It is expected that only minimal maintenance (striping, right-ofway maintenance) will be required for several years resulting no net increase. 1033 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Intelligent Transportation Systems (ITS) Managing Department: Project Partner(s): Transportation T389 – US Department of Transportation Scheduled Completion Dates: Improvement MC 85 from Litchfield Road to 83rd Avenue West Valley Dynamic Message Signs Fiber Optics Installation on Indian School, McDowell and Daisy Mountain Riggs Road Fiber Optic Installation District 5 4,5 2,3,4 Scheduled Completion 4th Qtr FY 2015 2nd Qtr FY 2015 4th Qtr FY 2017 1 4th Qtr FY 2017 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: T352 – MC 85 from Litchfield Road to 83rd Avenue The project will install approximately 5.5 miles of fiber optic cable and associated intelligent transportation system (ITS) equipment along MC 85 from Agua Fria Bridge to 75th Avenue. A total of $1,880,000 is budgeted in FY 2015 for construction. T389 – E-IntelliDrive Study Phase III The purpose of this study is to test the 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 2015 for the study. T447 – Bell Road Adaptive Signals The purpose of this project is to install a 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. Construction is planned for FY 2016. A total of $215,000 is budgeted in FY 2015 to design the system. 1034 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement T466 – Fiber Optics Installation on Indian School, McDowell and Daisy Mountain This project will install the last mile fiber optic cable needed along Indian School Road west of Loop 101 to 99th Avenue to connect traffic signals at 99th Avenue and Loop 101, integrate McDowell Road MCDOT fiber with ADOT’s fiber optic cable at Loop 101 and will connect MCDOT signals along Daisy Mountain Road to the north terminus of the ADOT Freeway Management System on I-17. A total of $5,000 is budgeted in FY 2015 for staff to apply for federal funds for construction which is tentatively planned for FY2017. T467 – Riggs Road Fiber Optics Installation This project will install fiber optic cable connections primarily along Riggs Road between South Sun Lakes Boulevard and Arizona Avenue so that commuters will experience less delays and safer commute. Also the last mile of fiber optic connections will be provided along Alma School Road between Chandler Heights Boulevard and Riggs Road to integrate with the Regional Community Network System and MCDOT Traffic Management Center. A total of $5,000 is budgeted in FY 2015 for staff to apply for federal funds for construction which is tentatively planned for FY 2017. Funding/Cost Summary: Previous TRANSPORTATION CAPITAL PROJECT Projected Actuals T352 - MC85 LITCHFIELD 83RD AV ITS T389 - E-INTELLIDRIVE STUDY PH III T447 - BELL RD ADAPTIVE SIGNAL Project Total $ 232,529 219,930 452,459 $ FY 2014 165,472 108,957 28,072 302,501 $ Year 1 FY 2015 1,880,000 60,000 215,000 2,155,000 $ Year 2 Year 3 Year 4 Year 5 FY 2016 FY 2017 FY 2018 FY 2019 Operating Cost Summary: No additional funds are being requested. 1035 2,600,000 2,600,000 $ - $ - $ 5-Year - $ Total 1,880,000 60,000 2,815,000 4,755,000 $ Total Project 2,278,001 388,887 2,843,072 5,509,960 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Maricopa Association of Governments (MAG) Arterial Life Cycle Program (ALCP) Projects Managing Department: Project Partner(s): Transportation All – Maricopa Association of Governments T195, T347, T369, T372, T427 – Cities of El Mirage, Glendale, Peoria, & Flood Control District T339 – Salt River Pima and Maricopa Indian Community and City of Mesa T342 – Salt River Pima Maricopa Indian Community T344, T367 – City of El Mirage T441, T442, T443 – City of Chandler Scheduled Completion Dates: Improvement Northern Parkway Phase I Landscaping Gilbert Road Bridge at Salt River McKellips Road State Route 101 to Alma School El Mirage Northern to Cactus Northern Parkway Dysart to 111th Ave El Mirage Northern to Peoria Northern Reems & Litchfield Overpass Northern Parkway Northern at State Route 101 Dysart Avenue Overpass Gilbert Road Queen Creek to Hunt Highway McQueen Road Ocotillo to Riggs Ocotillo Road Arizona to McQueen District 4 2 2 4 4 4 4 4 4 1 1 1 Scheduled Completion 2nd Qtr FY 2016 To Be Determined To Be Determined 1st Qtr FY 2015 4th Qtr FY 2017 1st Qtr FY 2016 1st Qtr FY 2016 1st Qtr FY 2018 1st Qtr FY 2018 3rd Qtr FY 2017 3rd Qtr FY 2017 3rd Qtr FY 2017 *Completion date subject to finalizing project obligation authority and/or funding/partnership agreement Purpose Statement: The purpose of the Maricopa Association of Governments (MAG) Arterial Life Cycle Program (ALCP) Projects is to construct those transportation infrastructure projects in the County that are eligible for MAG funding from the Regional Transportation Plan (Prop 400) for the traveling public so they will have a safe and economical journey. The benefit to the public is that once constructed motorists will have a roadway that is safer and more economical to travel. These projects are contingent on forming financial partnerships and securing MAG funding from the Regional Transportation Plan (Prop 400). Those revenues have slowed due to the economic downturn and as a result MAG is periodically adjusting reimbursement dates which affect project delivery. Most projects have slipped one to two years due to this lack of funding. The County lacks sufficient funds to complete these projects on its own and must secure financial partnerships to complete the projects. 1036 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Project Descriptions: T195 – Northern Parkway Phase I Landscaping 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. The first phase of the 12.5 mile Northern Parkway project from Sarival to Dysart has been completed and landscaping of the right-of-way to prevent erosion and dust is in progress. The landscaping consists of drought-resistant trees, shrubs, accents and decomposed granite for ground covering plus an irrigation system. Once installed the contractor will maintain the plants and irrigation system for one year to insure the plants are established. A total of $3,256,000 is budgeted in FY 2015 to complete landscaping and corridor right-of-way acquisition to protect the future alignment. T339 – Gilbert Road Bridge at Salt River A new six-lane bridge will replace the existing two-lane bridge with a raised roadway approaches to provide an all-weather crossing. The first step is to form the financial partnership with the Salt River Indian Community and the City of Mesa to secure MAG funding from the Regional Transportation Plan. A total of $4,000,000 is budgeted in FY 2019 to begin design contingent on partnership negotiations. Construction is contingent on successful financial partnership formation. T342 – McKellips Road State Route 101 to Alma School 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 tentatively planned for FY 2022 consistent with Maricopa Association of Governments funding and is dependent on the total project cost, acquiring funding partners and availability of funds. A total of $320,000 is budgeted in FY 2015 to complete the scoping study. 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 the Maricopa Association of Governments (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 2015 to complete design efforts. Construction is planned for FY 2015 as part of T367 El Mirage Northern to Peoria. 1037 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement T347 – Northern Parkway Dysart to 111th Ave 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 and the Cities of El Mirage, Glendale, Peoria, and the Maricopa Flood Control District. This project will acquire the right-of-way needed for the ultimate parkway layout and then construct an interim four lane parkway with additional lanes at major intersections by constructing the eventual east bound two-lane frontage road, south of the existing Northern Ave. Northern Ave will become the ultimate west bound frontage road. These two future frontage roads will serve as the interim four lane parkway separated by the right-of-way for the future six lane parkway. A new bridge at the Agua Fria River is included in this project. The estimated cost for this project is about $46.3 million with $497,000 budget in FY 2015 for design. A total of $27.5 million in federal funding is available for this project with the majority of the funding scheduled to be available in the FY 2016 - 2017 timeframe. Advanced obligation authority has been received from the Federal Highway Authority 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 five planned phased improvements being planned in partnership with the City of El Mirage and the Maricopa Association of Governments (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 from two to four lanes with a dual left turn lane in the middle so travelers will have a safer route to travel. A total of $5,550,000 is budgeted in FY 2015 for construction. T369 – Northern Reems and Litchfield Overpass These two overpasses are part of the 20 year multi-phased project in partnership with the Maricopa Association of Governments, the Cities of El Mirage, Glendale, Peoria, and the Maricopa Flood Control District. A total of $11,125,000 is budgeted in FY 2015 to complete construction. These two overpasses will be constructed to the ultimate six lane width with wide shoulders to accommodate future expansion but striped to have two travel lanes in each direction consistent with initial construction of the other portions of the 20 year multi–phased project. T372 – Northern Parkway Northern at State Route 101 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 and the Cities of El Mirage, Glendale, Peoria, and the Maricopa Flood Control District. Northern Ave will be widened initially to four lanes with additional lanes at major intersections. A total of $12.7 million is budget for this project with $1,580,000 budgeted in FY 2015 to continue the design. T427 – Dysart Avenue Overpass The Dysart overpass is one of four projects in the second phase of the 20 year multi-phased project in partnership with the Maricopa Association of Governments and the Cities of El Mirage, Glendale, Peoria, and the Maricopa Flood Control District. Northern Ave will be widened initially to four lanes with additional lanes at major intersections. Construction of the overpass is tentatively planned for FY 2017 with the design scheduled to start in FY 2016. The estimated cost of the project is $11.8 million. The overpass will be constructed to the ultimate six lane width with wide shoulders to accommodate future expansion but striped to have two travel lanes in each direction consistent with initial construction of the other portions of the 20 year multi–phased project. 1038 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement T441 – Gilbert Road Queen Creek to Hunt Hwy The City of Chandler is the lead agency on this project. Improvements include widening to six lanes, adding bike lanes, curb and gutter, sidewalks, street lighting, new traffic signals, and landscaping. The County will contribute no more than $1,037,000 to the project in FY 2017. T442 – McQueen Road Ocotillo to Riggs The City of Chandler is the lead agency on this project. Improvements include widening to city standards, adding bike lanes, curb and gutter, sidewalks, street lighting, new traffic signals, and landscaping. The County will contribute no more than $309,000 to the project in FY 2017. T443 – Ocotillo Road Arizona Avenue to McQueen The City of Chandler is the lead agency on this project. Improvements include widening to city standards, adding bike lanes, curb and gutter, sidewalks, street lighting, new traffic signals, and landscaping. The County will contribute no more than $1,120,000 to the project in FY 2017. Funding/Cost Summary: SOURCES T339 - GILBERT ROAD BRIDGE T341 - EL MIRAGE PICERNE TO BELL 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 Project Total $ Projected Year 1 Year 2 Actuals FY 2014 FY 2015 FY 2016 669,005 1,747,321 228,093 98,736,158 $ Previous TRANSPORTATION CAPITAL PROJECT T195 - NORTHERN AVE SR 303 TO GRAND T339 - GILBERT ROAD BRIDGE 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 Previous $ Actuals 62,489,326 16,711 2,609 1,081,822 3,626,198 859,838 841,045 224,992 2,214 69,144,755 $ 750,000 10,582 4,566,913 20,170 14,423,130 $ Projected FY 2014 12,557,035 2,691 167,173 72,455 7,235,071 1,740,446 8,483,572 24,400 1,443 30,284,286 $ 750,000 1,933,575 1,033,672 6,366,000 13,158,112 $ 17,526,272 3,373,310 3,108,784 200,000 28,597,501 $ Year 1 Year 2 FY 2015 3,256,000 320,000 20,000 507,000 5,550,000 11,125,000 1,580,000 22,358,000 $ FY 2016 1,055,000 15,964,060 3,450,000 909,000 21,378,060 $ Year 3 FY 2017 2,800,000 11,432,778 3,894,389 3,000,000 12,449,399 33,576,566 $ Year 3 FY 2017 1,000,000 17,070,610 7,300,000 10,918,000 1,037,000 309,000 1,120,000 38,754,610 $ Year 4 FY 2018 15,970,132 3,894,389 10,707,494 36,572,015 $ Year 4 FY 2018 20,581,000 20,581,000 $ Year 5 FY 2019 2,800,000 3,106,947 12,522,947 $ Year 5 FY 2019 4,000,000 1,100,000 5,100,000 $ 5-Year Total 5,600,000 750,000 49,969,704 12,195,760 6,366,000 6,108,784 23,356,893 124,427,141 $ 5-Year Total 25,892,000 4,000,000 1,420,000 20,000 33,541,670 5,550,000 11,125,000 12,330,000 11,827,000 1,037,000 309,000 1,120,000 108,171,670 $ Total Project 2,800,000 1,500,000 679,587 53,176,991 12,215,930 6,594,093 6,108,784 23,356,893 225,063,482 Total Project 100,938,361 19,402 489,782 1,174,277 44,402,939 8,150,284 20,449,617 12,579,392 11,828,443 1,039,214 309,000 1,120,000 202,500,711 Operating Cost Summary: No additional funds are being requested. The projects on Northern and El Mirage and will be annexed by partners. Sarival Avenue Bridge Reems Road Looking West 1039 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Partnership Support Managing Department: Project Partner(s): Capital Improvement Transportation T462 – Town of Queen Creek & City of Mesa Scheduled Completion Dates: Improvement Special Projects Germann at Sossamann District Scheduled Payment Date TBD 4th Qtr FY 2014 1,2 To Be Determined 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 Special Projects is a reserve fund for 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. The County will contribute up to $1.5 million annually to Special Projects. T462 – Germann at Sossamann The Town of Queen Creek, in partnership with the City of Mesa and the County, is studying the Germann at Sossaman intersection to investigate the feasibility of an at grade railroad crossing. The County will contribute up to $50,000 to the study and provide staff participation to the study team. A total of $37,500 is budgeted in FY 2015 for the study. Funding/Cost Summary: Previous TRANSPORTATION CAPITAL PROJECT T003 - SPECIAL PROJECTS T462 - GERMANN AT SOSSAMAN DCR Project Total $ Actuals 5,505,320 5,505,320 $ Projected FY 2014 1,507,500 1,507,500 $ Year 1 FY 2015 1,510,000 37,500 1,547,500 $ Year 2 FY 2016 1,510,000 1,510,000 $ Operating Cost Summary: Not applicable. 1040 Year 3 FY 2017 1,510,000 1,510,000 $ Year 4 FY 2018 1,510,000 1,510,000 $ Year 5 FY 2019 1,510,000 1,510,000 $ 5-Year Total 7,550,000 37,500 7,587,500 $ Total Project 13,052,820 37,500 13,090,320 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Pavement Preservation Managing Department: Project Partner(s): Capital Improvement Transportation T468 – City of Apache Junction Scheduled Completion Dates: Improvement Miller Road I-10 to One Mile North Bush Highway Asphalt Rubber Overlay McDowell Road 76th Street to Usery Pass East Mesa Subdivision Rehabilitation Meridian Road Asphalt Overlay Northeast Area Arterials Asphalt Rubber Overlays Southeast Area Arterials Asphalt Rubber Overlays Loop 303 Northern Area Asphalt Rubber Overlays District 4 2 2 2 2 3 1 4 Scheduled Completion To Be Determined 4th Qtr FY 2018 4th Qtr FY 2015 4th Qtr FY 2015 4th Qtr FY 2015 4th Qtr FY 2015 4th Qtr FY 2015 4th Qtr FY 2015 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: T338 – Miller Road I-10 to one mile North This project will pave Miller Rd 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 total of $25,000 is budgeted in FY 2015 to complete the scoping study. T348 – Bush Highway Asphalt Rubber Overlay This 15.4 mile long project will overlay the existing pavement and make other improvements to improve safety. It will begin near the City of Mesa city limits and extend to 1200 feet south of SR 87. In addition it will pave approximately 500 feet of Usery Pass Road and Goldfield Road. Other improvements include replacing an existing fence with a concrete barrier, upgrading existing guardrails and replacing the existing drainage pipe with two 24 inch pipes to reduce roadway flooding. A total of $800,000 is budgeted in FY 2015 to start the design of the project. The project is planned to be completed in phases due to limitations on construction from nesting bald eagles and heavy summer traffic. T432 – McDowell Road 76th Street to Usery Pass McDowell Rd is a popular cycling route. This project will add bike lanes to McDowell Rd from 76th Street to Usery Pass to improve safety for both cyclists and motorists. A total of $777,000 is budget in FY 2015 to complete the project. T434 – East Mesa Subdivision Rehabilitation This project will remove existing pavement and replace with new pavement with valley gutter as needed in subdivisions in the vicinity of Loop 202 and Broadway Road. Construction is planned for FY 2015 with $6,150,000 budgeted for construction. 1041 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement T468 – Meridian Road Asphalt Overlay This project will overlay Meridian Road from Southern to Brown Road with rubberized asphalt. A total of $655,000 is budgeted in FY 2015 to complete the project. The roadway is on the county line and half the roadway is in the City of Apache Junction. The City has agreed to partner in the cost of the project. T469 – Northeast Area Arterials Asphalt Rubber Overlays This project will overlay 16th Street between Carefree Highway and Joy Ranch with rubberized asphalt. A total of $390,000 is budgeted in FY 2015 to complete the project. T470 – Southeast Area Arterials Asphalt Rubber Overlays This project will overlay Hawes Road between Empire Blvd and Riggs Road; Recker Road from Chandler Heights Road to Brooks Farm Road; and San Tan Boulevard from Recker Road to Ellsworth Road with rubberized asphalt. A total of $1,000,000 is budgeted in FY 2015 to complete the project. T472 – Loop 303 Northern Area Asphalt Rubber Overlays This project will overlay Citrus from Northern Ave to Butler, Cotton Lane from Camelback to Peoria, Sarival from Camelback to Northern Pkwy, Reems from Glendale to Peoria, Glendale from Cotton Lane to Reems, Northern Ave from Cotton Lane to Reems and from to 147th Avenue to the junction with Northern Parkway, Olive from Cotton Lane to Sarival and from Reems to 147th Avenue, and Peoria from Sarival to Reems so travelers will have a safer route to travel. A total of $4,085,000 is budgeted in FY 2015 for construction. Funding/Cost Summary: SOURCES T432 - MCDOWELL RD 76TH TO USERY PASS T468 - MERIDIAN RD AR OVERLAY Project Total Previous Projected Actuals FY 2014 Previous TRANSPORTATION CAPITAL PROJECT Actuals T338 - MILLER RD I10 TO 1 MI N I10 T348 - BUSH HWY ASPHALT RUBBER OVRLY T432 - MCDOWELL RD 76TH TO USERY PASS T434 - EAST MESA SUB REHAB T468 - MERIDIAN RD AR OVERLAY T469 - NE AREA ARTERIALS AR OVERALAY T470 - SE AREA ARTERIALS AR OVERLAY T472 - LOOP 303 NORTHERN AR OVERLAY Project Total $ - $ FY 2014 102,410 89,529 20,740 1,268,731 1,481,410 $ FY 2015 25,000 800,000 777,000 6,150,000 655,000 390,000 1,000,000 4,085,000 13,882,000 $ - $ $ 48,923 611,721 96,988 507,106 1,264,738 $ Year 1 FY 2015 556,747 166,800 723,547 $ Projected Year 2 Year 3 Year 4 Year 5 FY 2016 FY 2017 FY 2018 FY 2019 - $ Year 1 - $ - $ 5-Year - $ Total 556,747 166,800 723,547 $ Year 2 Year 3 Year 4 Year 5 5-Year FY 2016 FY 2017 FY 2018 FY 2019 Total Operating Cost Summary: No additional funds are being requested. 1042 2,960,000 2,960,000 $ 2,925,000 2,925,000 $ 3,060,000 3,060,000 $ - $ 25,000 9,745,000 777,000 6,150,000 655,000 390,000 1,000,000 4,085,000 22,827,000 $ Total Project 556,747 166,800 723,547 Total Project 176,333 10,446,250 894,728 7,925,837 655,000 390,000 1,000,000 4,085,000 25,573,148 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Transportation Planning Managing Department: Project Partner(s): Capital Improvement Transportation Town of Buckeye and the City of Surprise Scheduled Completion Dates: Study District Scheduled Completion Wintersburg Parkway Salome Highway to Turner 4 & 5 1st Qtr FY 2015 Parkway Southern Parkway State Route 85 to Salome 4 2nd Qtr FY 2015 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 – 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. 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 TRANSPORTATION CAPITAL PROJECT T005 - TRANSPORTATION PLAN STUDIES Project Total $ Actuals 11,417,469 11,417,469 $ Projected FY 2014 878,566 878,566 $ Year 1 FY 2015 1,600,000 1,600,000 $ Year 2 FY 2016 1,600,000 1,600,000 $ s Operating Cost Summary: Not applicable. 1043 Year 3 FY 2017 1,600,000 1,600,000 $ Year 4 FY 2018 1,600,000 1,600,000 $ Year 5 FY 2019 1,600,000 1,600,000 $ 5-Year Total 8,000,000 8,000,000 $ Total Project 18,696,035 18,696,035 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Right-of-Way Managing Department: Project Partner(s): Capital Improvement Transportation T450 – Town of Gilbert T451 – City of Buckeye T465 – City of Phoenix Scheduled Completion Dates: Improvement Property Management Right of Way (ROW) In-fill on Road Inventory System Williams Field Union Pacific Railroad to Power Yuma Road 219th Avenue to Tuthill Road Broadway Road 51st Avenue to 7th Street District Scheduled Completion TBD On–going TBD On–going 1 4 5 On-going To Be Determined On-going 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 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 Right-of-way Infill is a reserve fund for the purchase of property and titles on existing roads. The FY 2015 budget is $100,000 to acquire right-of-way when identified. T450 – Williams Field Union Pacific Railroad to Power The County will assist the Town of Gilbert with the acquisition of right-of-way in the unincorporated portions of the County needed for their project to include condemnation. The Town will reimburse the County for all expenses associated with the right-of-way acquisition and will annex the roadway upon project completion. T451 – Yuma Road 219th Avenue to Tuthill Road The County will assist the Town of Buckeye with the acquisition of right-of-way on Yuma Road from the Arizona State Land Department. The Town will annex the roadway upon acquisition. 1044 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement T465 – Broadway Road 51st Avenue to 7th Street The County will assist the City of Phoenix with the acquisition of right-of-way in the unincorporated portions of the County need for their project to include condemnation. The City will reimburse the County for all expenses associated with the right-of-way acquisition and will annex the roadway upon project completion. Funding/Cost Summary: Previous TRANSPORTATION CAPITAL PROJECT Actuals T008 - PROP MGMT PRIOR YEARS PROJECTS T011 - ROW IN FILL ROAD INVENTORY SYS T450 - WILLIAMS FIELD UPPR TO POWER Project Total $ 243,482 1,751,482 433,425 2,428,389 $ Projected FY 2014 55,684 54,496 982 111,162 $ Year 1 FY 2015 50,000 100,000 150,000 $ Year 2 FY 2016 50,000 100,000 150,000 $ Operating Cost Summary: Not applicable. 1045 Year 3 FY 2017 50,000 900,000 950,000 $ Year 4 FY 2018 50,000 1,000,000 1,050,000 $ Year 5 FY 2019 50,000 1,000,000 1,050,000 $ 5-Year Total 250,000 3,100,000 3,350,000 $ Total Project 499,166 3,905,978 434,407 4,839,551 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Safety Improvements Managing Department: Project Partner(s): Capital Improvement Transportation T345 & T445 – City of Phoenix Scheduled Completion Date: Improvement MC 85 at 83rd Avenue Aguila Road at Western Area Power New River Trail at Linda lane District Scheduled Completion 4th Qtr FY 2018 5 2nd Qtr FY 2015 4 4th Qtr FY 2018 3 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, improving the 75th, 83rd, 91st, and 107th Avenue intersections plus overlay the roadway from 107th Avenue to 75th Avenue so the traveling public will have a safer commute. The estimated cost is $55 million with $2,255,000 budgeted in FY 2015 to start construction. T444 – Aguila Road at Western Area Power Realign Aguila Road around three Western Area Power Administration (Western) towers to provide a 50 foot clear zone around the towers. It will require purchasing land from the Arizona State Land Department. A total of $12,000 is budgeted in FY 2015 to acquire the land needed. 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 project will acquire right-of-way and make other improvements to improvements allow hikers to observe on-coming traffic at a greater distance so they can safely cross the road. The estimated cost is $404,000 with $90,000 budgeted in FY 2015. Funding/Cost Summary: Previous TRANSPORTATION CAPITAL PROJECT T345 - MC85 AT 83RD CTR TURN LN EXP T444 - AGUILA RD AT WAPA TOWERS T445 - NEW RIVER TRAIL AT LINDA LN Project Total $ Actuals 3,274,667 30,834 39,122 3,344,623 $ Projected FY 2014 217,995 35,112 39,657 292,764 $ Year 1 FY 2015 2,555,000 12,000 90,000 2,657,000 $ Year 2 FY 2016 3,430,000 235,000 3,665,000 $ Operating Cost Summary: Not applicable. 1046 Year 3 Year 4 FY 2017 - $ FY 2018 3,130,000 3,130,000 $ Year 5 5-Year FY 2019 - $ Total 9,115,000 12,000 325,000 9,452,000 $ Total Project 12,607,662 77,946 403,779 13,089,387 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Traffic Improvements Managing Department: Capital Improvement Transportation T391 – City of Avondale T420 – Pinal County & Town of Queen Creek Scheduled Completion Dates: Improvement District Scheduled Completion 3rd Qtr FY 2015 1 All On-going 4th Qtr FY 2016 5 1 4th Qtr FY 2015 4th Qtr FY 2015 4 4th Qtr FY 2015 1 4th Qtr FY 2015 2 4th Qtr FY 2015 3 Elliot at Sossaman Traffic Calming Avondale Blvd at MC 85 Empire at Meridian Del Webb at Hutton Alma School at Michigan University Drive at Meridian Road Gavilan Peak at Venture Drive 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 Warranted Traffic Improvements is a reserve to provide budget for new scoping studies. These scoping studies provide information to assess the cost and benefit of proposed traffic signals and other intersection improvements to improve safety, reduce congestion, improve traffic flow, and provide real time traffic data so that commuters experience less travel delays and have a faster and safer commute. A total of $1,280,000 is budgeted for traffic scoping studies and construction reserves in FY 2015. T333 – Elliot at Sossaman This project will install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. The estimated cost to complete the project is $2.5 million with $940,000 budgeted in FY 2015 to Complete construction. T365 – Traffic Calming This project will install speed humps and other traffic calming solutions at yet to be selected locations to improve safety. A total of $200,000 is budgeted in 2015 to design and install traffic calming devices. 1047 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement T391 – Avondale Boulevard at MC 85 This project will upgrade the existing traffic signal, 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. A total of $60,000 is budgeted in FY 2015 to acquire rightof-way. Construction is planned for FY 2016. T420 – Empire at Meridian The intersection is at the southeast corner of the County with three legs of the intersection in Pinal County. The northwest corner is in Maricopa County. Pinal County has previously improved their three legs of the intersection. The County will improve the final leg of the intersection, install new signals and move private irrigation to make room for the additional lanes being constructed. A total of $865,000 is budgeted for FY 2015 to complete construction. T437 – Del Webb at Hutton This project will construct a new traffic signal at the intersection and reconstruct the existing sidewalk ramps to be Americans with Disabilities Act compliant. A total of $413,000 is budgeted in FY 2015 to complete construction. T439 – Alma School at Michigan This project will install a new traffic signal at the intersection, extend the north and south bound turn lanes, and reconstruct the existing sidewalk ramps to be Americans with Disabilities Act compliant. A total of $139,000 is budgeted in FY 2015 to complete construction. T460 – University Drive at Meridian Road This project will replace the obsolete existing traffic signal with a new traffic signal at the intersection. A total of $400,000 is budgeted in FY 2015 to complete construction. T479 – Gavilan Peak at Venture Drive This project will install a High-Intensity Activated crossWalk (HAWK) Signal at the intersection. A total of $220,000 is budgeted in FY 2015 to complete construction. Funding/Cost Summary: Previous SOURCES Projected Actuals T391 - AVONDALE AT MC 85 Project Total TRANSPORTATION CAPITAL PROJECT T004 - WARRANTED TRAFFIC IMPROVEMENTS T333 - ELLIOT RD AND SOSSAMAN RD T365 - TRAFFIC CALMING T391 - AVONDALE AT MC 85 T420 - EMPIRE AND MERIDIAN T437 - DEL WEBB AT HUTTON T439 - ALMA SCHOOL AT MICHIGAN T460 - UNIVERSITY DR AT MERIDIAN RD T479 - GAVILAN PK AND VENTURE DR HAWK T481 - HAPPY VALLEY AT 115TH AVE Project Total - $ $ $ FY 2014 37,533 37,533 $ Previous Projected Actuals FY 2014 211,248 1,346,670 321,353 133,472 152,192 85,296 80,842 2,331,073 $ 916,758 90,621 78,412 109,900 73,801 301,463 16,820 1,587,775 $ Year 1 Year 2 FY 2015 - $ FY 2016 1,029,680 1,029,680 $ Year 1 FY 2015 1,240,000 940,000 200,000 60,000 865,000 413,000 139,000 400,000 220,000 45,000 4,522,000 $ Year 2 FY 2016 3,000,000 200,000 1,804,000 5,004,000 $ Operating Cost Summary: No additional funds are being requested. 1048 Year 3 Year 4 Year 5 FY 2017 FY 2018 FY 2019 - $ Year 3 FY 2017 4,000,000 200,000 4,200,000 $ - $ Year 4 FY 2018 5,000,000 200,000 5,200,000 $ 5-Year - $ Year 5 FY 2019 5,000,000 200,000 5,200,000 $ Total 1,029,680 1,029,680 $ 5-Year Total 18,240,000 940,000 1,000,000 1,864,000 865,000 413,000 139,000 400,000 220,000 45,000 24,126,000 $ Total Project 1,067,213 1,067,213 Total Project 13,451,248 3,203,428 1,211,974 2,075,884 1,127,092 572,097 521,305 416,820 220,000 45,000 22,844,848 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Transportation Administration Managing Department: Project Partner(s): Transportation None Purpose Statement: The purpose of Transportation Administration is to provide project oversight and delivery services to construction delivery teams so they can complete transportation projects on time, within budget and scope that satisfies or meets predetermined project objectives. The benefit to the public is that it provides better fiscal management of the capital program. Project Descriptions: T001 – TIP Development The purpose of 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. A total of $450,000 is budgeted in FY 2015 to manage the program. 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 $8 million has been budgeted for carry over projects. T006 – Unallocated Force Account The purpose of the Unallocated Force Account is to provide additional budget for staff to work on planned or added projects. A total of $281,000 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 County Engineer so these studies can begin with minimal administrative costs. These scoping studies 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. A total of $1,336,000 is budget for scoping studies and investigations. T387 – Buckeye Yard Improvements The Buckeye Yard building need extensive repairs and the decision was made to construct a new building at the same site. The new building will be connected to the Town of Buckeye's water and sewer systems. Total cost is estimated to be $5.3 million with $510,000 budgeted in FY 2015 to complete construction. 1049 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Capital Improvement Funding/Cost Summary: Previous TRANSPORTATION CAPITAL PROJECT T001 - TIP DEVELOPMENT T002 - PROJECT RESERVES ACCOUNT T006 - UNALLOCATED FORCE ACCOUNT T012 - GENERAL CIVIL ENGINEERING T387 - IMPROVEMENTS TO BUCKEYE YARD TADM - TRANSPORTATION ADMINISTRATION Project Total $ Actuals 2,839,931 104,475 286 475,558 369,466 213,005,841 $ Projected FY 2014 288,149 1,325,429 5,534,179 65,639,507 $ Year 2 Year 1 FY 2015 450,000 581,000 1,336,000 510,000 8,000,000 82,578,500 $ FY 2016 450,000 4,200,000 1,840,230 600,000 69,187,290 $ Operating Cost Summary: Not applicable. 1050 Year 3 FY 2017 450,000 4,700,000 2,166,230 1,100,000 72,260,840 $ Year 4 FY 2018 450,000 5,700,000 2,223,230 3,100,000 56,049,230 $ Year 5 FY 2019 450,000 5,700,000 2,363,230 3,100,000 31,948,230 $ 5-Year Total 2,250,000 20,300,000 9,173,920 9,236,000 510,000 8,000,000 312,024,090 $ Total Project 4,928,080 14,704,475 6,810,976 7,936,987 6,413,645 8,000,000 558,721,208 Maricopa County Annual Business Strategies FY 2015 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, 2013. 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, 2013, 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 is paid from the County’s Debt Service Fund. 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, 2013. 1051 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Debt Service LONG-TERM LIABILITIES All Categories of Debt (2) Maricopa County, Arizona As of June 30, 2013 2009 GOVERNMENTAL ACTIVITES: Bonds, loans, and other payables: General obligation bonds Lease revenue bonds (3) Housing Authority Loans (1) (4) Special assessment debt with governmental commitment (1) Certificates of participation (3) Capital leases Total Governmental activities $ 2010 Year Ending June 30 2011 2012 2013 $ $ $ $ 163,900,000 153,285,000 142,140,000 130,815,000 120,350,000 2,787,917 3,609,943 193,591 174,442 120,533 80,050 64,679 3,850,000 3,385,000 2,895,000 51,135,339 14,956,315 432,651 $ 219,078,930 $ 171,800,757 $ 145,588,184 $ 133,682,967 $ 124,024,622 Notes: (1) Does not represent an obligation of the County. (2) Long-term liabilities excludes claims and judgments payable, reported and incurred but not reported claims, and liabilities for closure and postclosure costs. (3) On January 1, 2005, the Medical Center was transitioned to the Maricopa County Special Health Care District, a separate legal entity that is not part of the County’s reporting entity. The long-term debt obligations, as previously reported in the Medical Center Fund, a major enterprise fund, 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. 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 1052 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Debt Service 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. 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 1053 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Debt Service 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. 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. Special Assessment Bonds Special Assessment Bonds are issued to districts that are within a legally designated geographic area located within the County, which, through the consent of the affected property owners, pay for basic infrastructure and public improvements to the area through a supplemental assessment. This financing approach achieves the objective of tying the repayment of debt to those property owners who most directly benefit from the improvements financed. Certificates of Participation Certificates of Participation represent proportionate interests in semiannual lease payments. Participation in the lease is sold in the capital markets. The County’s obligation to make lease payments is subject to annual appropriations made by the County for that purpose. Rating agencies typically give Certificate of Participation issues a grade below that of general obligation bonds. A.R.S., Title 11, Chapter 2, Article 4, §11-251, Paragraph 46, provides for a maximum repayment term of twenty five years for the purchase or improvement of real property. Lease Trust Certificates Lease Trust Certificates financing provides long-term financing through a lease (with a mandatory purchase provision). This method does not constitute indebtedness under a state or local government’s constitutional debt limit and does not require voter approval. In a lease-purchase transaction, the asset being financed can include new capital asset needs or assets under existing lease agreements. Installment Purchase Agreements Same as a lease purchase agreement with the exception that the County takes title to the property up front. Debt Limit The Arizona Constitution, Article 9, Section 8, states that a County indebtedness pertaining to general obligation bonds may not exceed six percent of the value of the County’s taxable property ascertained by the last assessment. All general obligation bonds must be approved by voters regardless of amount issued up to the six percent limit. The County may issue non-general obligation bonds without voter approval up to six percent of the taxable property. However, with voter approval, the County may become indebted for an amount not to exceed fifteen percent of such taxable property. The following table represents the County’s outstanding general obligation indebtedness with respect to its constitutional general obligation debt limitation. 1054 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Debt Service 2012-13 Constitutional General Obligation Bonding Capacity Maricopa County, Arizona 2012-13 Secondary Assessed Valuation $ 34,400,455,716 15% of Secondary Assessed Valuation Less: GO Bonded Debt Outstanding Plus: GO Debt Service Fund Balance Unused Fifteen Percent Borrowing Capacity $ 5,160,068,357 5,160,068,357 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 seven primary factors that comprise their ratings: • • • • • • • Institutional framework – legal and practical environment of local government Economy – stability of trends in local income and total market value per capita Management – financial and operational decisions, policies and practices, leadership Budgetary flexibility – available fund balance, ability to raise revenues or reduce expenditures Budgetary performance – current fiscal balance of general fund and total governmental funds Liquidity – availability of cash and cash equivalents Debt and contingent liabilities – debt policies, pension obligations, 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. 1055 Maricopa County Annual Business Strategies FY 2015 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 January 2014, Standard & Poor's Ratings Services (S&P) affirmed Maricopa County’s issuer credit rating (ICR) and lease revenue 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 existing lease revenue bonds. With its diverse economic base, past performance of strong reserve levels, and low direct debt burden, S&P views Maricopa County's long-term outlook as stable. Standard & Poor's Rating Service Press Release dated January 6, 2014 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 2010, Moody's recalibrated its US municipal ratings from the municipal scale to the global scale to enhance the comparability of its credit ratings across its rated universe. The County’s lease revenue bonds received a change in scale from a bond rating of Aa2 to Aa1 and its Certificates of Participation, Series 2000, received a change in scale from Aa3 to Aa2, effective May 1, 2010. The recalibration does not reflect a change in credit quality or a change in credit opinion of an issue or issuer, the recalibration is simply a change in scale. Moody's Investor Service - Change to Global Scale May 1, 2010 Additional information on Maricopa County's bond ratings and the bond rating recalibration can be viewed on the Department of Finance webpage: http://www.maricopa.gov/Finance/debt.aspx. 1056 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Debt Service The following illustrates a history of the County’s various debt ratings. Type of Debt Fitch Date Rating Assigned Moody's Date Rating Assigned General Obligation AAA (1) 3/27/2013 AAA (1) 4/1/2011 AAA (2) 4/25/2007 Aa1 (1) 4/30/2009 Aa1 (2) 4/26/2007 Lease Revenue AA+ (1) 3/27/2013 AA+ (1) 4/1/2011 AA+ (2) 4/25/2007 Aa2 (1) 4/30/2009 Aa2 (2) 4/26/2007 Standard & Date Rating Poor's Assigned AAA (1) 1/6/2014 AAA (1) 3/28/2011 AAA (2) 8/21/2007 AA+ (1) 1/6/2014 AA+ (1) 3/28/2011 AA+ (2) 8/21/2007 (1) Bond rating is “Affirmed Implied” (2) Bond rating is “Implied” Ratio Analysis Rating analysts compare direct net debt to the population in order to measure the size or magnitude of the County’s debt. This ratio is referred to as the Direct Net Debt Per Capita Ratio. The same ratio is applied to all debt within the County which includes School Districts, Cities and Towns, and Special Districts. This ratio is referred to as the Overall Net Debt Per Capita Ratio. The taxable value of the County is a measure of the County’s wealth. It also reflects the capacity of the County’s ability to service current and future debt. The ratio of Direct Net Debt as a percentage of Full Value (FV) Property is the comparison of direct net debt to the County's taxable value. The same ratio is applied to all debt within the County and is referred to as the Overall Net Debt as a percentage of Full Value Property. The Full Value Property Per Capita ratio represents the per capita value of taxable property in the County. An explanation of how each ratio is calculated is included in the notes adjacent to the following tables. There are an infinite number of ratios, which could be calculated to measure the County’s debt burden. The following analysis focuses on commonly used ratios instead of creating customized ones. The ratios calculated are for governmental activities and do not include business-type activities. The source of repayment is from either the secondary tax levy or by appropriation from the general fund for debt service payments. Debt for which there is a source of repayment, i.e. pledged revenues for car rental service charge, debt service has been excluded. 1057 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Debt Service DIRECT AND OVERALL NET DEBT MARICOPA COUNTY, ARIZONA GOVERNMENTAL ACTIVITES Lease Revenue Bonds Direct Net Debt Overlapping Debt (1) Overall Net Debt Audited 6/30/2012 $ 130,815,000 $ 130,815,000 8,007,362,021 $ 8,138,177,021 Population Estimate (2) Full Value of Taxable Property (3) $ Ratios (4) Direct Net Debt Per Capita Overall Net Debt Per Capita Direct Net Debt as % of FV Property Overall Net Debt as % of FV Property FV Property Per Capita 3,884,700 321,960,274 $ $ $ Audited 6/30/2013 $ 120,350,000 $ 120,350,000 8,011,719,776 $ 8,132,069,776 $ 34 $ 2,095 $ 0.041% 2.528% 82,879 $ 3,933,700 310,300,015 Projected 6/30/2014 $ 108,975,000 $ 108,975,000 7,922,770,195 $ 8,031,745,195 $ 31 $ 2,067 $ 0.039% 2.621% 78,882 $ 3,990,000 339,536,633 Projected 6/30/2015 $ 97,135,000 $ 97,135,000 7,812,540,182 $ 7,909,675,182 $ 27 $ 2,013 $ 0.032% 2.366% 85,097 $ 4,063,700 342,931,999 24 1,946 0.028% 2.306% 84,389 Notes: (1) Projected overlapping debt for 2014 and 2015 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 2013, 2014 and 2015 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 2015 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 Debt Obligations by Type General Obligation Bonds Long-term General Obligation Bonds shall be issued to finance significant capital improvements for purposes set forth by voters in bond elections. Interest rates on these bonds are generally the lowest of any public securities. Prior to issuance, Arizona GO Bonds must have a majority vote approval from the residents of the County. On July 1, 2004, the County made the final debt service payment on the outstanding General Obligation Bonds, which were the result of the 1986 general election where the voters authorized the County to issue long-term debt. The resulting proceeds from the sale of the bonds were used for the purpose of making improvements in the County which included Criminal and Civil Courts Facilities, Juvenile Court – Juvenile Treatment and Detention Facilities, Law Enforcement and Public Safety, Regional Park Improvements, Environmental Protection, Sanitary Landfill, Public Health Facilities, Infrastructure, Communication Improvements, etc. Legal Debt Margin – County indebtedness pertaining to general obligation bonds may not exceed six percent of the value of the County’s taxable property ascertained by the last assessment. However, with voter approval, the County may become indebted for an amount not to exceed 15 percent of such 1058 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Debt Service taxable property. At June 30, 2013, the County had no outstanding general obligation debt, (0.00% of taxable property), while the 6 percent limit was $2,064,027,343 and the 15 percent limit was $5,160,068,357. Lease Revenue Bonds On May 23, 2007, the Maricopa County Public Finance Corporation issued $108,100,000 of Lease Revenue Bonds to pay for the acquisition, construction, and renovation of the Durango Animal Care and Control Facility and various court facilities. Under the terms of the bond indentures, the Corporation received the proceeds to construct and purchase these assets and the County will make lease payments to extinguish the debt. Lease payments will equal the aggregate amount of principal and interest due at that date. Upon the final lease payment, the title to the assets will transfer to the County. The County’s obligation to make lease payments will be subject to and dependent upon annual appropriations being made by the County. Bonds maturing on and after July 1, 2017, are subject to optional redemption in increments of $5,000 on July 1, 2016, or any date thereafter, at par plus accrued interest to the date fixed for redemption. In the event of nonappropriation, the bonds would be subject to special redemption at par plus accrued interest to the redemption date. On May 23, 2007, the Maricopa County Public Finance Corporation issued Lease Revenue Refunding Bonds, Series 2007B, for $32,840,000 (par value) with interest rates ranging from 4% to 5% and maturing from July 1, 2012 to July 1, 2015. The net bond proceeds were $34,414,011 which included a reoffering premium of $973,843, County contributions of $860,000, and cost of issuance of $259,831. The net proceeds were used to advance refund the Lease Revenue Bonds, Series 2001, of $32,215,000, with interest rates ranging from 4.7% to 5.5%, maturing from July 1, 2012 through July 1, 2015, and were redeemed at par plus accrued interest on July 1, 2011. SUMMARY OF LEASE REVENUE BOND PRINCIPAL AMOUNTS OUTSTANDING BY ISSUE As of June 30, 2013 Bond Issue Amount 2007A Lease Revenue Bonds $ 2007B Lease Revenue Refunding Bonds Total 25,710,000 $ 1059 94,640,000 120,350,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Debt Service DEBT SERVICE REQUIREMENTS TO MATURITY Lease Revenue Bonds Maricopa County, Arizona As of June 30, 2013 Year Ending Total June 30 Principal 2014 $ Interest 11,375,000 $ Debt Service 5,118,505 $ 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 3,845,000 3,470,355 7,315,355 2019-23 22,140,000 14,412,055 36,552,055 2024-28 27,875,000 8,521,963 36,396,963 29,130,088 2029-32 27,145,000 Total $ 1,985,088 120,350,000 $ 45,761,455 $ 166,111,455 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, 2013. 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. The following chart represents the reimbursement schedule for the remaining lease revenue bonds 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, 2013 Year Ending June 30 2014 2015 2016 Total Principal $ $ Total Debt Service Interest 1,261,778 1,335,273 2,597,051 1060 $ $ 70,617 106,848 36,231 213,696 $ $ 70,617 1,368,626 1,371,504 2,810,747 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Debt Service Special Assessment Districts A Special Assessment District (County Improvement District) process begins with the circulation of a petition. The petition must be signed by either a majority of the persons owning real property or by the owners of fifty-one percent or more of the real property within the limits of the proposed district. With the approval of the petition by the Board of Supervisors, a new improvement district is established. County Improvement Districts are further described in A.R.S., Title 48, Chapter 6, Article 1. With the Board of Supervisors acting as the Board of Directors for each district, approval of an engineer, and the approval of plans, specifications and cost estimates soon follow. Each of these early phases of the improvement district process contain regulations for public notification through posting of the property, publication in the local newspaper, and the set up of a protest period. Once the Board of Supervisors approves the awarding of the bid, construction follows. Since the residents pay for these improvements, an assessment is levied against each property owner. Depending on the type of improvement, some assessments are carried on the property tax roll, while others are collected through the County Improvement District Office. If the property owners are unable to prepay the improvement assessment within 30 days after the completion of the work, bonds are sold for the balance of the construction amount. The bonds are collateralized by properties within the District. The receivable is held by the Improvement District, and billed on a semi-annual basis. In cases of a delinquent payment of an assessment, the lien including penalty and interest may be sold at a public auction. If there is no purchaser for the lien, the District (not the County) will assume, as a general obligation, the amount of the assessment and interest accruing thereon. The following table illustrates the outstanding principal amount by issue for the special assessment district bonds. SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE Special Assessment Districts Maricopa County, Arizona As of June 30, 2013 Bond Issue Queen Creek Water K-91 $ Amount 7,584 7th Street North K-106 6,006 Plymouth Street K-109 51,089 Total $ 64,679 Housing Authority of Maricopa County Loans Payable 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, 2013, the balance on this note was $570,000. The Housing Authority of Maricopa County’s Component Unit, Rose Terrace Development Partnership Phase II, L.L.C., has a promissory note payable to Mutual of Omaha Bank. The note bears an interest rate of 8.75% and is collateralized by investment in real estate. Monthly principal and interest payments of $3,744 will continue through February 2020, at which time a balloon payment of $363,157 is due. At June 30, 2013, the balance on this note was $420,343. 1061 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Debt Service On December 21, 2012, the Housing Authority of Maricopa County’s Component Unit, Rose Terrace Development Partnership, L.L.C., entered into a promissory note payable with First Bank. The note bears interest at 4.75% through January 1, 2018, and then increases to the greater of 6.00% or the 5year Treasury Rate plus 3%. Monthly installments of principal and interest of $13,703 are payable through January 1, 2018, at which point the note will be amortized for the balance through the maturity date of October 1, 2022. At June 30, 2013, the balance on this note was $2,619,600. DEBT SERVICE REQUIREMENTS Housing Authority Loans Payable Maricopa County, Arizona As of June 30, 2013 Year Ending June 30 2014 Principal $ 54,561 2015 65,557 2016 77,121 2017 89,284 2018 102,080 2019-23 Total 3,221,340 $ 3,609,943 Short-Term Borrowing On July 1, 2013, the County maintained 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 which had a maturity date of June 30, 2014. Outstanding principal and interest is due on June 30 of each year. During fiscal year 2014, the County had not borrowed against the line of credit. The municipal revolving line of credit was renewed to June 30, 2015. On July 1, 2013, the County maintained a $15,239,045 irrevocable standby letter of credit issued to the Industrial Commission of Arizona for unfunded workers’ compensation claims. On December 27, 2013, the letter of credit was increased to $15,878,105. The letter of credit was reserved against the municipal revolving line of credit. During fiscal year 2014, the letter of credit had not been drawn upon. The irrevocable standby letter of credit will mature on June 30, 2015. 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. 1062 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Debt Service The Chief Financial Officer is also responsible for attestation of disclosure and other bond related documents. References to the “County Manager or his designee” in bond documents are hereinafter assumed to assign the Chief Financial Officer as the “designee” for administration of this policy. Use of Debt Financing Debt financing includes General Obligation Bonds, Revenue Bonds, Certificates of Participation, Lease/Purchase agreements, and other obligations permitted to be issued or incurred under Arizona law. Method of Sale Debt issues of the County may be sold by competitive, negotiated, or private placement sale methods unless otherwise limited by state law. The selected method of sale will be the option which is expected to result in the lowest cost and most favorable terms given the financial structure used, market conditions, and prior experience. Competitive Sale The County will use the competitive sale method unless there are compelling reasons which indicate that a negotiated sale or private placement would have a more favorable result due to prevailing conditions in the market, a financing structure which requires special pre-marketing efforts, or factors are present that are expected to result in an insufficient number of competitive bids. Advantages of using a competitive sale is that the issuer is getting the lowest net interest cost on that day and all parties are given an equal opportunity, but timing is very inflexible. Negotiated Sale When determined appropriate, the County may elect to sell its debt obligations through a negotiated sale. Such determination may be made on an issue by issue basis, for a series of issues, or for part or all of a specific financing program. Negotiated underwriting may be considered upon recommendation of the Chief Financial Officer. Advantages of a negotiated sale is that timing is extremely flexible, the size of the issue can be easily changed at last minute and the issuer has influence over the underwriter selection and bond distribution. Use of Bond Insurance This is an insurance policy purchased by an issuer or an underwriter for either an entire issue or specific maturities. It will guarantee the payment of principal and interest, which in turn provides a higher credit rating and thus a lower borrowing cost for an issuer. The present value of the estimated debt service savings from insurance should be at least equal to or greater than the insurance premium when insurance is purchased directly by the County. The bond insurance company will usually be chosen based on an estimate of the greatest net present value insurance benefit (present value of debt service savings less insurance premium). 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. 1063 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Debt Service 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. 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 1064 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Debt Service Fax: (703) 797-6700 http://www.dataport.emma.msrb.org Email: emmaonline@msrb.org The Securities and Exchange Commission released final “continuing disclosure” rules (the “Rules”) for municipal bond issues on July 1, 2009, (amended existing Rule 15c2-12). The Rules, which in general were effective on July 3, 1995, impact nearly every issuer of municipal securities. The stated purpose of the Rules is to deter fraud and manipulation in the municipal securities market by prohibiting the underwriting and subsequent recommendation of securities for which adequate information is not available. No underwriter can purchase or sell bonds in an offering of more than $1,000,000 after July 3, 1995, unless it has reasonably determined that an issuer has undertaken to provide to the public information repositories on a continuing basis both annual financial information and notices of specified material events affecting the issuer or its securities. This is applicable unless an exemption applies. The County intends to fully comply with the “continuing disclosure” rules. Maturity Structures Principal payment schedules should not extend beyond the economic life of the project or equipment financed. The structure of debt issued by the County should be to provide for either level principal or level debt service. Except in select instances, deferring the repayment of principal should be avoided. Ratings The County’s goal is to maintain or improve its bond ratings. To that end, prudent financial management policies will be adhered to in all areas. The 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. 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. 1065 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Debt Service 1066 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments Attachments Citizen’s Budget Brief 2015 1067 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 1068 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 1069 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 1070 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 1071 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 1072 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 1073 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 1074 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 1075 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 1076 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 1077 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 1078 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 1079 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments Budgeting for Results Guidelines and Priorities Approved by the Board of Supervisors on January 27, 2014. 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 over the entire economic cycle that achieves, within available resources, the County’s mission and strategic goals as set forth in the Maricopa County Strategic Plan. Property Taxes The base budget will assume the FY 2015 primary property tax rate will remain flat. Other Major Revenue Source Assumptions The base budget will assume the Most Likely values from the County’s economic consultant for StateShared Sales tax, State-Shared Vehicle License tax, and Jail Excise Tax revenues. Employee Compensation Funding targeted for performance-based salary increases and critical recruitment and market issues is recommended in the amount of 2.5% on average. Budget Requests 1) Base budget requests will be prepared within threshold amounts equal to their current budgets plus Board of Supervisor authorized adjustments. The Office of Management and Budget is directed to adjust budget thresholds for the following: a) The annualized impact of FY 2014 budget issues or mid-year adjustments. b) The annualized impact of other items (including intergovernmental agreements) that were approved by the Board of Supervisors, so long as the impact was disclosed at the time of Board approval. c) Items required by State law, such as judges’ and elected officials’ salary increases and mandated contributions to AHCCCS, ALTCS and other programs. d) Other technical adjustments as required. 2) All departments must submit their base expenditure budget requests within their budget thresholds. If justified by revenue projections, base revenue budget requests may exceed revenue thresholds. Revenue thresholds for non-General Fund budgets will include an adjustment as necessary to maintain structural balance (recurring revenues equal to or greater than recurring expenditures) within the fund. If the revenue threshold cannot be met, departments must reduce base expenditures and base revenue by an amount sufficient to restore structural balance. 3) All budget submissions will be analyzed by the Office of Management and Budget for budget reductions. 4) Requests for additional funding above the threshold must be approved by the Board of Supervisors in order to be considered. Agenda items for Board of Supervisors’ approval of consideration must be entered within two weeks after the department’s budget submission due date. 1080 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 5) Departments participating in the Zero-Based Budget (ZBB) process will complete decision packages utilizing the forms provided by the Office of Management and Budget. Items (1) and (2) above do not apply to ZBB requests. For departments submitting Zero-Based Budget requests, the Board of Supervisors must approve any increases above the FY 2014 appropriation plus the adjustments listed in item (1) above in order to be considered. Agenda items for Board of Supervisors’ approval of consideration must be entered within two weeks after the Board’s approval of the budget guidelines. Contingency, Reserves and Fund Balances The base budget will include a plan incrementally, to restore operating contingency. In accordance with the Board of Supervisors’ strategic goals regarding structural balance and reserves, fund balances will first be used to incrementally build reserves. A multi-year plan to build reserves to an adequate level will be developed as part of the FY 2015 budget development process. The plan will include building basic reserves from fund balances and cyclical reserves from cyclical revenue sources. In accordance with the Board of Supervisors’ strategic goal regarding structural balance, requests to use fund balances should be limited to either building reserves or one-time, non-recurring expenditures and should not be used to offset an operating deficit. The Board of Supervisors must specifically approve any use of fund balances and other non-recurring sources to support an operating budget deficit. Capital Improvement Program No funding will be available for new capital improvement projects until after reserve decisions have been made by the Board of Supervisors 1. Transportation The Office of Management and Budget is directed to work with the Transportation Department to develop an updated Transportation Capital Improvement Program budget for FY 2015 that, within available non-recurring resources, meets the strategic goal of developing, identifying funding, and beginning to implement a long-range plan for addressing HURF funded projects and transportation infrastructure needs. 2. Information Technology Funding for Information Technology Major Maintenance will continue as per the schedule developed as part of the FY 2014 budget. If it is determined that funding is available for Information Technology Projects, the Board will prioritize the needs within the available funds. 3. Facilities Capital Improvement If it is determined that funding is available for Capital Improvement Projects, the Board will prioritize the needs within the available funds. 1081 Maricopa County Annual Business Strategies FY 2015 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. 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. 1082 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 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. 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 1083 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 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. 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. 1084 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 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. 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. 1085 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments Budgeting for Results Accountability Policy I. 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. II. 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. III. 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. IV. 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. 1086 Maricopa County Annual Business Strategies FY 2015 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 these 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. 1087 Maricopa County Annual Business Strategies FY 2015 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. 1088 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments Reserve and Tax Reduction Policy Guidelines I. 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. II. DEFINITIONS Fund Balance: The difference between fund assets and fund liabilities. III. 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. 5. Use of fund balances must be consistent with the Tax Reduction Policy Guidelines, as outlined below. 1089 Maricopa County Annual Business Strategies FY 2015 Adopted Budget IV. Attachments 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. 1090 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments Funded Positions Policy I. 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. II. 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. III. 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 1091 Maricopa County Annual Business Strategies FY 2015 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. IV. POSITION FUNDING POLICY GUIDELINES 1. Each year as part of the budget process, County Departments/Special Districts must verify that budgets and funding are adequate to support all authorized positions. The Office of Management and Budget will validate that position funding is adequate, and will identify all positions that are potentially unfunded or underfunded. 2. Personnel will be budgeted by market range title, full-time equivalent (FTE) and average wage and benefit rates at the fund and organizational unit level within County Department/Special District budgets. Total authorized FTE’s and average wage and benefit rates must be at or lower than budgeted levels at all times, and fully funded on an annualized basis with current appropriation levels and funding. 3. Personnel savings due to natural staff turnover will be budgeted in all County Departments/Special Districts at appropriate levels. If actual personnel savings reaches high levels due to failure to fill positions for extended periods, adjustments will be made to either eliminate the positions or make efforts to fill them. 4. County Departments/Special Districts with vacant underfunded positions will discuss the funding shortfall with OMB. County Departments/Special Districts have the option of eliminating the position(s) or identifying additional funding for the position(s). 5. OMB and County Departments/Special Districts will delete any vacant positions identified as unfunded or under-funded. 6. If filled positions are identified as unfunded or under-funded, the County Departments/Special Districts will provide the following information: • • The position or positions’ contribution to provision of service and results. The full cost to continue the position. 1092 Maricopa County Annual Business Strategies FY 2015 Adopted Budget • Attachments The resulting payroll liability if current employee(s) are terminated due to lack of funding. This information will be forwarded for review and validation by the Office of Management and Budget. OMB will consolidate the information and forward it to the Board of Supervisors/Board of Directors for possible action. 7. If eliminating unfunded or under-funded positions results in a Reduction In Force, the process will be conducted in a uniform manner in accordance with procedures administered by the Human Resource Department. Any payroll liability costs will be funded from within the County Department’s/Special District’s current appropriation. 1093 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments Managing for Results Policy I. 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. II. 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. A. GENERAL POLICY All Maricopa County departments/agencies will participate in the Maricopa County Managing for Results system and shall comply with this policy. B. 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. 1094 Maricopa County Annual Business Strategies FY 2015 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. A. Evaluating Results 1. Internal Audit will review and report on strategic plans and performance measures. B. 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. 1095 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments Policy for Administering Grants I. 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. II. 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. III. POLICY Maricopa County and Special Districts receive significant funding from Federal, state, and local agencies annually. The following policy statements will ensure that the County or Special District is managing grants to its optimum potential. 1. The Board of Supervisors or Board of Directors must formally accept all grant awards prior to any funds being expended. 1096 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 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. IV. 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. In addition, the Director of the Department or Special District shall certify that the grant being applied for meets the above requirements. 1097 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 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. 1098 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 3. Funding To improve cash management practices, it is the County and Special Districts’ preference to receive funding on an advance basis instead of a reimbursement basis. Therefore, every effort is to be made by Departments/Special Districts to obtain advance funding from the Grantor Agency. This is especially critical for one-time grant funded programs where the County or Special District is advancing funds to nonprofit subcontractors. The Department/Special District may be requested by the Office of Management and Budget (OMB) to present the cost/benefits of accepting a grant versus not accepting a particular grant. The cost/benefit analysis must take into account if the grantfunded services are mandated and comply with the MFR Budgeting format. One-time Grants, which are actually start-up grants for new programs or services, will be so noted in the submittal to the Board of Supervisors/Board of Directors. Program costs, which Departments/Special Districts wish to continue once the grant funding has been depleted, will be identified and reported to the Board of Supervisors /Board of Directors at the time of submittal for consideration. The Department must present analysis and information to the Board of Supervisors/Board of Directors to assist the Board in deciding whether the County or Special District should fund expenses for the project or program from other County or Special District funds following the depletion of the grant funds. 4. Claiming Reimbursement a) Departments/Special District will record and track grant revenues and expenditures utilizing the County financial system. b) Departments/Special District shall submit claims to the Grantor Agency as frequently as permitted under the grant agreement. This will be no less frequent than monthly or when the expenditures reach $100,000, unless otherwise established by the grantor. c) At grant year-end, each Department/Special District shall close out its respective grants. This includes preparing and submitting any required final reports to the Grantor Agency and either returning excess funds or requesting final reimbursement for the grant year. All grant closing documentation will be submitted to the Finance Department to ensure the grants are accurately closed on the financial system within 150 days after the grant end date as represented on the County financial system. All unreimbursed costs must be identified and a plan of action defined to ensure an alternate funding source is identified and the grant is effectively closed within the 150 day timeframe. All unresolved grant balances/(deficits) after the 150 day timeframe will be reported to the County Manager by the Department of Finance and the Office of Management and Budget by utilizing the Fund Balance Report. 5. Indirect Costs (2 CFR Part 225 (OMB Circular A-87) Charges) 2 CFR Part 225 (Federal Office of Management and Budget Circular A-87) recognizes indirect costs as legitimate grant expenses. As such, it is the intention of Maricopa County or Special District to recover indirect costs at all opportunities. In order to do so, the Department of Finance will prepare the following plans on an annual basis: a) 2 CFR Part 225 (OMB Circular A-87) County-wide Central Services Cost Allocation Plan. The Department of Finance is responsible for preparing and negotiating the County-wide 2 CFR Part 225 (OMB Circular A-87) plan with Maricopa County’s cognizant agency, United States 1099 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments Department of Housing and Urban Development (HUD). The Department of Health and Human Services is Maricopa County’s assigned cognizant agency regarding audit issues. Whenever permitted by the Grantor Agency, grants requiring County or Special District matching funds may utilize County Overhead (A-87) as a last option. All other opportunities must be exhausted to meet the in-kind match before utilizing County Overhead (A-87). If the required match exceeds the amount of in-kind and/or County Overhead (A-87) or Overhead is not an allowable expense by the Grantor Agency the Department must inform the Board of Supervisors/Board of Directors of the exception and estimate the relative financial in-kind impact. b) Departmental Indirect Cost Allocation Plan(s). The County’s 2 CFR Part 225 (OMB Circular A87) indirect costs plans are used as a means of equitably recovering indirect costs from both federal and non-federal grant programs. All departments/Special Districts receiving grant funds can submit a written request to the Department of Finance to prepare a Departmental 2 CFR Part 225 (OMB Circular A-87) Indirect Cost Allocation Plan. In some cases the grantor may limit the recovery of indirect costs to a percentage less than the combined Departmental and County-wide 2 CFR Part 225 (OMB Circular A-87) indirect rate. In these cases, the Departmental 2 CFR Part 225 (OMB Circular A-87) rate shall be satisfied first. Any remaining funds will then be applied to the County-wide 2 CFR Part 225 (OMB Circular A-87) rate. 6. 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. 7. Purchase of Computing and Network Systems Relating to Grant Supported Programs To ensure compatibility and supportability of the County computing and network infrastructure, Departments/Special Districts are to consult with and obtain approval from the Chief Information Officer prior to purchasing any desired equipment. This applies to hardware, software and communications technologies including data, voice, video, image radio telemetry and facsimile purchases under the provisions of the County’s Procurement Code. Departments/Special Districts are to utilize the Technology Financing Program unless the grant specifically does not provide for this type of activity. As an example, a grant that is Board approved for two (2) years would not allow for the purchase of computers under the Technology Financing Program as the Technology Financing Program is a 36-month program. To ensure effective asset management and tracking, all computer-related items must be tagged with an asset number by the Technology Finance Program Coordinator and recorded in an asset database. This information is utilized for the projection of asset replacement purposes. 1100 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments Departments in the Judicial Branch of Maricopa County will consult with the Chief Information Officer prior to any purchases under the Judicial Procurement Code to determine whether the purchase will require compatibility and supportability of the County computing and network infrastructure. 8. 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. 9. Office of Management and Budget Responsibilities a) Review and recommend approval of grant agenda items when they comply with County policy and the County Grant Manual. b) Review and recommend approval of Department’s/Special District’s proposed grant budget. c) Review and recommend approval of adjustments to Department’s/Special District’s grant budget as necessary. 1101 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments d) Review and take action as necessary to correct any deficit in Grant Funded Budgets. e) Review and take action as necessary to minimize lost interest earnings to the General Fund due to negative cash positions in Grant funds. f) Review and take action as necessary regarding departmental indirect cost rate plans. Ensure maximum reimbursement of all allowable indirect costs. g) Consistent with Board policy, review departments spending to ensure that Grant Funds are used before General Fund dollars, and for Special Districts, to ensure that Grant Funds are used before other Special District revenues. h) Review and recommend approval of proposed Grant applications when Department/Special District is not in full compliance with Grant policy. 10. 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 County-wide Grant Policy and Manual. g) Comply with all record retention requirements as defined by the grantor. A. 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 1102 Maricopa County Annual Business Strategies FY 2015 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. Property Taxes State Shared Sales Taxes State Shared Vehicle License Taxes Jail Excise Taxes Payments in Lieu of taxes 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. General Debt Service Taxes and Assessments Board-approved Special Projects or Initiatives Major Technology Projects Facilities Major Maintenance Capital Improvement Projects 3. 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 Non-Departmental 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. 4. 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. 1103 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments Policy for Vehicle Replacement I. 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. II. 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. III. 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. IV. 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 1104 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments initial vehicle replacement plan. The criteria OMB will consider during the review of the Department’s/Special District’s revised plan includes funding and the impact on current and future costs for maintenance, operation and replacement. To assist OMB in performing a full analysis of the revised replacement plan, Departments/Special Districts are requested to provide: 1. A justification statement which supports changes to be in the best interest of Maricopa County citizens, enhances services provided to the citizens and benefits the County/County Special District overall. This statement can also include information on changes in service levels which require the use of a different vehicle class, the impact on current and future costs for maintenance, operation and replacement as well as information on funding. 2. A spreadsheet which reflects the current vehicle replacement schedule with costs and the proposed vehicle schedule with costs. The spreadsheet needs to reflect the increase or decrease of cost for each vehicle and an explanation for the cost change. 3. A complete justification for any equipment additions to the replacement vehicles and how these equipment additions enhance the service levels being provided to Maricopa County citizens. 4. OMB will review the request and provide the Department/Special District and Equipment Services with final approval or disapproval of the proposed change to the Department’s/Special District’s equipment vehicle replacement plan within three working days of receipt. 1105 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments Budget Calendar FY 2015 Budget Calendar 11/25/2013 Budget Kick-Off for Departments. 12/04/2013 Elected Official and Judicial Branch Budget Presentations to the Board of Supervisors. 12/19/2013 Elected Official and Judicial Branch Budget Presentations to the Board of Supervisors. 01/14/2014 OMB Issues Department BFR Memo with Internal Service Charges, Central Service and Variable Benefits Information. 01/27/2014 Board of Supervisors approves Budgeting for Results Guidelines and Priorities. 02/10/2014 Assessed Values and Levy Limits Reported by Assessor. 01/10/2014 ZBB Budgets due. Late Jan - Late Feb Departments Submit Budget Requests. 03/17/2014 Departments submit final CIP Budgets. April 7- May 2 OMB Consolidates Budget Recommendations. 05/19/2014 FY 2015 Recommended Budget Presentation. 05/19/2014 Tentative Adoption of FY 2015 Budget. June Publication of Tentative Budget and Truth in Taxation Notice. 06/23/2014 Final Adoption of FY 2015 Budget. 08/18/2014 Adoption of the FY 2015 Property Tax Levy. 1106 Maricopa County Annual Business Strategies FY 2015 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 1107 Maricopa County Annual Business Strategies FY 2015 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. 1108 Maricopa County Annual Business Strategies FY 2015 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. 1109 Maricopa County Annual Business Strategies FY 2015 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. §25-311.01 related to the dissolution of marriages. The funds collected are used by the Domestic Violence Shelter fund and the Child Abuse Prevention and Treatment fund. 259 Superior Court Special Revenue: Accounts for monies received under an intergovernmental agreement with the Department of Economic Security to conduct Title IV-D child support enforcement enhancements. 261 Law Library Fees: Established by A.R.S. §12-305 to account for a portion of the fees collected by the Clerk of the Superior Court to be used for the purchase of books for the county law library. 262 Public Defender Fill the Gap: Public Defender Fill the Gap was set up as indicated by A.R.S. §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. 1110 Maricopa County Annual Business Strategies FY 2015 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 the purpose of enhancing prosecutorial efforts. 268 Victim Compensation Restitution: 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. Fund is used for establishing, maintaining and supporting programs that compensate and assist victims of crime. 269 Victim Compensation Interest: Established as authorized by A.R.S. §11-538 consisting of monies that are distributed pursuant to A.R.S. §12-286 (75 percent of the interest earned on restitution monies that are received in trust). The County Attorney shall use monies in the fund to assist eligible victims of crime with medical, counseling and funeral expenses and lost wages. 270 Child Support Enhancement: Accounts for funds received from a federal incentive award that is utilized for the enhancement of child support collections through efficient operation of the IV-D program. 271 Expedited Child Support: Accounts for the funds that are utilized to establish, maintain and enhance programs designed to expedite the processing of petitions filed and enforce the resultant court orders. Revenues collected for subsequent case filing fees for post-decree petitions in dissolution cases, pursuant to A.R.S. §25-412 and A.R.S. §12-284, fund operations. 273 Victim Location: Revenues are derived from interest earned on restitution monies received in trust and are to be distributed to the County Attorney and Clerk of the Superior Court on a pro rata basis (County Attorney – 75% and Superior Court – 25%). Fund was established by A.R.S. §12-287. 274 Clerk of the Court EDMS: The Clerk of the Court EDMS Fund was established to account for Electronic Document Management System (EDMS) Fees which are collected as authorized by Board Agenda C16020028, ADM1005 and State Attorney General’s Opinion 195-18 (R94-63). 275 Juvenile Probation Diversion: The Juvenile Probation Diversion fund was established by A.R.S 11-537 and consists of diversion fees that are collected pursuant to section 8-321(N). The monies shall be used at the discretion of the County Attorney for administering county community based alternative programs that are established pursuant to A.R.S. 8-321. 276 Spousal Maintenance Enforcement Enhancement: The Spousal Maintenance Enforcement Fund is established for the Clerk of the Superior Court consisting of monies received pursuant to A.R.S. §12-289. The Clerk will spend monies in the fund to enhance enforcement of spousal maintenance orders. In addition to the fees required by A.R.S. §12-284, the Clerk shall charge and collect a surcharge of $5 for each filing of a petition or an answer for annulment, dissolution or marriage or legal separation. The Clerk will use the surcharge only for the purposes prescribed by this statute. 277 Emancipation Administrative Costs: Emancipation Administration Fund was established by A.R.S. §12-2456. The fund consists of filing fee for a petition for emancipation of minor pursuant to A.R.S. §12-284, subsection J. 1111 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 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. 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. 1112 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 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. 581 Solid Waste Grants: Solid Waste Grants accounts for all Grant activity administered to Solid Waste. 601 CMG Medical: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured high option HMO insurance plan. 602 CMG Low Option: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured low option HMO insurance plan. 603 OAP IN: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured open access, in-network HMO insurance plan. 604 OAP Medical: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured high option open access insurance plan. 605 OAP Low Option: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured high option open access insurance plan. 606 Choice Fund H.S.A.: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured Health Savings Account insurance plan. 607 FI Dental PPO: This fund collects employee and employer contributions for payment of the employees’ dental insurance premiums for the fully-insured dental plan. 1113 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 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 which provides benefits at 40% of the employee’s salary. 614 Behavioral Health: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured behavioral health insurance plan. 615 Wellness: This fund collects employer contributions for payment of the employees’ wellness program expenditures for the self-insured wellness program. 618 Benefit Administration: This fund collects employer contributions for payment of the benefits administration expenditures for the self-insured benefits program. 619 Onsite Pharmacy Clinic: This fund records the sales and costs of all transactions passing through the County Owned Onsite Pharmacy in the County Administration Building. 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. 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. 1114 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments 629 SI Dental: This fund collects employee and employer contributions for payment of the employees’ dental insurance premiums for the self-insured dental plan. 630 Dependent Life: This fund collects employee contributions for payment of the employees’ dependent life insurance premiums for the fully-insured dependent life benefit plan. 631 Voluntary Benefits: This fund collects employee contributions for payment of the employees’ voluntary insurance premiums for the fully-insured voluntary insurance benefit plan. 632 CIGNA for Seniors: This fund collects contributions for payment of the medical insurance premiums for the fully insured Cigna for Seniors benefit plan. 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 another fund. For additional information refer to the Budget Summary Schedule section, Elimination Summary. 988 Public Works/Flood Control: This fund is established for management planning purposes and the financial activity will be allocated to the Flood Control District funds. The fund is not budgeted and will not be reported in the audited financial statements. 1115 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments Revenue Source Codes Revenue Revenue Source Name Source Property Taxes 601 605 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. 1116 Maricopa County Annual Business Strategies FY 2015 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. 1117 Maricopa County Annual Business Strategies FY 2015 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. 1118 Maricopa County Annual Business Strategies FY 2015 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 1119 Maricopa County Annual Business Strategies FY 2015 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. 1120 Maricopa County Annual Business Strategies FY 2015 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. 1121 Maricopa County Annual Business Strategies FY 2015 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 eighteen point type: Truth in Taxation Hearing Notice of Tax Increase In compliance with section 42-17107, Arizona Revised Statutes, __________ (name of county, city or town) is notifying its property taxpayers of __________'s (name of county, city or town) intention to raise its primary property taxes over last year's level. __________ (name of county, city or town) is proposing an increase in primary property taxes of $__________ or _____%. For example, the proposed tax increase will cause __________'s (name of county, city or town) primary property taxes on a $100,000 home to increase from $__________ (total taxes that would be owed without the proposed tax increase) to $__________ (total proposed taxes including the tax increase). This proposed increase is exclusive of increased primary property taxes received from new construction. The increase is also exclusive of any changes that may occur from property tax levies for voter approved bonded indebtedness or budget and tax overrides. All interested citizens are invited to attend the public hearing on the tax increase that is scheduled to be held __________ (date and time) at __________ (location). 2. In lieu of publishing the truth in taxation notice, the governing body may mail the truth in taxation notice prescribed by paragraph 1, subdivision (d) to all registered voters in the county, city or town at least ten but not more than twenty days before the date of the hearing on the estimates pursuant to section 42-17104. 3. In addition to publishing the truth in taxation notice under paragraph 1 or mailing 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. 1122 Maricopa County Annual Business Strategies FY 2015 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. 1123 FUND 1124 $ 1,916,704,197 $ 1,210,200,470 $ 0 42,727,072 845,203,760 8,280,321 14,160,075 22,440,396 200,277,009 113,712,308 499,299,242 $ 62,356,620 436,942,622 200,000 $ 200,000 - OTHER FINANCING 2015 SOURCES - 2014 2015 $ 2,333,968,295 $ 2,309,530,514 (262,764,224) (259,991,174) 2,071,204,071 2,049,539,340 (869,965,948) (841,227,943) $ 1,201,238,123 $ 1,208,311,397 $ 1,201,238,124 $ 1,208,311,398 1,351,028,778 $ (172,767,713) 199,362,145 20,031,179 6,933,291 6,933,291 609,303,958 688,165,918 688,165,918 ESTIMATED REVENUES OTHER THAN PROPERTY TAXES 2015 $ (361,849,608) 5,201,966 156,435,279 6,415,560 6,415,560 178,991,457 14,805,346 14,805,346 $ (361,849,608) 38,142,837 1,175,613 1,175,613 84,806,080 237,725,078 237,725,078 INTERFUND TRANSFERS 2015 IN (*****) Anticipated amount of Property Tax collections . * Includes Expenditure/Expense Adjustments Approved in the current year from Schedule E. ** Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. *** Amounts in this column represent Fund Balance/Net Asset amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). These amounts are estimates based on the actual FY 2013 ending fund balances and the estimated FY 2014 Revenue and Expenditures. EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC expenditure limitation 2,333,968,295 $ 11. TOTAL ALL FUNDS (182,088,812) 225,768,801 226,210,956 (171,175,657) 9. Internal Service Funds 10. Total Eliminations Funds 190,068,114 26,119,786 26,119,786 772,411,583 884,424,725 884,424,725 421,533,640 27,324,918 7. Total Debt Service Funds 8. Capital Projects Funds 27,324,918 887,308,022 4. Special Revenue Funds 5. Debt Service Funds Available 6. Less: Designation for Future Debt Retirement 942,766,416 942,766,416 3. Total General Fund 2. General Fund - Override Election 1. General Fund PROPERTY TAX REVENUES 2015(*****) Primary: 436,942,622 113,712,308 Secondary: ADOPTED BUDGETED ACTUAL EXPENDITURES/ EXPENDITURES/ FUND BALANCE/ EXPENSES* EXPENSES** NET ASSETS*** 2014 2014 July 1,2014 MARICOPA COUNTY Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2015 $ 2,309,530,514 (172,767,713) 223,465,293 355,535,227 20,453,558 20,453,558 866,943,033 1,015,901,116 1,015,901,116 BUDGETED EXPENDITURES/ EXPENSES 2015 3,060,728,490 $ (172,767,713) 247,291,183 983,527,381 20,453,559 14,160,075 34,613,634 966,322,964 1,015,901,116 - 1,015,901,116 TOTAL FINANCIAL RESOURCES AVAILABLE 2015 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments MARICOPA COUNTY Summary of Tax Levy and Tax Rate Information Fiscal Year 2015 2014 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) $ 2015 581,339,049 $ 605,635,662 409,775,397 $ 442,762,977 3. Property tax levy amounts A. Primary property taxes $ B. Secondary property taxes General Fund - Override election Flood Control District Library District $ $ 39,842,985 14,116,305 Total secondary property taxes C. Total property tax levy amounts 43,660,332 19,504,284 $ 53,959,290 63,164,616 $ 463,734,687 505,927,593 $ 397,482,135 7,419,960 404,902,095 429,480,088 7,462,534 436,942,622 52,340,511 971,267 53,311,778 61,269,678 1,086,942 62,356,620 458,213,873 499,299,242 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 1.2807 1.3209 1.2807 1.3209 0.1392 0.0438 0.1392 0.0556 * 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 2015 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 $442,762,977; for Flood Control District is $43,660,332 and for Library District is $19,504,284. 1125 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2015 ESTIMATED REVENUES ** ACTUAL REVENUES* ESTIMATED REVENUES 2014 2014 2015 SOURCE OF REVENUES GENERAL FUND Taxes TAX PENALTIES & INTEREST $ 18,500,000 $ 14,010,671 $ 13,500,000 11,972,067 12,000,000 12,340,468 STATE SHARED SALES TAX 437,402,846 447,677,168 465,300,725 STATE SHARED VEHICLE LICENSE 119,748,223 125,920,104 132,858,100 2,292,821 2,315,750 2,296,821 2,812,302 5,381,278 4,727,302 INTERGOV CHARGES FOR SERVICES 13,444,010 13,947,402 15,146,216 OTHER CHARGES FOR SERVICES 26,248,551 25,311,363 24,937,474 7,000 7,000 7,000 12,288,138 11,676,267 11,601,839 4,000,000 2,838,421 2,800,000 2,725,088 6,632,157 2,649,973 PAYMENTS IN LIEU OF TAXES Licenses and permits LICENSES AND PERMITS Intergovernmental GRANTS 51,483 OTHER INTERGOVERNMENTAL Charges for services PATIENT SERVICES REVENUE Fines and forfeits FINES & FORFEITS Investments INTEREST EARNINGS Miscellaneous MISCELLANEOUS REVENUE Total General Fund $ * 651,492,529 $ 667,717,581 $ 688,165,918 Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. SPECIAL REVENUE FUNDS Road Fund $ 94,767,838 $ 94,615,379 $ 105,980,390 Total Road Fund $ 94,767,838 $ 94,615,379 $ 105,980,390 $ 2,148,514 $ 2,150,660 $ 2,449,959 Total Health Services Fund $ 2,148,514 $ 2,150,660 $ 2,449,959 $ 518,260,682 $ 480,295,947 $ 500,873,609 Total Other Special Reveue $ 518,260,682 $ 480,295,947 $ 500,873,609 Total Special Revenue Funds $ 615,177,034 $ 577,061,986 $ 609,303,958 TRANSPORTATION OPERATIONS Health Services Fund PATIENT SERVICES REVENUE List Fund: Other Special Revenue GRANTS, MISC. REVENUE, ETC. 1126 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2015 ESTIMATED REVENUES ** ACTUAL REVENUES* ESTIMATED REVENUES 2014 2014 2015 SOURCE OF REVENUES DEBT SERVICE FUNDS NON-DEPARTMENTAL 2,058,265 $ STADIUM DISTRICT $ 4,997,802 Total Debt Service Funds $ 761,284 $ 4,985,202 2,057,300 4,875,991 7,056,067 $ 5,746,486 $ 6,933,291 17,979,963 $ 16,205,372 $ 13,574,779 CAPITAL PROJECTS FUNDS $ TRANSPORTATION LIBRARY DISTRICT STADIUM DISTRICT 750,200 NON DEPARTMENTAL 7,886,000 FLOOD CONTROL DISTRICT Total Capital Projects Funds $ 18,451 6,000 789,733 750,200 130,633 200 7,026,694 5,700,000 26,616,163 $ 24,170,883 $ 20,031,179 141,277,234 $ 146,290,896 $ 144,576,843 INTERNAL SERVICE FUNDS EMPLOYEE BENEFITS AND HEALTH $ ENTERPRISE TECHNOLOGY 16,152,915 16,267,789 16,514,603 788,689 860,699 845,217 EQUIPMENT SERVICES 16,815,760 19,049,992 16,854,693 RISK MANAGEMENT 20,570,789 26,024,026 20,570,789 PROCUREMENT SERVICES Total Internal Service Funds $ 195,605,387 $ 208,493,402 $ 199,362,145 ELIMINATIONS FUNDS ELIMINATIONS $ (171,175,657) $ (182,088,812) $ (172,767,713) Total Eliminations Funds $ (171,175,657) $ (182,088,812) $ (172,767,713) TOTAL ALL FUNDS $ 1,324,771,523 $ 1,301,101,526 $ 1,351,028,778 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. ** Includes revenues from adopted budget plus any approved adjustments 1127 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2015 OTHER FINANCING 2015 SOURCES FUND GENERAL FUND NON DEPARTMENTAL PUBLIC HEALTH $ $ $ 14,805,346 $ Total General Fund $ $ $ 14,805,346 $ $ $ $ $ 15,206 525,000 176,801,288 $ $ SPECIAL REVENUE FUNDS PARKS AND RECREATION $ PLANNING AND DEVELOPMENT NON DEPARTMENTAL ANIMAL CARE AND CONTROL PUBLIC HEALTH TRANSPORTATION FLOOD CONTROL DISTRICT STADIUM DISTRICT LIBRARY DISTRICT Total Special Revenue Funds $ DEBT SERVICE FUNDS NON DEPARTMENTAL STADIUM DISTRICT INTERFUND TRANSFERS 2015 IN 15,206 525,000 3,160,389 1,140,560 30,000 200,000 $ $ 1,175,613 444,350 178,991,457 $ $ $ 6,415,560 $ Total Debt Service Funds $ $ $ 6,415,560 $ $ $ $ $ $ $ 200,000 $ CAPITAL PROJECTS FUNDS FLOOD CONTROL DISTRICT $ NON DEPARTMENTAL TRANSPORTATION STADIUM DISTRICT Total Capital Projects Funds $ $ $ 30,000,000 76,914,704 48,134,797 1,385,778 156,435,279 INTERNAL SERVICE FUNDS RISK MANAGEMENT $ Total Internal Service Funds $ $ $ $ $ 5,201,966 5,201,966 $ $ $ $ (280,693,864) $ (15,206) (48,134,797) (30,000,000) (444,350) (2,561,391) (361,849,608) $ ELIMINATIONS FUNDS ELIMINATIONS COUNTY $ PARKS AND RECREATION TRANSPORTATION FLOOD CONTROL DISTRICT LIBRARY DISTRICT STADIUM DISTRICT Total Eliminations Funds $ TOTAL ALL FUNDS $ 237,695,078 30,000 237,725,078 200,000 1128 $ - $ - 48,134,797 30,000,000 1,385,778 444,350 84,806,080 1,175,613 1,175,613 38,142,837 $ 38,142,837 (280,693,864) (15,206) (48,134,797) (30,000,000) (444,350) (2,561,391) (361,849,608) - Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2015 ADOPTED BUDGETED EXPENDITURES/ EXPENSES GENERAL FUND ADULT PROBATION $ AIR QUALITY ANIMAL CARE AND CONTROL ASSESSOR ASSISTANT COUNTY MANAGER 940 ASSISTANT COUNTY MANAGER 950 BOARD OF SUPERVISORS DIST 1 BOARD OF SUPERVISORS DIST 2 BOARD OF SUPERVISORS DIST 3 BOARD OF SUPERVISORS DIST 4 BOARD OF SUPERVISORS DIST 5 CALL CENTER CLERK OF THE BOARD CLERK OF THE SUPERIOR COURT CONSTABLES CONTRACT COUNSEL CORRECTIONAL HEALTH COUNTY ATTORNEY COUNTY MANAGER DEPUTY COUNTY MANAGER 920 EDUCATION SERVICE ELECTIONS EMERGENCY MANAGEMENT EMPLOYEE BENEFITS AND HEALTH 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 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 1,554,912 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 8,746,417 234,457 241,588 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 7,776,675 316,273,248 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 $ 1129 4,780,549 $ 27,385 829,485 32,035 16,899 8,765 8,765 8,765 8,765 8,765 47,869 34,423 1,171,290 94,039 78,654 57,953 6,646,942 77,340 50,478 47,859 2,549,161 7,228 14,874 418,800 99,734 546,991 99,053 108,772 65,179 547,120 1,651,323 890,823 1,076,798 93,372 420,975 (45,390,007) 94,220 137,110 627,420 3,586,383 157,060 488,990 44,431 11,635 15,007,093 2,331,883 215,410 47,127 (14,017) $ 8,297,916 $ ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 46,597,919 $ 1,185,698 258,954 23,063,043 584,890 681,582 363,435 362,348 352,538 358,466 357,461 1,537,920 1,157,213 29,802,039 2,789,276 37,154,288 3,171,075 77,266,218 2,454,195 1,326,087 3,513,764 11,169,482 240,455 256,412 20,327,317 3,986,912 42,006,954 2,630,786 3,354,797 2,260,912 1,676,419 16,891,568 16,870,047 9,859,531 11,587,482 2,256,656 7,935,065 238,740,140 2,633,008 862,305 2,288,313 3,763,541 7,817,979 37,557,044 2,997,583 10,777,876 1,810,507 319,801 98,189,984 79,143,974 4,906,684 4,966,782 884,424,725 $ $ 48,375,459 1,209,008 258,954 23,997,819 611,468 953,890 361,973 361,973 361,973 361,973 361,973 1,663,556 1,447,540 34,704,601 2,917,302 47,007,294 3,180,331 83,508,918 2,520,696 1,419,821 2,657,408 20,975,466 242,187 258,539 33,991,066 4,281,840 49,263,728 2,772,594 4,309,478 2,260,912 1,799,337 17,681,657 17,279,942 10,786,783 12,005,388 2,382,650 8,261,393 293,014,149 1,279,802 868,232 2,413,764 3,861,489 9,231,279 38,760,010 3,113,186 11,334,457 2,134,232 338,603 109,932,118 84,634,124 4,910,812 3,277,969 1,015,901,116 30,932,984 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2015 ADOPTED BUDGETED EXPENDITURES/ EXPENSES SPECIAL REVENUE FUNDS ADULT PROBATION $ AIR QUALITY ANIMAL CARE AND CONTROL ASSISTANT COUNTY MANAGER 950 CLERK OF THE SUPERIOR COURT CORRECTIONAL HEALTH COUNTY ATTORNEY COUNTY MANAGER EDUCATION SERVICES ELECTIONS EMERGENCY MANAGEMENT EMPLOYEE BENEFITS AND HEALTH ENTERPRISE TECHNOLOGY 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 $ DEBT SERVICE FUNDS NON DEPARTMENTAL STADIUM DISTRICT $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 40,376,440 $ 16,075,220 12,910,725 722,386 9,472,733 55,157,821 22,287,191 2,000 24,622,809 2,181,549 1,654,176 7,405,038 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 $ Total Debt Service Funds $ 16,715,180 $ 4,902,882 21,618,062 $ CAPITAL PROJECTS FUNDS FLOOD CONTROL DISTRICT $ NON DEPARTMENTAL TRANSPORTATION STADIUM DISTRICT Total Capital Projects Funds $ 40,000,000 $ 293,226,126 82,089,011 3,503,000 418,818,137 $ INTERNAL SERVICE FUNDS EMPLOYEE BENEFITS AND HEALTH $ ENTERPRISE TECHNOLOGY EQUIPMENT SERVICES PROCUREMENT RISK MANAGEMENT Total Internal Service Funds $ 155,944,779 $ 16,980,745 17,273,320 788,689 34,890,051 225,877,584 $ 1130 ACTUAL EXPENDITURES/ EXPENSES* 1,977,695 $ 321,017 445,247 1,129,822 1,655,790 2,239,486 952,408 1,242,810 37,771 569,227 69,682 6,147,116 4,228,895 95,547 3,395,169 1,387,134 282,479 (26,353,152) 155,558 215,275 404,167 129,508 13,618,291 57,957 175,923 1,213,494 3,279 15,797,595 $ (41,500) $ BUDGETED EXPENDITURES/ EXPENSES 41,043,678 $ 15,542,267 13,285,815 1,454,376 9,589,004 57,070,122 17,606,794 1,237,065 21,813,359 2,586,918 1,560,287 6,948,980 21,701,563 25,442,523 36,152,323 57,473,302 1,599,826 6,982,609 39,799,697 24,744 146,736 24,000,234 340,714 4,037,199 7,791,626 8,146,673 48,942 1,771,824 46,581,890 4,736,427 217,654,586 2,862,030 15,427,829 54,908,657 304,341 4,736,623 772,411,583 $ $ 43,147,290 17,211,507 12,959,594 483,599 8,385,254 58,229,181 15,843,054 7,000 28,604,284 861,153 1,631,254 7,323,579 1,019,055 22,172,840 32,991,406 32,495,393 60,598,645 1,628,554 7,317,800 42,734,181 48,269 160,310 25,226,495 55,004,895 10,450,443 8,538,986 48,942 1,918,051 46,868,188 5,940,660 230,746,734 2,985,808 15,882,423 62,422,254 304,341 4,751,611 866,943,033 23,924,548 $ 5,706,856 5,706,856 $ 16,715,180 $ 9,404,606 26,119,786 $ 16,753,180 3,700,378 20,453,558 $ 26,712,324 $ 93,724,542 66,128,748 3,502,500 190,068,114 $ 40,000,000 230,953,727 82,578,500 2,003,000 355,535,227 155,136,994 $ 16,780,498 18,794,781 814,928 34,241,600 225,768,801 $ 155,681,205 17,566,149 17,711,693 915,217 31,591,029 223,465,293 2,715,503 2,715,503 $ $ 199,932 133,440 333,372 $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2015 ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* ELIMINATIONS FUNDS ELIMINATIONS COUNTY ELIMINATIONS COUNTY AND DIST Total Eliminations Funds $ (163,263,729) (7,911,928) (171,175,657) $ $ (174,368,036) (7,720,776) (182,088,812) $ TOTAL ALL FUNDS $ 2,309,428,986 $ 24,539,309 $ 1,916,704,197 $ * BUDGETED EXPENDITURES/ EXPENSES (164,758,171) (8,009,542) (172,767,713) 2,309,530,514 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. 1131 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2015 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 DEPARTMENT/FUND ADULT PROBATION: ADULT PROBATION FEES $ DETENTION OPERATIONS ADULT PROBATION GRANTS GENERAL Department Total $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 ACTUAL EXPENDITURES/ EXPENSES * 2014 13,777,133 23,515,048 3,084,259 41,835,539 82,211,979 $ $ 27,385 321,017 $ Department Total $ 1,158,313 12,150,266 3,924,954 17,233,533 $ 348,402 $ ANIMAL CARE AND CONTROL: ANIMAL CONTROL FIELD OPERATION $ ANIMAL CONTROL GRANTS ANIMAL CONTROL LICENSE SHELTER GENERAL Department Total $ 3,497,456 1,663,711 7,749,558 258,954 13,169,679 $ 79,433 155,957 209,857 $ $ 445,247 $ Department Total $ 22,927,345 22,927,345 $ $ ASSISTANT COUNTY MANAGER 940: GENERAL $ Department Total $ 581,036 581,036 ASSISTANT COUNTY MANAGER 950: GENERAL $ NON DEPARTMENTAL GRANT DETENTION OPERATIONS Department Total $ $ BUDGETED EXPENDITURES/ EXPENSES 2015 12,862,021 25,419,375 2,762,282 46,597,919 87,641,597 $ 1,185,698 11,665,753 3,876,514 16,727,965 $ $ $ 3,512,165 1,719,780 8,053,870 258,954 13,544,769 $ 3,671,437 1,539,157 7,749,000 258,954 13,218,548 829,485 829,485 $ $ 23,063,043 23,063,043 $ $ 23,997,819 23,997,819 $ $ 32,035 32,035 $ $ 584,890 584,890 $ $ 611,468 611,468 1,201,936 317,688 404,698 1,924,322 $ $ $ $ 16,899 1,116,262 13,560 1,146,721 $ $ $ $ 681,582 1,093,020 361,356 2,135,958 $ $ $ $ 953,890 89,121 394,478 1,437,489 BOARD OF SUPERVISORS DIST 1: GENERAL $ Department Total $ 354,968 354,968 $ $ 8,765 8,765 $ $ 363,435 363,435 $ $ 361,973 361,973 BOARD OF SUPERVISORS DIST 2: GENERAL $ Department Total $ 354,968 354,968 $ $ 8,765 8,765 $ $ 362,348 362,348 $ $ 361,973 361,973 BOARD OF SUPERVISORS DIST 3: GENERAL $ Department Total $ 354,968 354,968 $ $ 8,765 8,765 $ $ 352,538 352,538 $ $ 361,973 361,973 AIR QUALITY: GENERAL AIR QUALITY FEES AIR QUALITY GRANT ASSESSOR: GENERAL $ $ 1132 1,905,183 72,512 4,780,549 6,758,244 $ $ $ 13,427,008 26,843,287 2,876,995 48,375,459 91,522,749 1,209,008 13,105,170 4,106,337 18,420,515 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2015 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 ACTUAL EXPENDITURES/ EXPENSES * 2014 BUDGETED EXPENDITURES/ EXPENSES 2015 BOARD OF SUPERVISORS DIST 4: GENERAL $ Department Total $ 354,968 354,968 $ $ 8,765 8,765 $ $ 358,466 358,466 $ $ 361,973 361,973 BOARD OF SUPERVISORS DIST 5: GENERAL $ Department Total $ 354,968 354,968 $ $ 8,765 8,765 $ $ 357,461 357,461 $ $ 361,973 361,973 $ Department Total $ 1,554,912 1,554,912 $ $ 47,869 47,869 $ $ 1,537,920 1,537,920 $ $ 1,663,556 1,663,556 CLERK OF THE BOARD: GENERAL $ Department Total $ 1,437,029 1,437,029 $ $ 34,423 34,423 $ $ 1,157,213 1,157,213 $ $ 1,447,540 1,447,540 CLERK OF THE SUPERIOR COURT: 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 $ 2,314,029 3,522,120 1,072,654 1,838,536 32,330,898 657,394 68,000 41,803,631 $ 2,827,080 $ 2,359,182 3,226,220 1,406,320 1,600,800 29,802,039 972,434 24,048 39,391,043 $ 2,054,822 2,632,872 1,484,995 1,147,606 34,704,601 989,959 75,000 43,089,855 $ Department Total $ 2,749,646 2,749,646 $ $ 94,039 94,039 $ $ 2,789,276 2,789,276 $ $ 2,917,302 2,917,302 CONTRACT COUNSEL: GENERAL $ Department Total $ 37,009,695 37,009,695 $ $ 78,654 78,654 $ $ 37,154,288 37,154,288 $ $ 47,007,294 47,007,294 CORRECTIONAL HEALTH: CORRECTIONAL HEALTH GRANT $ DETENTION OPERATIONS GENERAL Department Total $ 50,000 55,107,821 3,123,860 58,281,681 $ $ 25,000 57,045,122 3,171,075 60,241,197 $ 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 $ 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 $ 358,321 2,022,613 6,449,975 4,471,864 1,635,459 2,578,451 77,266,218 71,000 19,111 94,873,012 $ CALL CENTER: GENERAL CONSTABLES: GENERAL 394,810 778,960 1,171,290 482,020 $ 2,239,486 57,953 2,297,439 19,860 175,068 137,480 $ $ 70,000 $ 1133 6,646,942 480,000 70,000 7,599,350 $ $ $ 58,229,181 3,180,331 61,409,512 180,058 1,555,630 5,185,349 3,722,040 1,621,686 2,697,823 83,508,918 701,308 179,160 99,351,972 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2015 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 DEPARTMENT/FUND EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 COUNTY MANAGER: GENERAL $ NON DEPARTMENTAL GRANT Department Total $ 2,439,400 2,000 2,441,400 $ DEPUTY COUNTY MANAGER 920: GENERAL $ Department Total $ EDUCATION SERVICE: GENERAL $ SCHOOL GRANT SMALL SCHOOL SERVICE SCHOOL TRANSPORTATION SCHOOL COMMUNICATION EDUCATIONAL SUPPLEMENTAL PROG DETENTION OPERATIONS Department Total $ ACTUAL EXPENDITURES/ EXPENSES * 2014 $ $ 77,340 1,242,810 1,320,150 1,358,840 1,358,840 $ $ 3,511,902 20,593,590 109,657 600,000 603,452 1,061,291 1,654,819 28,134,711 $ $ Department Total $ 2,181,549 8,746,417 10,927,966 EMERGENCY MANAGEMENT: EMERGENCY MANAGEMENT $ GENERAL PALO VERDE Department Total $ 931,260 234,457 722,916 1,888,633 $ ELECTIONS: ELECTIONS GRANT GENERAL $ EMPLOYEE BENEFITS AND HEALTH: GENERAL PUBLIC HEALTH GRANTS MEDICAL HMO MEDICAL PPO MEDICAL HDHP W HSA 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 $ $ $ 2,454,195 1,237,065 3,691,260 $ 2,520,696 7,000 2,527,696 50,478 50,478 $ $ 1,326,087 1,326,087 $ $ 1,419,821 1,419,821 47,859 $ 3,513,764 19,117,477 99,259 411,916 275,159 973,790 935,758 25,327,123 $ 2,657,408 25,224,197 181,708 600,000 796,726 684,430 1,117,223 31,261,692 2,586,918 11,169,482 13,756,400 $ 904,159 240,455 656,128 1,800,742 $ 35,000 $ $ 2,771 85,630 $ $ 2,549,161 2,549,161 $ $ 7,228 $ 7,228 $ 241,588 $ 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 14,874 $ 1134 BUDGETED EXPENDITURES/ EXPENSES 2015 $ $ $ 256,412 $ 6,948,980 47,315,910 38,051,720 21,824,187 5,212,272 14,948,231 2,357,865 309,174 110,748 1,461,665 1,471,330 6,125,183 1,969,147 (1,157,990) 2,269,651 801,620 1,620,443 226,860 398,661 861,153 20,975,466 21,836,619 874,990 242,187 756,264 1,873,441 258,539 7,323,579 50,236,155 39,134,609 21,017,804 5,481,882 14,697,568 2,344,571 408,473 161,260 1,797,391 1,726,365 3,170,781 1,969,148 (1,157,990) 2,269,651 801,620 1,706,262 226,860 398,661 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2015 DEPARTMENT/FUND EMPLOYEE BENEFITS AND HEALTH: SUPPLEMENTAL LIFE EMPLOYEE ASSISTANCE SI DENTAL PPO DEPENDENT LIFE VOLUNTARY BENEFITS CIGNA FOR SENIORS Department Total $ ENTERPRISE TECHNOLOGY: GENERAL $ DETENTION OPERATIONS TECHNOLOGY INFRASTRUCTURE Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 3,140,997 369,603 4,309,610 348,516 892,212 638,520 163,591,405 24,139,806 16,980,745 41,120,551 ENVIRONMENTAL SERVICES: ENVIRONMTL SVCS ENV HEALTH GENERAL Department Total $ 23,174,602 3,940,266 27,114,868 EQUIPMENT SERVICES: EQUIPMENT SERVICES $ Department Total $ FACILITIES MANAGEMENT: $ GENERAL DETENTION OPERATIONS Department Total $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 ACTUAL EXPENDITURES/ EXPENSES * 2014 BUDGETED EXPENDITURES/ EXPENSES 2015 3,471,236 400,320 4,238,527 345,300 834,751 $ 14,874 $ 3,471,236 389,111 4,148,047 345,300 906,751 559,872 162,342,386 $ $ $ $ 418,800 $ $ $ $ 199,932 618,732 20,327,317 16,780,498 37,107,815 $ 163,263,323 $ $ $ $ 33,991,066 1,019,055 17,566,149 52,576,270 $ 22,172,840 4,281,840 26,454,680 $ 569,227 99,734 668,961 $ 21,701,563 3,986,912 25,688,475 17,273,320 17,273,320 $ $ 133,440 133,440 $ $ 18,794,781 18,794,781 $ $ 17,711,693 17,711,693 52,260,828 35,299,705 87,560,533 $ $ $ 42,006,954 25,442,523 67,449,477 $ $ 546,991 69,682 616,673 $ 49,263,728 32,991,406 82,255,134 $ Department Total $ 2,769,592 2,769,592 $ $ 99,053 99,053 $ $ 2,630,786 2,630,786 $ $ 2,772,594 2,772,594 FLOOD CONTROL DISTRICT: FLOOD CONTROL $ FLOOD CONTROL GRANTS FLOOD CONTROL CAPITAL PROJECTS Department Total $ 31,934,409 75,000 40,000,000 72,009,409 $ 6,062,982 84,134 $ $ 32,495,393 $ 6,147,116 $ 35,993,189 159,134 26,712,324 62,864,647 $ 40,000,000 72,495,393 $ Department Total $ 3,277,286 3,277,286 $ $ 108,772 108,772 $ $ 3,354,797 3,354,797 $ $ 4,309,478 4,309,478 HUMAN SERVICES: CDBG HOUSING TRUST $ DETENTION OPERATIONS GENERAL HUMAN SERVICES GRANTS Department Total $ 19,897,891 192,235 2,260,912 42,238,808 64,589,846 $ $ 10,960,061 169,144 2,260,912 46,344,097 59,734,214 $ 16,279,189 $ 2,260,912 44,319,456 62,859,557 FINANCE: GENERAL HUMAN RESOURCES: GENERAL $ 1135 4,228,895 4,228,895 $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2015 DEPARTMENT/FUND INTEGRATED CRIM JUSTICE INFO: DETENTION OPERATIONS $ Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 ACTUAL EXPENDITURES/ EXPENSES * 2014 BUDGETED EXPENDITURES/ EXPENSES 2015 1,564,383 1,564,383 $ $ 95,547 95,547 $ $ 1,599,826 1,599,826 $ $ 1,628,554 1,628,554 $ Department Total $ 1,734,205 1,734,205 $ $ 65,179 65,179 $ $ 1,676,419 1,676,419 $ $ 1,799,337 1,799,337 JUSTICE COURTS: GENERAL $ JUSTICE COURTS SPECIAL REVENUE JUST COURTS PHOTO ENFORCEMENT JUSTICE CT JUDICIAL ENHANCEMNT Department Total $ 15,792,908 6,589,500 312,103 1,042,000 23,736,511 $ 547,120 $ $ $ 547,120 $ 16,891,568 6,040,640 202,320 739,649 23,874,177 17,681,657 6,479,000 46,800 792,000 24,999,457 JUVENILE PROBATION: DETENTION OPERATIONS $ GENERAL JUVENILE PROBATION DIVERSION JUVENILE PROBATION GRANTS JUVENILE PROBATION SPECIAL FEE JUVENILE RESTITUTION Department Total $ 30,773,784 15,428,434 304,194 4,424,881 3,830,500 10,000 54,771,793 $ 2,291,310 1,651,323 26,368 1,077,491 $ $ $ 5,046,492 $ 31,765,113 16,870,047 327,345 4,131,595 3,568,439 7,205 56,669,744 LEGAL ADVOCATE: GENERAL $ PUBLIC DEFENDER TRAINING Department Total $ 9,123,335 53,723 9,177,058 $ 890,823 $ $ $ 890,823 $ 9,859,531 24,744 9,884,275 LEGAL DEFENDER: GENERAL $ LEGAL DEFENDER FILL THE GAP PUBLIC DEFENDER TRAINING Department Total $ 10,324,234 66,362 105,738 10,496,334 $ 1,076,798 $ $ $ 1,076,798 $ 11,587,482 66,362 80,374 11,734,218 LIBRARY DISTRICT: LIBRARY DISTRICT GRANTS LIBRARY DISTRICT LIBRARY INTERGOVERNMENTAL Department Total $ 200,000 20,809,921 4,515,096 25,525,017 $ 225,000 1,014,219 147,915 1,387,134 MANAGEMENT AND BUDGET: GENERAL $ Department Total $ 2,278,881 2,278,881 $ $ MEDICAL EXAMINER: GENERAL $ MEDICAL EXAMINER GRANT Department Total $ 7,776,675 63,614 7,840,289 $ INTERNAL AUDIT: GENERAL $ 1136 $ $ $ 34,398,313 17,279,942 334,503 4,160,865 3,830,500 10,000 60,014,123 10,786,783 48,269 10,835,052 $ 12,005,388 66,362 93,948 12,165,698 $ 385,129 19,479,323 4,135,782 24,000,234 $ 20,646,921 4,579,574 25,226,495 93,372 93,372 $ $ 2,256,656 2,256,656 $ $ 2,382,650 2,382,650 420,975 282,479 703,454 $ 7,935,065 340,714 8,275,779 $ 8,261,393 $ 8,261,393 $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2015 DEPARTMENT/FUND NON DEPARTMENTAL: COUNTY IMPROVEMENT DEBT $ 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 2014 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 16,715,180 20,775,000 53,909,175 316,273,248 51,076,289 127,500 27,846,828 162,185,773 59,061,564 543,175 708,513,732 $ 3,000,512 3,284,850 $ ACTUAL EXPENDITURES/ EXPENSES * 2014 $ (18,727,698) (45,390,007) (7,625,454) 2,715,503 $ 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 $ 61,905 5,261,068 182,629 295,960 12,086,924 PLANNING AND DEVELOPMENT: GENERAL $ PLANNING AND DEVELOPMENT FEES Department Total $ 868,232 8,057,806 8,926,038 $ PROCUREMENT SERVICES: GENERAL $ REPROGRAPHICS Department Total $ PROTECTIVE SERVICES: DETENTION OPERATIONS $ GENERAL $ Department Total $ (69,027,656) $ $ 55,296 7,909 $ 84,942 2,084 5,327 155,558 $ $ 16,715,180 6,593,584 3,851,199 238,740,140 24,950,182 41,278,926 20,901,850 186,000 353,217,061 BUDGETED EXPENDITURES/ EXPENSES 2015 $ $ 16,753,180 5,796,583 40,352,513 293,014,149 38,945,102 127,500 14,183,550 145,754,406 40,330,136 468,832 595,725,951 2,633,008 2,672,745 7,909 27,876 4,563,606 239,831 279,659 10,424,634 $ 862,305 8,146,673 9,008,978 $ $ $ 2,413,764 915,217 3,328,981 $ 1,279,802 3,212,692 7,909 108,777 6,534,860 294,794 291,411 11,730,245 868,232 8,538,986 9,407,218 $ 215,275 215,275 $ 2,343,332 788,689 3,132,021 $ 94,220 $ $ 94,220 $ 2,288,313 814,928 3,103,241 48,942 3,719,757 3,768,699 $ $ $ 137,110 137,110 $ $ $ 48,942 3,763,541 3,812,483 $ $ $ 48,942 3,861,489 3,910,431 $ Department Total $ 6,888,167 6,888,167 $ $ 627,420 627,420 $ $ 7,817,979 7,817,979 $ $ 9,231,279 9,231,279 PUBLIC DEFENDER: GENERAL $ PUBLIC DEFENDER FILL THE GAP PUBLIC DEFENDER GRANTS PUBLIC DEFENDER TRAINING Department Total $ 33,974,467 1,564,045 303,237 550,697 36,392,446 $ 3,586,383 $ $ $ 3,586,383 $ 37,557,044 1,239,565 236,492 295,767 39,328,868 38,760,010 1,113,694 236,492 567,865 40,678,061 PUBLIC ADVOCATE: GENERAL 1137 $ $ Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2015 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 DEPARTMENT/FUND PUBLIC FIDUCIARY: GENERAL EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 ACTUAL EXPENDITURES/ EXPENSES * 2014 BUDGETED EXPENDITURES/ EXPENSES 2015 $ Department Total $ 2,991,842 2,991,842 $ $ 157,060 157,060 $ $ 2,997,583 2,997,583 $ $ 3,113,186 3,113,186 PUBLIC HEALTH: GENERAL $ PUBLIC HEALTH FEES PUBLIC HEALTH GRANTS Department Total $ 10,727,580 6,063,812 42,185,759 58,977,151 $ 488,990 $ $ $ 404,167 893,157 $ 10,777,876 5,324,823 41,257,067 57,359,766 11,334,457 5,559,246 41,308,942 58,202,645 RECORDER: GENERAL $ RECORDERS SURCHARGE Department Total $ 2,077,838 5,757,989 7,835,827 $ $ $ 2,134,232 5,940,660 8,074,892 RESEARCH AND REPORTING: GENERAL $ Department Total $ $ $ $ 44,431 129,508 173,939 $ 1,810,507 4,736,427 6,546,934 326,943 326,943 $ $ 11,635 11,635 $ $ 319,801 319,801 $ $ 338,603 338,603 RISK MANAGEMENT: RISK MANAGEMENT $ COUNTY MANAGER RISK MANAGEMENT Department Total $ 29,841,029 5,049,022 34,890,051 $ $ $ $ $ 29,841,028 4,400,572 34,241,600 29,841,029 1,750,000 31,591,029 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 $ 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 $ 197,986,884 98,189,984 88,374 9,906,105 $ $ 28,625,384 $ STADIUM DISTRICT: BALLPARK OPERATIONS $ CACTUS LEAGUE OPERATIONS LONG TERM PROJECT RESERVE STADIUM DISTRICT DEBT SERVICE Department Total $ 1,653,028 1,272,788 3,503,000 4,902,882 11,331,698 $ 57,957 $ $ 5,706,856 5,764,813 $ 415,007 1,978,000 190,682 700 785,000 $ SUPERIOR COURT: CHILDRENS ISSUES EDUCATION CONCILIATION COURT FEES DOM REL MEDIATION EDUCATION EMANCIPATION ADMINISTRATION EXPEDITED CHILD SUPPORT $ 12,110,159 15,007,093 $ 1,508,132 1138 $ 13,301 7,362,198 829,336 1,356,969 111,419 315,844,570 $ $ 1,594,985 1,267,045 3,502,500 9,404,606 15,769,136 $ 411,207 1,789,421 190,682 700 722,800 $ $ 207,527,876 109,932,118 340,000 10,982,350 60,000 120,000 8,275,961 1,482,444 1,750,000 208,103 340,678,852 1,711,052 1,274,756 2,003,000 3,700,378 8,689,186 140,007 1,616,200 205,600 910,000 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments Summary by Department of Expenditures/Expenses Fiscal Year 2015 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 SUPERIOR COURT: 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 $ 76,093,152 521,600 1,296,000 614,531 115,921 2,101,600 2,599,319 6,475,000 93,186,512 2,331,883 TRANSPORTATION: TRANSPORTATION GRANTS $ TRANSPORTATION OPERATIONS TRANSPORTATION CAPITAL PROJECT Department Total $ DEPARTMENT/FUND 78,203 97,720 $ 2,507,806 $ 636,122 58,236,556 82,089,011 140,961,689 $ 215,469 998,025 $ $ 1,213,494 $ TREASURER: GENERAL $ TAXPAYER INFORMATION Department Total $ 4,707,756 304,341 5,012,097 $ 215,410 $ $ 215,410 $ WASTE RESOURCES AND RECYCLING: GENERAL $ WASTE TIRE Department Total $ 5,228,083 4,748,332 9,976,415 $ 47,127 3,279 50,406 $ ELIMINATIONS COUNTY: ELIMINATIONS $ Department Total $ ELIMINATIONS COUNTY AND DIST: ELIMINATIONS $ Department Total $ Total all Departments $ ACTUAL EXPENDITURES/ EXPENSES * 2014 BUDGETED EXPENDITURES/ EXPENSES 2015 79,143,974 438,288 1,105,431 572,718 115,921 1,646,265 2,390,286 6,044,110 94,571,803 84,634,124 506,200 1,546,000 509,200 158,000 2,101,600 2,989,816 5,199,800 100,516,547 $ 806,736 54,101,921 66,128,748 121,037,405 $ 4,906,684 304,341 5,211,025 $ $ $ 4,910,812 304,341 5,215,153 $ 4,966,782 4,736,623 9,703,405 (163,263,729) $ (163,263,729) $ $ $ (174,368,036) $ (174,368,036) $ (164,758,171) (164,758,171) (7,911,928) $ (7,911,928) $ $ $ (7,720,776) $ (7,720,776) $ (8,009,542) (8,009,542) 2,309,428,986 $ $ 24,539,309 $ 1,916,704,197 $ 684,820 61,737,434 82,578,500 145,000,754 $ $ 3,277,969 4,751,611 8,029,580 2,309,530,514 *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. 1139 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments Maricopa County , Flood Control District, Library District, Stadium District Full-Time Employees and Personnel Compensation Fiscal Year 2015 Full-Time Equivalent (FTE) Employee Salaries and Hourly Costs Retirement Costs Healthcare Costs FUND 2015 2015 2015 2015 GENERAL FUND 7,620.14 403,381,982 62,932,706 62,331,779 33,920,056 14,841,355 (80,530,962) 22,640,168 519,517,084 Regular Staff 7,250.79 399,235,295 62,932,706 62,331,779 33,195,316 14,841,355 (80,530,962) 22,640,168 514,645,657 369.35 4,146,687 Temporary Staff - Other Benefit Personnel Costs Allocations In 2015 - 2015 724,740 - Personnel Allocations Out Other Personnel Costs Total Estimated Personnel Compensation 2015 2015 2015 - - 4,871,427 11,836,324 SPECIAL REVENUE FUNDS Regular Staff 201 - ADULT PROBATION FEES 1.50 53,723 8,191 8,609 4,378 - - 204 - JUSTICE CT JUDICIAL ENHANCEMNT 3.00 164,367 13,847 26,712 17,843 - - - 222,769 25.00 822,607 96,175 198,659 67,929 - (37,764) - 1,147,606 207 - PALO VERDE 5.00 262,092 30,387 43,550 22,271 (37,517) 12,100 472,634 208 - JUDICIAL ENHANCEMENT 8.00 493,922 56,726 71,232 39,969 - - - 661,849 209 - PUBLIC DEFENDER TRAINING 3.00 144,057 16,299 26,184 11,510 52,395 211 - ADULT PROBATION GRANTS 28.25 1,300,510 141,294 250,611 109,787 113,685 215 - EMERGENCY MANAGEMENT 7.50 435,962 50,508 69,553 36,223 216 - CLERK OF THE COURT GRANTS 4.00 178,798 20,235 35,616 14,289 205 - COURT DOCUMENT RETRIEVAL 217 - CDBG HOUSING TRUST 11,761,423 139,751 - 250,059 - - 1,915,887 65,260 - 22,000 1,142,980 - - (2,845) - 412,239 (384,977) - 2,012,115 (386) 679,506 1,391,918 5.00 300,759 34,031 44,317 25,660 10,317 218 - CLERK OF COURT FILL THE GAP 47.00 1,659,710 186,896 418,488 131,998 - 219 - COUNTY ATTORNEY GRANTS 58.00 3,639,856 415,034 516,432 309,658 77,804 6,500 3,575,032 220 - DIVERSION 35.00 1,875,238 217,609 311,640 144,642 - (17,202) - 2,531,927 221 - COUNTY ATTORNEY FILL THE GAP 26.00 1,080,562 120,768 231,504 80,272 - - 14,000 1,527,106 222 - HUMAN SERVICES GRANTS 367.00 13,920,115 1,583,988 3,007,399 1,297,131 25,833 18,792,071 223 - TRANSPORTATION GRANTS 1.00 102,687 3,824 8,859 15,953 225 - SPUR CROSS RANCH CONSERVATION 1.00 41,616 4,827 8,904 4,636 152,799 226 - PLANNING AND DEVELOPMENT FEES 98.00 5,612,117 650,786 852,077 474,713 701,275 227 - JUVENILE PROBATION GRANTS 53.00 2,606,270 385,177 423,167 208,543 228 - JUVENILE PROBATION SPECIAL FEE 232 - TRANSPORTATION OPERATIONS 233 - PUBLIC DEFENDER GRANTS 409.00 20,583,880 2,338,381 3,520,906 2,031,595 3,582,236 - (1,390,252) (4,624,630) - - - - (2,632,582) 5,670,286 3,908,157 285,000 - - - - (4,030,375) 212,782 11,900 3,830,500 1,872,264 131,323 225,775 3,830,500 26,542,426 2.00 183,366 20,895 17,493 14,739 - - - 236,492 236 - RECORDERS SURCHARGE 27.00 1,796,727 197,583 227,405 143,414 - - - 2,365,129 238 - SUPERIOR COURT GRANTS 27.00 1,060,620 123,033 240,408 86,403 720,000 - 1,590 2,232,054 1.00 34,179 3,964 8,904 3,780 539 - - 26.00 995,660 117,333 223,198 111,913 289,379 - 40,000 1,777,483 53.00 2,391,398 278,904 455,650 263,995 70,812 85,000 3,085,196 116.73 5,349,752 633,308 1,015,815 480,312 76,767 - 159,683 7,715,637 5,344,595 - - 5,344,595 13,500 (13,500) 80,404 2,723,761 142,609 193,248 239 - 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 - - - - - (460,563) 51,366 48.00 1,857,315 215,447 427,392 143,203 1.00 37,214 4,319 6,236 2,871 - - - - - - 12,497 - - 561,673 (83,454) 17,921 4,181,193 110,416 6,859,982 - 12,497 251 - SHERIFF GRANTS 27.00 2,491,469 395,994 240,408 557,182 252 - INMATE SERVICES 135.00 4,732,249 553,472 1,022,764 441,081 - - 5.00 287,444 31,662 38,626 21,216 3,649 (12,497) 9,642 379,742 3,714.60 174,213,244 22,936,539 31,166,334 15,655,001 33,302,250 (2,042,651) 8,263,603 283,494,319 253 - BALLPARK OPERATIONS 255 - DETENTION OPERATIONS 256 - PROBATE FEES - - - - - 409,200 - - 409,200 257 - CONCILIATION COURT FEES - - - - - 1,441,200 - - 1,441,200 77,160 22,413 17,808 6,276 - - - - 53,651 60,886 - - 258 - SHERIFF TOWING AND IMPOUND 259 - SUPERIOR COURT SPECIAL REVENUE 262 - PUBLIC DEFENDER FILL THE GAP 2.00 7.00 468,743 - 500 - - 37,976 184,865 - 12,893 - 66,362 - - - - 200 2,101,600 12,839 3,499,184 263 - LEGAL DEFENDER FILL THE GAP - 264 - SUPERIOR COURT FILL THE GAP 33.00 1,494,210 231,438 284,830 90,922 265 - PUBLIC HEALTH FEES 59.00 2,221,182 245,718 499,170 182,399 3.00 111,007 12,607 26,712 8,379 - - - 20.00 1,198,701 138,935 191,436 91,688 - - 444 266 - CHECK ENFORCEMENT PROGRAM 267 - CRIM JUSTICE ENHANCEMENT - 19,734 4,558,800 1,214,427 (876,551) 143,891 4,558,800 819,014 66,362 158,705 1,621,204 271 - EXPEDITED CHILD SUPPORT - - - - - 583,560 - - 273 - VICTIM LOCATION - - - - - 75,000 - - 75,000 274 - CLERK OF THE COURT EDMS 275 - JUVENILE PROBATION DIVERSION 48.00 1,734,099 202,469 389,552 142,643 4.00 240,434 583,560 - (140,426) - 2,328,336 37,812 35,616 19,453 82,985 (82,985) - 333,315 276 - SPOUSAL MAINT ENF ENHANCEMENT - - - - - 108,000 - - 108,000 281 - CHILDRENS ISSUES EDUCATION - - - - - 114,960 - - 114,960 282 - DOM REL MEDIATION EDUCATION - - - - - 180,600 - - 180,600 54,643 6,339 17,808 4,212 83,554 - 2,074 168,630 290 - WASTE TIRE 2.00 1140 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments Maricopa County , Flood Control District, Library District, Stadium District Full-Time Employees and Personnel Compensation Fiscal Year 2015 FUND 503 - AIR QUALITY GRANT Full-Time Equivalent (FTE) Employee Salaries and Hourly Costs Retirement Costs Healthcare Costs 2015 2015 2015 2015 Other Benefit Personnel Costs Allocations In 2015 2015 Personnel Allocations Out Other Personnel Costs Total Estimated Personnel Compensation 2015 2015 2015 20.00 1,235,790 107,256 177,613 181,391 789,730 504 - AIR QUALITY FEES 121.50 6,607,451 765,566 1,049,591 579,202 625,370 (1,586,388) 506 - ENVIRONMTL SVCS ENV HEALTH 245.00 11,273,382 1,280,596 1,955,642 979,169 929,418 (237,240) 532 - PUBLIC HEALTH GRANTS 439.80 19,570,000 2,153,792 3,819,557 1,613,425 6,231,372 (3,961,518) 572 - ANIMAL CONTROL LICENSE SHELTER 110.00 3,954,843 462,306 954,620 460,236 85,914 (504,166) 573 - ANIMAL CONTROL GRANTS 11.00 525,442 59,558 96,930 41,636 9,989 574 - ANIMAL CONTROL FIELD OPERATION 51.00 1,818,724 206,578 447,890 151,593 257,692 (258,954) 9,795 (9,795) - 150,781 - - - 9,109,849 387,714 669 - SMALL SCHOOL SERVICE - - 500 8,072,876 - 16,180,967 17,202 29,443,830 - 5,413,753 1,200 734,755 13,020 2,636,542 2.00 112,886 12,912 15,809 9,174 100.00 6,900,369 780,288 874,567 554,625 782 - SCHOOL COMMUNICATION 6.00 261,386 43,762 51,468 31,097 209,825 (209,825) - 795 - EDUCATIONAL SUPPLEMENTAL PROG 5.00 436,685 49,123 44,520 35,461 222,130 (117,447) - 228.00 14,000,633 1,565,759 2,030,112 1,072,985 3,003,058 (5,290,542) 715 - SCHOOL GRANT 991 - FLOOD CONTROL 2,492,281 32,084 10,012 670,472 16,392,017 Temporary Staff 204 - JUSTICE CT JUDICIAL ENHANCEMNT 10.00 334,080 - - 25,554 - - - 359,634 211 - ADULT PROBATION GRANTS 6.00 238,863 - - 18,178 - - - 257,041 218 - CLERK OF COURT FILL THE GAP 1.00 39,672 - - 3,035 - - - 42,707 221 - COUNTY ATTORNEY FILL THE GAP 1.00 23,739 - - 1,815 - - - 25,554 222 - HUMAN SERVICES GRANTS 1.10 27,758 - - 2,076 - - - 29,834 227 - JUVENILE PROBATION GRANTS 0.10 4,058 - - 309 - - - 4,367 232 - TRANSPORTATION OPERATIONS 5.80 173,384 - - 15,350 - - - 188,734 240 - LAKE PLEASANT RECREATION SVCS 3.47 83,624 - - 6,397 - - - 90,021 241 - PARKS ENHANCEMENT FUND 0.48 7,487 - - 1,554 - - - 9,041 244 - LIBRARY DISTRICT 35.85 778,224 - - 67,704 - - - 845,928 246 - LIBRARY INTERGOVERNMENTAL 26.35 549,540 - - 42,040 - - - 591,580 252 - INMATE SERVICES 1.00 36,245 - - 2,772 - - - 39,017 253 - BALLPARK OPERATIONS 0.60 9,773 - - 747 - - - 10,520 255 - DETENTION OPERATIONS 9.80 238,154 - - 30,415 - - - 268,569 265 - PUBLIC HEALTH FEES 1.00 30,339 - - 2,325 - - - 32,664 504 - AIR QUALITY FEES 2.75 77,420 - - 8,789 - - - 86,209 22.65 802,357 - - 92,530 - - - 894,887 532 - PUBLIC HEALTH GRANTS 782 - SCHOOL COMMUNICATION Total Special Revenue Funds 2.00 142,279 7,016.83 328,604,251 40,326,311 58,207,186 10,882 29,600,526 85,680,890 (29,047,032) 9,331,944 153,161 522,704,076 DEBT SERVICE FUNDS Total Debt Service Funds - - - - - - - - - CAPITAL PROJECTS FUNDS 234 - TRANSPORTATION CAPITAL PROJECT - - - - - 2,986,500 - - 445 - GENERAL FUND CTY IMPROV - - - - - 382,886 - - 2,986,500 382,886 460 - TECHNOLOGY CAP IMPROVEMENT - - - - - 2,907,840 - - 2,907,840 990 - FLOOD CONTROL CAPITAL PROJECTS - - - - - 2,000,000 - - 2,000,000 Total Capital Projects Funds - - - - - 8,277,226 - - 8,277,226 INTERNAL SERVICE FUNDS Regular Staff 615 - WELLNESS 7.00 392,766 44,654 59,974 33,927 (22,696) - 508,626 618 - BENEFIT ADMINISTRATION 17.00 942,892 107,383 146,877 80,728 179,744 (35,710) - 1,421,914 654 - EQUIPMENT SERVICES 54.00 2,530,490 274,234 467,301 305,979 175,460 (1,400) 72,526 3,824,589 9.00 349,291 39,489 76,183 28,185 19,367 - - 512,515 675 - RISK MANAGEMENT 29.75 1,911,276 217,370 273,049 151,949 - - - 2,553,644 681 - TECHNOLOGY INFRASTRUCTURE 58.00 3,923,494 449,411 501,239 299,893 4,518 5,642,314 673 - REPROGRAPHICS - 1,287,406 (823,648) Temporary Staff 618 - BENEFIT ADMINISTRATION Total Internal Service Funds 174.75 10,400 10,060,609 1,132,542 1,524,624 795 901,456 1,661,977 (883,454) 77,044 11,195 14,474,797 ENTERPRISE FUNDS Total Enterprise Funds TOTAL ALL FUNDS 14,811.72 742,046,842 104,391,558 122,063,589 1141 64,422,038 110,461,448 (110,461,448) 32,049,156 1,064,973,183 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Attachments Maricopa County , Flood Control District, Library District, Stadium District Full-Time Employees and Personnel Compensation Fiscal Year 2015 FUND Regular Staff Temporary Staff Full-Time Equivalent (FTE) Employee Salaries and Hourly Costs Retirement Costs Healthcare Costs 2015 2015 2015 2015 14,311.42 734,292,759 104,391,558 500.30 7,754,083 2015 122,063,589 - Other Benefit Personnel Costs Allocations In - 63,364,031 1,058,007 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 1142 2015 110,461,448 - Personnel Allocations Out Other Personnel Costs Total Estimated Personnel Compensation 2015 2015 2015 (110,461,448) - 32,049,156 - 1,056,161,093 8,812,090 Maricopa County Annual Business Strategies FY 2015 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: 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 threshold provided. Baseline: An established level of previous or current performance that could be used to set improvement goals and provide a comparison for assessing future progress. Benchmarking: A process of collecting information on internal or external standards, processes, and/or best practices, evaluating why they are successful and applying what is learned. Budgeting for Results: A budgeting strategy where decisions are based on or informed by performance information that describes the cost or efficiency of producing an activity and the results achieved for customers—those who receive or use the services or products of a department or program. This is accomplished by structuring the accounting and budgeting systems according to the structure of departments' strategic plans. Capital Projects Budget: The first year of the Capital Improvement Program (CIP). Capital Improvement Program (CIP) Project: A capital project that has been approved as part of the Capital Improvement Program. Capital Project: A major, non-recurring project that includes one or more of the following: 1. Any acquisition of, or improvement of, land for a public purpose. 2. Any construction of a new facility (e.g., a public building, parking lot, road, or bridge etc.), or an addition to, or extension of, such a facility. 3. A nonrecurring rehabilitation that increases the service potential of the building (i.e., something which is infrequent and would not be considered annual or other recurrent maintenance) or major repair of all or a part of a building, its grounds, or a facility. 4. Any planning, feasibility, engineering, or design study related to an individual capital improvement project or to a program that is implemented through individual capital improvement projects. 1143 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Glossary 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 2015 to pay for an expenditure budgeted for FY 2014 for which an obligation has been incurred that cannot be paid by June 30, 2014. Note: Carryover items should be identified in the base budget submission. Central Services Cost Allocation Plan: An allocation of General Fund Central Service department’s costs (i.e., human resources, internal audit) to all non-General Fund departments through a consistent, logical methodology in proportion to the service or benefit received. COPs (Certificates of Participation): A method of structuring and securitizing lease payments to investors by dividing the lease payments into fractionalized interests or shares for individual sale to investors. A formal certificate represents each share, much like a bond. However, unlike bonds, COPs are typically subject to annual appropriation and do not represent a “debt” of the issuer or other lessor, but rather a proportionate interest in a flow of lease payments that are pledged to a trust. Committed Fund Balance: Resources whose use is constrained by limitations that the government imposes upon itself at its highest level of decision making and that remain binding unless removed in the same manner. Debt Service Fund: A fund used to account for the accumulation of resources for and payment of general long-term debt principal and interest such as that associated with general obligation, special assessment, and stadium district bonds. Demand Measure: The number of total units of Service requested/required/demanded by the customer; expressed as a number. Examples include, number of residents requesting job training or number of building inspection applications received. Department: An organizational unit headed by a director or elected official. In terms of financial structure, departments can have multiple funding sources, (i.e., general fund, special revenue, etc.) that are based on specified uses. The combinations of the various funds are consolidated at the department level. Discretionary Internal Service Charge: A charge for a service above the base service level that can be controlled at the discretion of the requesting department, such as fuel use, motor pool, reprographic services, long distance, cellular phones, pagers, and telecom work orders. Econometrics: A forecasting method that captures the behavioral relationships of many variables (called explanatory variables) on the variable being forecast. The method applies regression analysis to historical data to determine the marginal impact of the explanatory variable. Typically, the explanatory variables are related to the demography and/or economy of the community. Efficiency Measure: A performance measure that measures the average activity expenditure per output or result expressed in dollars. Examples include cost per participant served (output efficiency) or cost per building inspection completed within seventy-two hours (result efficiency). Eliminations: Eliminations are included in the budget to offset amounts budgeted as expenditures in one fund that are associated with offsetting revenues and expenditures in another fund. For example, 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 1144 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Glossary 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. The environmental assessment is based on data-based information and reasoned professional judgment that describes changes anticipated both from inside and outside the department. Family of Measures: A set of the four categories of performance measures that are used to measure the performance of an activity. The categories of measure are result, output, demand, and efficiency. Financial Accounting Standards Board (FASB): This private, non-profit organization is responsible for determining uniform standards for treatment of accounting items, referred to commonly as the Generally Accepted Accounting Principles (GAAP). Forecast: The Forecast scenario is an estimate of actual revenues, expenditures and performance through the end of the current fiscal year, which may be different from the Revised Budget (plan). The Forecast scenario includes actual revenues, expenditures, and performance for the current fiscal year to date, plus a projection for the remainder of the Fiscal Year. Full Time Equivalent (FTE): A value equivalent to the number of employees paid full time (forty hours per week or from 2,080 to 2,096 hours per year, depending on the calendar). A half-time position that is paid 20 hours per week equates to 0.5 FTE; four half-time positions, each paid for 20 hours per week, equals 2.0 FTE, and so on. A single position may have an FTE value greater than zero, but not greater than 1.0. A group of positions has an aggregate FTE value based on the FTE values of the specific positions within the group. Fund: A fund is used to account for revenues and expenditures with a specified purpose. Fund Transfers: Transferring monies between funds is a tool for maintaining a structurally balanced budget. Fund Balance/Equity: An amount composed of accumulated excess or deficiency of revenues less expenditures in a fund. This is measured at the beginning or end of a fiscal year. Furlough: Mandatory unpaid leave imposed on employees by a department facing a severe financial crisis. Generally Accepted Accounting Principles (GAAP): Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. General Fund: A fund accounting for all financial resources of the County, except those required to be accounted for in other funds, that serves as the County’s primary operating fund. General Obligation (GO) Bond: General Obligation Bonds are sold to raise funding for capital expenditures. General Obligation Bonds must be approved by a majority of Maricopa County residents. Funding for repayment would be provided by the County’s secondary debt service property tax levy. Governmental Accounting Standards Board (GASB): An independent not-for-profit organization formed in 1984 that is responsible for issuing accounting standards for state and local governments. Indirect Cost: A cost that is necessary for the functioning of the organization as a whole, but which cannot be directly assigned to one service. The central service cost allocation is an example of the allocation of indirect costs. Input: A volume of resources used to provide an activity. Inputs are typically stated in terms of dollars or hours, but are sometimes stated in terms of people or material resources. 1145 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Glossary 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 Fund: Fund whose revenues, expenditures/expenses, assets, or liabilities (excluding extraordinary items) are at least 10 percent of corresponding totals for all governmental or enterprise funds and at least 5 percent of the aggregate amount for all governmental and enterprise funds. In the FY 2015 Budget, the General Fund and Detention Funds are considered Major Funds. Major Maintenance: The periodic need to repair and rework building and infrastructure systems or components to maintain the original condition of the asset. This repair work does not usually make the building more useful or add to the estimated useful life of the building as a structure. Maintenance costs are normal costs that allow a capital asset to be used in a normal manner over its originally expected economic life. Examples of major maintenance include, but are not limited to: re-roofing, disassembling and rebuilding air-conditioning systems and water chillers, replacement of worn-out heating systems, and other major components. Mandate: A program that meets constitutional, statutory or court-ordered requirements from either Federal or State entities. MFR (Managing for Results): Managing for Results is a comprehensive and integrated management system that focuses on achieving results for the customer. MFR provides a common framework under which strategic planning, budgeting, and performance measurement are aligned in a unified, cyclical process with five components that support the process: Planning for Results, Budgeting for Results, Delivering Services, Analyzing and Reporting Results, and Evaluating and Improving Results. Mission: A clear, concise statement of purpose for the entire County or department. The mission focuses on the broad, yet distinct, results the County or department will achieve for its customers. Nonmajor Fund: Funds which are not major funds. Object Code: Identifies the expenditure type (e.g., fuel, maintenance, rent, and supplies). 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. 1146 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Glossary Personal Services Allocation – Out/In: An object code (795 or 796) used to record payroll expenditures that will be charged/credited to a department for work performed on a special assignment basis. The department providing the personal services will record the expenditure as a credit, and the receiving department will record the expenditure as a debit. Personnel Savings: A savings normally realized when positions are vacant or employees are paid at a lower rate than was budgeted. Position: A single specific instance of a job class, whether occupied or vacant, involving duties requiring the services of one person. A position may be full or part-time as reflected in the FTE value. Program: A set of activities that have a common purpose that produces results for customers. Programs are described in clear, results-oriented terms in a Program Purpose Statement and are aligned with the department’s Mission and Goals. Restatement: An adjustment in historical revenue or expenditure information to present it in the current format. An example would be to restate revenue and expenditure information following reorganization. Restricted Fund Balance: Resources that are subject to externally enforceable legal restrictions. Result Measure: A performance measure that measures the impact or benefit that customers experience as a consequence of receiving a department’s services, stated as a percentage or rate. Examples include percentage of job trainees who had jobs for six months or longer, or percentage of building inspections completed within seventy-two hours. Results Initiative: A request for funding above the budget base to support a program, activity and strategic goal identified in the strategic planning process. Results initiatives address mandates, demands for service caused by demographic changes, new programs, or expansion of existing programs. Results initiatives must clearly relate to the department’s mission and be supported by relevant performance measures. Revised: The Revised budget (plan) is the Adopted budget (plan) for a Fiscal Year plus any approved adjustments. Adjustments that include changes to appropriated budgets must be approved by the Board of Supervisors. Services: A service is the deliverable or product that the customer receives from a department. Services are described as nouns, not verbs, thus defining services in terms of what the customer actually receives rather than in terms of what the department does. They should also be countable. Special Revenue Fund: A fund that accounts for the proceeds of specific revenue sources (other than major capital projects) that is legally restricted to specific-purpose expenditures. Strategic Goal: A strategic goal translates resources into significant results to be achieved over the next two to five years, providing the basis for evaluating the department as a whole. Strategic Business Plan: A strategic business plan sets forth the purpose, strategic goals, operational organization, and performance expectations for a department. The strategic plan provides information 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 over the economic cycle. 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. Threshold: A dollar amount used as a starting point for a department’s budget. 1147 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Glossary 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. Zero-Based Budgeting (ZBB): A process used for detailing an overall budget and individual budgeted items rather than dealing only with proposed changes from a previous budget. 1148 Maricopa County Annual Business Strategies FY 2015 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 User Revenue Fund ICR: Issuer Credit Rating IGA: Intergovernmental Agreement ISF: Internal Service Fund IT: Information Technology 1149 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Acronyms LARC: Local Alcoholism Reception Center 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 MMCS: Maricopa Managed Care System 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 ZBB: Zero-Based Budgeting 1150 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Acknowledgements Acknowledgements The Fiscal Year 2015 Maricopa County Annual Business Strategies was made possible with the help of many dedicated individuals. Most importantly, we thank 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, Kimberly Bonham, Lauren Cochran, Cristi Cost, Carmine Davis, Jacqueline Edwards, Ida Flaherty, Angie Flick, Ron Forster, Cindy Goelz, Bridgette Hernandez, Brian Hushek, Kirk Jaeger, Christine Jasinski, Dreamlyn Johnson, Jack Patton, Scott Rothe, Harold Sigüenza, Sandi Wilson, and Zachary Wolfe. In addition, thank you to the following Office of Enterprise Technology team members who were instrumental in providing the system support and reports needed to produce this document: Ken Arnold, Diane Fedele, Mark Heeg, Lorilea Hudgins and Duane Lee. Furthermore, a special thanks goes out to Barbra Hart of the County Manager’s Office, Kim Michels of the Library District, and the Flood District staff for their photo contributions for the County and District book covers. 1151 Maricopa County Annual Business Strategies FY 2015 Adopted Budget Acknowledgements 1152