MARICOPA COUNTY Safe Communities Regional Services Growth and Economic Development FY 2016 A NNUAL BUSINESS S T R AT E G I E S Adopted Budget Fiscal Strength and Responsibility Government Operations Credits Board of Supervisors Steve Chucri, District 2, Chairman Denny Barney, District 1 Andrew Kunasek, District 3 Clint Hickman, District 4 Steve Gallardo, District 5 County Manager Tom Manos Deputy County Manager Budget Director Sandra L. Wilson Deputy Budget Directors Brian G. Hushek Cynthia A. Goelz Budget Administrator Tina Allen 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 2016 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 Benefits Conclusions 3 5 6 9 10 10 12 13 18 19 21 22 23 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 Integrated Criminal Justice Systems (ICJIS) Board of Supervisors Other Elected Officials Judicial Branch Jurisdiction Judges of the Superior Court Maricopa County Judges Justices of the Peace Constables 28 28 30 30 31 32 33 34 34 35 35 35 36 36 37 37 i Maricopa County Annual Business Strategies FY 2016 Adopted Budget Table of Contents Budget at a Glance Introduction The Budget as a Policy Document 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 38 38 38 39 39 42 42 42 44 44 44 45 45 46 46 46 46 46 46 47 47 47 48 48 48 48 48 49 49 Strategic Direction Strategic Business Planning Philosophy and Cycle Countywide Strategic Plan 2015-2018 Mission Vision Core Values Strategic Priorities and Goals Safe Communities Regional Services Government Operations Growth and Economic Development Fiscal Strength and Responsibility 50 50 50 50 51 51 51 51 52 52 52 ii Maricopa County Annual Business Strategies FY 2016 Adopted Budget Table of Contents Budget Policies and Process Policies and Their Budgetary Impact Managing for Results Policy Budgeting and Accountability 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 Budget Adoption Tentative Adoption Final Adoption Property Tax Levy Adoption Fiscal Year 2016 Budget Process Fiscal Year 2017 Budget Process Budget Adjustment Process Programmatic Budgeting 53 53 54 54 55 55 55 55 56 56 56 56 56 56 57 58 59 59 59 59 60 60 61 63 63 63 63 64 64 64 64 64 64 64 65 65 65 65 65 Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund Type iii 67 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Table of Contents Sources and Uses of Funds Reconciliation of Budget Changes Major and Non-major 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 Summary and Variance Commentary Classification of Fund Balances Estimating Fund Balances Negative Fund Balances Change in Fund Balance Consolidated Sources, Uses and Fund Balance by Fund Structural Balance Consolidated Operating Sources, Uses and Structural Balance by Fund 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 iv 68 69 73 77 81 82 86 86 86 86 91 91 91 92 93 93 93 94 95 95 96 96 97 97 98 99 100 100 100 101 101 101 101 102 103 105 106 109 110 125 129 130 135 138 140 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Table of Contents Agricultural Extension Health Care Programs Summary Fund Transfers In Fund Transfers Out Eliminations Personnel Personnel Summary by Department and Fund Personnel Summary by Market Range Title 140 140 141 144 147 147 149 153 Mandates Introduction Summary Public Safety Health, Welfare and Sanitation Highways and Streets General Government Culture and Recreation Education 163 164 166 166 167 168 168 168 Financial Forecast Executive Summary Overall Fiscal Position Structural Balance Forecast Drivers Forecast Assumptions Revenues Expenditures Capital Projects Forecast Uncertainty Financial Forecast Schedules 170 170 172 173 175 176 177 178 179 180 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 3 185 215 229 243 250 254 261 264 267 270 v Maricopa County Annual Business Strategies FY 2016 Adopted Budget Table of Contents 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 Public Fiduciary Public Health Recorder Risk Management Sheriff Superior Court Transportation Treasurer Waste Resources & Recycling 273 276 279 283 293 323 328 344 375 383 390 394 412 422 434 469 487 507 515 529 536 549 568 573 578 591 619 625 639 663 675 685 691 728 736 772 781 796 844 880 913 925 vi Maricopa County Annual Business Strategies FY 2016 Adopted Budget Table of Contents Capital Improvement Program Executive Summary Capital Improvement Program Definition Facility Capital Improvement Program Transportation Capital Improvement Program Completed Facility Capital Improvement Projects 934 935 935 936 937 Five Year CIP Budget FY 2016 CIP Budget Operating Budget Impacts Facility Project Detail Technology Project Detail Transportation Project Detail 938 940 942 943 954 968 Debt Service Debt Management Plan Debt Obligations by Type Debt Policies 991 998 1002 Attachments Citizen’s Budget Brief 2016 Budgeting for Results Guidelines and Priorities Budgeting and Accountability Policy Managing for Results Policy Policy for Administering Grants Non Departmental Policy Vehicle Replacement Policy Budget Calendar Fund Descriptions Revenue Source Codes Expenditure Object Codes Statutory Requirements Arizona State Auditor General Forms 1006 1017 1020 1028 1030 1038 1039 1041 1042 1051 1052 1054 1059 Glossary Glossary 1076 Acronyms Acronyms 1082 Acknowledgements Acknowledgements 1084 vii Maricopa County Annual Business Strategies FY 2016 Adopted Budget Motions Motions Budget Adoption 1) Adopt the Fiscal Year 2016 Maricopa County Budget in the amount of $2,234,405,833 by total appropriation, for each department, fund and function class listed in the attached schedules. This amount represents no change from the Fiscal Year 2016 Tentative Budget of $2,234,405,833. 2) Approve the attached Executive Summary. 1 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Executive Summary Executive Summary Notwithstanding the Budgeting and 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 department 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. e) The mandated payment to the State of Arizona, pursuant to A.R.S. 41-2832, as amended by HB 2680 enacted by the First Regular Session of the Fifty-second Legislature, will be paid in FY 2016 through the Elderly Assistance Fund, which is an unbudgeted fund and is not reflected in this Annual Business Strategies document, as authorized by subsection D. f) Any additional payments mandated through subsequent actions of the Fifty-second Legislature may require the County to pursue any and all additional sources of revenue, including monies of any countywide special taxing jurisdiction, for which the Board of Supervisors sits as the Board of Directors, or any special revenue fund within appointed, judicial, or elected offices. 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 2016 Budget includes the allocations for Economic Development Agencies, NonProfit Organizations and Agricultural Extension as specified in the Adopted Budget Package and any amendments put forward at the time of budget adoption. 2 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter Transmittal Letter To: Steve Chucri, Chairman, District 2 Denny Barney, Supervisor, District 1 Andrew Kunasek, Supervisor, District 3 Clint Hickman, Supervisor, District 4 Steve Gallardo, Supervisor, District 5 The FY 2016 recommended budget continues the Board’s participatory development process. Chairman Steve Chucri’s approach was to ensure efficient and effective use of the dollars budgeted and spent. The Chairman’s philosophy was to encourage departments to live within their current allocations, utilize innovation to get results, and “right-size” the personnel savings component of the budget. The County’s analytical process included optimizing the use of special revenue funds, grants, and fund balances to extend our funding capacity with minimal cost to taxpayers. Increased demands in criminal justice and health care continue to stretch our resources. However, innovative approaches to fiscal issues continue to result in taxpayer savings in this very costly element of County government. The economy is in recovery, but we have reached a new normal for expected revenue growth. The new growth pattern is significantly lower than in past years. Years of double-digit revenue increases are no longer realistic and are not expected to return in the foreseeable future. Our economic consultant Elliott Pollack and Company continues to provide excellent insight into the growth expectations for Maricopa County. They have indicated that they believe caution is advised for the FY 2016 budget. “Many things are impacting economic growth and people can still be optimistic about our longer term future. However, some of the current problems will take a while to be resolved and budgetary caution is still the recommended path.” Elliott D. Pollack and Company, April 2015 Last year during the strategic planning session, the Board of Supervisors and the Constitutional Officers developed a strategic goal regarding our cash reserve level. After an extensive review with consultants and OMB staff, it was determined that the prudent approach is to hold two months of cash reserves in the general and detention funds. This required the County to begin rebuilding its cash reserves last year and to continue on a course to reach the stated reserve level over a five-year period. An addition of $60 million was incorporated into the General Fund reserves during FY 2015, and we are continuing to build the cash reserves further for FY 2016. This recommended budget includes $32.8 million of new non-recurring funding being added to our General Fund reserves. The County will reach its cash reserve level a full three years before its anticipated plan. This is a significant achievement that will help to ensure fiscal solvency during the next economic downturn. In addition, we will set aside two months of cash reserves in the Detention Fund as we begin to plan for the Durango Jail replacement in this budget. These reserve funds will be utilized to stabilize revenues during a recession, which will inevitably occur. The total appropriation for the FY 2016 Recommended budget is $2,234,405,833. This is a slight increase over the FY 2015 Revised budget of $12.4 million or 0.6%. The operating budget went up slightly by 2.5%, but was offset by reductions in the non-recurring budget of -6.0%. In the General Fund, the budget was increased by $19.4 million or 1.5%. This was primarily needed to fund the justice and law enforcement aspects of our budget. Criminal Justice and Public Safety make up 51.83% of the 3 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter County’s overall budget. The County continues to see volume increases, cost drivers surges, and court mandate growth far in excess of its tax base. Operating increases are primarily due to increases in criminal justice and benefits, along with increased state cost shifts. A significant portion of the criminal justice costs are associated with two federal court cases that affect the Sheriff’s Office. The cases are Melendres and Graves v. Arpaio. Both cases require Maricopa County to spend funds on compliance. The first, Melendres, includes a court monitor that is overseeing many of the corrective actions required by the Federal Court. The second, Graves v. Arpaio, is a long-standing class action suit which is now primarily focused on medical and mental health services provided by Correctional Health Services within the confines of the County jails. The Detention Fund was out of structural balance in FY 2014 and FY 2015. The Board of Supervisors allowed the structural imbalance to occur because of the significant fund balance. However, a decision to replace the Durango Jail with a new one required resolving this issue in FY 2016. Approximately $19 million in this budget is going toward alleviating the structural imbalance in the Detention Fund with an infusion of funds from the General Fund. This was one of the largest accomplishments of this budget, although there are many additional criminal justice costs that will be discussed further in an upcoming section. Employee costs make up a significant portion of our operating budget. While salary increases were not funded in the FY 2016 budget, there are significant cost increases for employee health and retirement benefits which total $13.8 million in the General Fund and $7.8 million in the Detention Fund. While plan design changes were implemented to offset a significant cost increase, the ability to continue to rely on excess fund balances in the benefits trust has been diminished this year. State cost shifts continue to burden Arizona counties, creating current and future issues for local governments. In this budget cycle, the fiscal dilemma facing the State was partially passed onto the counties and cities throughout the state. However, the State included flexibility to allow local governments to utilize special revenue funds to pay for these new state mandates. While this is not a permanent solution to the cost shifts, it did allow the County to manage this new burden more easily in the FY 2016 budget. More on this issue can be found in a future section. The non-recurring or non-operating budget was reduced by $30.1 million or 6.0%. Much of the funding that was allocated will be utilized by various departments on one-time expenses like automobiles, equipment, and individual departmental technology needs. Countywide technological enhancements are recommended at $8.2 million. These countywide initiatives included strengthening cyber security, improving the IT infrastructure in remote sites, funding the upgraded software maintenance for the financial system, a rewrite of the Maricopa County public–facing internet site, and additional virtualization of the County’s servers. There is also $4.3 million for legal costs associated with the Melendres Federal Court Order. The budget has $3.7 million to fund the backlog of Capital Post Conviction Relief cases that are being handled by Public Defense Services. This is a bubble in the caseload that is expected to be subsiding over the next two fiscal years. Finally, there are several Capital Improvement Projects (CIP) that are being added to the plan this year, totaling $6.6 million in the General Fund and $185 million in the Detention Fund. They include the Chambers Building Remodel, East Court Building Renovation, West Court Building Asbestos Removal, and Durango Jail Replacement. The budget guidelines were approved by the Board of Supervisors on January 7, 2015. The Board’s directives set the tone for budget preparation each year. This year’s budget preparation process anticipated issues that would result from the State of Arizona’s structural imbalance. For this reason, the Board remained conservative. The guidelines called for a continuation of the Zero-Based Budgeting 4 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter process, utilization of the “Most Likely” revenue forecasts, achieving and maintaining structural balance, whenever possible, and restoring cash reserves and contingencies. Over the past several years, the Constitutional Expenditure Limitation has become a concern. The growth in demand for services, primarily in Public Safety, is far out pacing the Expenditure Limitation growth which is tied to the GDP deflator (general inflationary indicator). Therefore, an additional component was added to ensure that all expenditure requests would be evaluated for their impact on the County’s Expenditure Limitation as outlined in the Arizona Constitution Article 9 Section 20 and Arizona Revised Statute 41-563. Because financing mechanisms are excludable from the limitation, this strategy was added as an acceptable management tool. However, there must be an established conservative repayment plan for purchases that are financed. The Zero-Based Budget (ZBB) process was continued again during the FY 2016 budget development. The departments were selected based on three criteria. First, all departments that receive funding from the Detention Fund were required to participate. Second, two departments were selected due to the perceived need for significant additional funding. Third, one department requested to participate. The departments selected this year were: Animal Care and Control, Maricopa County Education Service Agency, Facilities Management, Adult Probation, Juvenile Probation, Correctional Health Services, Sheriff’s Office, Office of Enterprise Technology, Integrated Criminal Justice Information System, and Justice System Planning and Information. Several departments only completed the ZBB for their detention funded operations. Incremental budgeting, which occurs in most jurisdictions, is based on the assumption that the “baseline” is automatically approved. ZBB eliminates this assumption and requires departmental management to justify all expenses related to existing programs in the same way they would for new programs. The process is data-driven and requires the use of workload volumes, processing times, and mandated vs. discretionary services reviews. It has become valuable to budget staff members who are asked to make recommendations on department requests, requiring collaboration and interaction with departmental budget representatives. Departments that participated stated that it was a valuable learning experience, resulting in better outcomes even if additional funding was not approved. 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. Budget recommendations were prepared by the departments based on the instructions by the Office of Management and Budget (OMB). These instructions included: 1. Development of a sustainable, structurally-balanced budget. 2. All departments must submit their base expenditure budget requests within their budget baseline. 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 the Fall 2013, the Board of Supervisors and County administration began a new strategic planning session. The plan was approved on May 5, 2014. The new strategic planning effort included the Elected Officials and the Judicial Branch of Maricopa County working in conjunction with the Maricopa 5 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter County Board of Supervisors, and I represented the County 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 with one representation of a Strategic Goal for each category. 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 the 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. 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 the end of 2018, 100% of all air quality monitors are in compliance with the federal health standards. 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 the end of FY 2018, 80% or more of County residents indicate trust in County government. 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, 80% of participants completing workforce development training obtain job and remain employed after 6 months. 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. The goals are all stretch goals, obtainable, and measurable. The vision is to continue to improve the customer service of the organization and be able to demonstrate results. The collaborative process ensures that all parties are working toward the same objectives and striving for results that improve the region. Revenue Outlook Maricopa County has always been conservative when it comes to revenues estimates. This has ensured that we meet our revenues on a regular basis and are not forced to make budgetary adjustments midway through a fiscal year. In past years, the Board of Supervisors would direct staff to budget revenue at “Pessimistic” levels, but in the most recent past, this has been revised to budget at “Most Likely” levels. This approach has been successful due in part to our conservative revenue 6 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter forecasting approach. Maricopa County has been consulting with economist Elliott Pollack and Company for many years. They provide information on the economy, revenue projections, assessed valuation estimates, and general overall economic advice. County administration utilizes their revenue projections combined with our own observations and financial expertise to budget for “Most Likely” revenues annually. While our revenues are growing stronger and expected to continue into FY 2016, our revenues are still relatively conservative and have not yet returned to levels experienced during the pre-great recessionary period. This fiscal year, the revenues were particularly sluggish at the beginning of the year, giving concern that we may not meet our budgeted revenues in FY 2015. In fact, at the end of the third month, the County was behind in State-shared Sales Taxes, Vehicle License Taxes, and Jail Tax revenue, the three most critical revenues that support Public Safety. However, in October revenues began to pick up. The last two months have been strong, and we are now $5.1 million better than budget on Sales Taxes or 1.3%, year-to-date (YTD) through April 2015. This is a YTD increase over FY 2014 of 6.3%. The State-shared Vehicle License Taxes have been difficult to predict. Currently through April, Maricopa County is $1.8 million over budget or 1.7%. This is a year-over-year increase of 7.1%. The Highway Urban Revenue Fund (HURF) has had the strongest showing this fiscal year. Through April, YTD revenues are posting $1.9 million or 2.5% over budget. The year-over-year increase is 9.7%, with some individual month’s postings in the double-digit growth category. The most troublesome of the large tax-based revenues is the Jail Tax. This is a local tax to Maricopa County approved by the voters in 1998. Through April, this revenue is under budget by $1.4 million or -1.2%. The growth year over year is only 5.1%. It is doing better over the last several months but may not meet the budget prior to year-end close. Below are the revenue projections for FY 2016. Based on the most recent month’s receipts, these growth increases are quite conservative. Most Likely $492,019,045 $138,282,676 $146,085,926 $98,175,564 State Shared Sales Tax: Vehicle License Tax: Jail Excise Tax: Highway User Revenue Funds: State-Shared Sales Tax $500 $492.02 $480.41 $464.22 $460.96 $443.65 $450 $394.92 $418.64 Millions 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 throughout 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. +5.70% +4.10% +3.40% +2.40% $400.45 $385.49 $400 $366.29 $350 *FY 2014 Actual is net of receipts for one-time prior year reclasification ** FY 2015 Forecast ***FY 2016 Recommended Tentative Budget 7 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter The State-shared Sales Tax or Transaction Privilege Tax (TPT) is the largest revenue source for the General Fund, budgeted at $492 million for FY 2016. This revenue source fluctuates with the economy. When the economy is growing, the sales taxes grow. During times of recession, it declines. The graph to the right illustrates the changes that have occurred over the past decade. The year-overyear growth is 6.3% through April receipts. With a projected growth of 5.7% for FY 2016, the County should exceed the budget unless an unforeseen economic downturn occurs. Millions 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 revenue is budgeted for FY 2016 at $138.3 million. This tax has been hard to predict. Receipts grow when there are marketing and promotions that generate new car sales. The budget for next year includes a 4.1% growth over the FY 2015 budget. This is again a modest growth based on the most recent month’s history. The last three months have posted over 5%. The Jail Excise Tax is a local tax 380 approved by the voters in 1998 for use in $376.03 $376.03 Detention Fund Structural Balance building and operating the adult and juvenile detention facilities and to lower $360.37 the inmate and juvenile populations. This 360 sales-based tax is a 1/5 of a cent tax and Structural Balance will expire in FY 2027. This tax has been $350.26 most problematic this past year and is still $342.41 not meeting the budgeted level in FY $10.11 M Structural Deficit 340 2015. Because of the slow growth in this $334.77 revenue stream, the detention fund $7.64 M Structural Deficit cannot sustain structural balance without assistance from the County’s General 320 Fund. The budget for next year is $146.1 FY 2014 FY 2015 FY 2016 million, which is a 3.4% growth, more than SOURCES USES 2% points below the State-shared Sales Tax. Staff will continue to keep a close eye on this revenue. 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 has picked up this past year, perhaps because of the precipitous drop in gasoline prices. This encourages more automobile travel and more gas purchases. Year-to-date, the growth is 9.7% or $6.9 million over last year. Next year’s budget for this revenue is $98.2 million. The overall revenue picture for Maricopa County is shown on the graph to the right. The largest revenues are state-shared sales taxes (22.02%), property taxes including penalties and interest (21.33%), and fund balance (16.24%), which are the one-time funds that are utilized for one-time expenses. Next are several revenues, including permits, patient revenue, fees, fines, and charges (11.69%). The next categories are grants and intergovernmental agreements with governmental entities (9.78%) and the state-shared vehicle license tax (6.58%). Then, the local sales or jail State Shared Sales 22.02% FY 2016 Recommended Budget Sources: $2,234,405,833 Property Taxes, Penalties and Interest 21.33% Miscellaneous & Interest 1.43% Highway User Revenues 4.39% Sales Taxes 6.54% State Shared Vehicle License Taxes 6.58% 8 Fund Balances 16.24% Other Intergovernmental & Grants 9.78% Permits, Patient Revenue, Fees, Fines & Charges 11.69% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter tax (6.54%) which is utilized for funding of adult and juvenile detention facilities. The last two revenues are highway user revenues (4.39%) and miscellaneous and interest (1.43%). The biggest reduction is the fund balance which continues to shrink during the years after the recession. Property Taxes The net assessed value (with the SRP effective value) is increasing by $1.182 billion. This increase is less than last year but is still an acceptable growth in values. This is the first year that includes the impact of a new initiative (Prop 117) passed by the voters in the 2012 general election. This new initiative will reduce assessed valuation into the future. Proposition 117 puts a cap on growth of 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, without raising property tax rates. Maricopa County’s primary property tax levy, excluding the SRP payment in lieu of taxes, will be $471,193,529 for FY 2016 (the SRP payment will be $10,318,967). There will be an increase in the property tax levy this coming year of $28.4 million, which is a revenue increase of 6.4%. Maricopa County is significantly below its maximum legislative allowable levy. By law, the maximum levy grows each year by 2% against a base year of 1980. For FY 2016, the maximum levy for Maricopa County will be $628,350,368. With the adoption of the FY 2016 budget, the County will be $157.2 million or 25% below the maximum levy. Fiscal Primary Year Tax Bill 2005 $131.37 2006 $141.86 2007 $145.66 2008 $156.58 2009 $167.56 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 had a value of $110,600 in FY 2015, and it will be $116,078 in FY 2016. 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 primary property tax bill will be $157.97 on the median home. The chart to the right illustrates the minimal impact in the primary property taxes on a median home from FY 2005 to FY 2016. The tax bill is still below the high of $174.50 in FY 2010 when home values were at their highest point in the market over the past decade. 2010 $174.50 2011 $154.47 2012 $154.47 2013 $137.72 2014 $130.63 2015 $146.09 2016 $157.97 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 $183 million in General and Detention Fund Technology and Capital Improvement projects that are being funded with cash. However, although there is cash available for funding these projects, Maricopa County may be issuing debt in order to effectively manage the Expenditure Limitation issue. 9 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter 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 $49.51 million, an increase of $5.85 million. The Library District is levying $19.25 million, a decrease of $253,523. 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 public safety (51.83%) and health, welfare and sanitation (22.90%) costs. Many of the health care costs are mandated payments to the State of Arizona. The next largest category is General Government (16.35%), which includes several Constitutional Offices, Assessor, Recorder, Elections, and Treasurer. Next would be Highways and Streets (6.95%) 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 (1.39%) category. MCESA handles mandated services and other grant-funded educational functions to the school districts in our County. Finally, culture and recreation (0.58%) is the Parks and Recreation department. The largest category of expenditures is criminal justice and public safety. It comprises 51.83% 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, Public Defense Services, Public Fiduciary, Sheriff, and Superior Court. Last year, these FY 2016 Recommended Budget expenses were 51.19% of the budget. This Culture and Uses: $2,234,405,833 Recreation increase is due primarily to the costs 0.58% Education Public Safety associated with the replacement of the 1.39% 51.83% Durango Jail. Operational increases included Highways and Streets are for the Sheriff’s Office compliance with the 6.95% Melendres Order at $4.48 million, two new Initial Appearance courtrooms for the Superior Court of $783,195, increases in Public Defense costs of $8.3 million, and new probation staff costs of $3.2 million. There will General be more on the specifics of justice and law Government 16.35% enforcement in a later section. Health Welfare and Sanitation The other large category is Health, Welfare 22.90% and Sanitation, which is 22.90% 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 economy has remained in a growth pattern over the past 12 months. Throughout FY 2015, improvements in our major revenues have continued, and collections have been climbing. Nationally, job growth is improving, and unemployment is now under 6% nationally and 4.8% in Greater Phoenix as of March 2015. Greater Phoenix has regained 87% of the jobs that were lost during the recession. 10 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter With that said, there are still 10.9% of workers nationwide that are considered “underemployed” since the great recession. In the State of Arizona, job growth is also improving. In 2010, Arizona was 49th in job growth. Now, 5 years later we are 14th in job growth, which is certainly a significant improvement. But, we are still far behind our strong economic base that existed during the pre-recessionary period. In 2006, Arizona was 2nd in job growth. Consumer Confidence 1978 – 2015* Source: The Conference Board Recession Periods 150 140 130 120 110 100 90 80 70 60 50 40 30 20 Jan-7 8 Jan-7 9 Jan-8 0 Jan-8 1 Jan-8 2 Jan-8 3 Jan-8 4 Jan-8 5 Jan-8 6 Jan-8 7 Jan-8 8 Jan-8 9 Jan-9 0 Jan-9 1 Jan-9 2 Jan-9 3 Jan-9 4 Jan-9 5 Jan-9 6 Jan-9 7 Jan-9 8 Jan-9 9 Jan-0 0 Jan-0 1 Jan-0 2 Jan-0 3 Jan-0 4 Jan-0 5 Jan-0 6 Jan-0 7 Jan-0 8 Jan-0 9 Jan-1 0 Jan-1 1 Jan-1 2 Jan-1 3 Jan-1 4 Jan-1 5 Consumer confidence drives spending and economic activity. Data indicates that consumer confidence is continuing in an upward trend and is significantly higher than the low point in January 2009 (see the graph to the right). This confidence manifests in purchases of goods and services. Stateshared Sales Taxes have continued to increase year-over-year since December, with the latest month (April) a 10% increase over last year. The April receipts for Vehicle License Taxes are 12.6% over April 2014. Maricopa County’s local sales taxes (jail excise tax) are growing at a slower rate of 8.4% in April but still a good indicator of a stronger recovery. *Data through March 2015. Elliott D. Pollack & Company Population growth also propels economic activities. Population growth for the State of Arizona is 1.3%, significantly below the pre-recessionary average of 3.2%. According to the Economic Outlook report from the University of Arizona Eller School of Management, state population growth is expected to reach 122,400 by 2017. This net migration figure is a result of a rise in U.S. income and job growth. The outcome will be more financial flexibility and migration into the State of Arizona. Population growth will affect construction and related jobs, income increases, with consumer spending rising, resulting in economic benefits. Another important economic indicator 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 continues to decline. This is excellent news. However, the millennials have and will impact the housing market. This issue continues to be discussed in the media. In a recent article in the Washington Post, they point out that the millennials’ preferences, job prospects, financial capacity and politics will impact housing into the future. Homeownership rate in greater Phoenix continues to decline. In 2006, homeownership was 72.5%, and in 2014, it dropped to 61.9%. The graphic to the left indicates sharp homeownership decline in both the U.S. and Greater Phoenix area. More millennials are living at home with their parents. Adults age 24 – 34 living with parents has increased from 10.2% in 2003 to 14.7% in 2014. Other factors affecting housing include negative equity, FHA loan limits, foreclosures, short sales, and student loans. In summary, there are positive economic indicators 11 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter that point to continued growth. The growth is at a new normal level, but is steady. Consumers are spending, businesses are investing, and normalcy is returning. However, caution is still necessary as we look into the future. The FY 2016 budget has incorporated this thoughtful approach in our revenue projections for the coming year, and it should ensure that we can weather unforeseen issues that could arise as we move forward. State Budget Impacts The State of Arizona continues to impact our fiscal condition. 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. This year was no different. The state had pressing fiscal issues due to an adverse decision in the Cave Creek Unified School District vs. Dean Martin case (CV 2010-017113) that affected the school financing formula and mandated more rigorious funding requirements for Arizona schools. Per the Joint Legislative Budget Committee, the immediate ongoing impact of this ruling is more than $320 million in FY 2016. Still pending is a decision on whether the State will be required to make “back payments” which would amount to more than $1.2 billion. In FY 2016, there were three cost shifts to counties that resulted in additional ongoing operational financial commitments. The first is a requirement to fund a portion of the State Juvenile Corrections department. The cost shift was distributed to counties based on general population. For Maricopa County, the cost next year is estimated to be $7.2 million. The Arizona Department of Revenue’s function is to collect taxes for the state and local governments. The new cost shift requires local governments to pay a portion of the cost of this state department by reimbursing the state for the cost of collections. This is a new financial burden that is expected to cost over $4 million in FY 2016. Both of these costs are anticipated to continue into the future. These cost shifts will be paid for with fund balance from the Elderly Assistance Fund and the Library District, although this is a temporary fix. The full cost will need to be built into the operating budget if the state continues to pass this unfunded mandate to counties and cities. Finally, the Presidential Preference Election will occur in winter 2015. This election is normally paid by the State. In the coming year, the state will only partially pay for the cost of the election. The net cost impact to Maricopa County will be $1.9 million. In total, the additional financial burden next year is $13.9 million. Since the Great Recession, we have been tracking all of the state cost shifts. Since 2008, Maricopa County has had over $269 million in adverse budgetary impacts from the State of Arizona. As you can see from the chart below, the financial burden is increasing, and the FY 2016 cost shifts total $32.2 million next year. Estimated State Budget Impacts on Maricopa County, FY 2008 to FY 2016 Mandated Contribution Sweep ALTCS Refunds HURF Diversion to DPS HURF Diversion to MVD Reduce, Eliminate Lottery Revenue SVP Payments 100% Superior Court Judges Salaries Assessor - DOR Capital PCR - ongoing Capital PCR - start up Reduction in State-Shared Sales Tax for Utilities used in Manufacturing Reduction in Jail Excise Tax for Utilities used in Manufacturing Juvenile Corrections Cost Shift DOR Cost Shift Presidential Preference Election Prior Years $ 103,668,300 11,078,831 25,085,316 6,662,102 749,316 9,500,000 18,025,158 282,000 - FY 2013 $ FY 2014 8,551,343 249,772 4,000,000 9,012,579 282,000 361,315 64,962 $ FY 2015 8,627,680 249,772 3,200,000 9,012,579 282,000 361,315 - $ 4,492,963 249,772 2,106,649 9,155,758 282,000 447,723 - FY 2016 $ 5,095,023 249,772 2,106,649 9,354,345 282,000 447,723 - TOTALS $ 103,668,300 11,078,831 51,852,325 6,662,102 1,748,404 20,913,298 54,560,419 1,410,000 1,618,076 64,962 - - - 1,000,000 1,000,000 2,000,000 $ 175,051,023 $ 22,521,971 $ 21,733,346 600,000 $ 18,334,865 600,000 7,166,033 4,030,498 1,912,221 $ 32,244,264 1,200,000 7,166,033 4,030,498 1,912,221 $ 269,885,469 12 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter Maricopa County was aware that this budget cycle was going to be difficult before the budget process began. During his Chaimanship speech in January, Chairman Chucri predicted the events that then unfolded during the FY 2016 Budget Development Cycle as noted in the quote below. “It is said that Maricopa County is successful because we don’t wear rose colored glasses when we’re projecting revenues. . . But as you all know, we in county government are not always the master of our own destiny. We are an arm of state government. This year promises to be an uphill climb as the state considers its budget goals. There will no doubt be more problems than solutions.” Chairman Steve Chucri Justice and Public Safety Justice and Law Enforcement is a primary Public Defense Capital Trial Open Case History responsibility of Maricopa County. Almost 52% of the budget is allocated to Justice and Average Cases Open Monthly Expenditures Public Safety. Growth in the budget for the 120 $25.0M coming year is related to essential and necessary community services, with Criminal 100 $20.0M Justice topping the list. A number of Constitutional Offices and the Judicial Branch 80 are a part of, or are funded by, Maricopa $15.0M County. The Superior Court of Arizona in 60 Maricopa County is funded primarily by the $10.0M County, as well as Adult and Juvenile 40 Probation which are all part of the Judicial $5.0M Branch. The Justice Courts and the 20 Constables, both with elected officials, are also funded by the County. The County 0 $0.0M FY10 FY11 FY12 FY13 FY14 FY15 Proj FY16 Rec 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 Criminal Justice System. Public Defense Services received the largest increase in the FY 2016 budget as cost drivers continue to escalate due to volumes and unavoidable mandates. The Public Defense Services (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 and subsequent Arizona legislation 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 at the trial level was addressed and reached a low of 78 in the fall of 2013. It is now increasing, and there are a total of 101 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 functioning at caseload maximums, new demands are increasingly being assigned to contract attorneys. On average, a capital case that goes to trial costs $522,011. In comparison, a Non-Capital Murder 1 Case on average costs $25,554 when represented by contract counsel. Because of the caseload volumes, the FY 2016 budget contains $1,574,568 in additional funding for this issue. Resolved capital cases resulting in a death sentence are automatically 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 13 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter few attorneys met the Supreme Court’s standard for trying capital PCR cases. This is a case type that is not handled by the County Attorney. 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 additional qualified attorneys began to handle the backlogged cases. The County’s capital PCR caseload spiked from a steady level of 3 - 4 cases open at a time to a monthly average of 47.5 in FY 2015. The FY 2016 budget is based on 50.5 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 more than tenfold since FY 2010. The recommended FY 2016 budget associated with capital PCRs includes an operating appropriation increase of $455,152. In addition, the FY 2016 budget includes a non-recurring appropriation of $3,652,470 to continue addressing the backlog. Another cost that has been growing at a doubledigit rate is dependency cases. This is a component of Public Defense Services that is not paralleled in the County Attorney’s Office. The Dependency Court is housed in the Superior Court. Dependency is a proceeding in which the state alleges that parents are not able to properly care for their children without the intervention and assistance of the Arizona Department of Child Safety. In more serious cases, the dependency action can lead to the permanent termination of parental rights. In all cases, the parents and the children are entitled to representation at the County’s expense. Since FY 2007, the number of dependency filings has increased by 156% through FY 2015’s projection, with an increase in budget for FY 2016 of $4,289,625. This trend is shown in the graph to the right. Public Defense Dependency History New Dependency Case Assignments Expenditures 20,000 $35.0M 18,000 $30.0M 16,000 $25.0M 14,000 12,000 $20.0M 10,000 $15.0M 8,000 6,000 $10.0M 4,000 $5.0M 2,000 0 $0.0M FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 Proj FY16 Rec Note: These statistics are not what is currently reported i n MfR. This i s the data we ca n produce most consistently for the l onger period of ti me. This data may not match previously reported versions, even i f in this format. This data has been upda ted where new i nformation is a vailable. 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 was incorporated into the operating budget in FY 2015. The program improved the permanency decision process for more than 1,500 children under the age of three. 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. While this program has improved efficiency and outcome of dependency cases, the workload in this court continues to significantly climb. The Superior Court of Arizona in Maricopa County is funded primarily by Maricopa County. In FY 2011, the State of Arizona mandated that Maricopa County pay 100% of the judges’ salaries as a cost saving measure for the state. In all other counties in Arizona, that cost is shared by the State and the county government. This cost burden is $9 million and continues to be borne by Maricopa County. The Superior Court is the central nervous system of the Criminal Justice process. Without a highly functioning court system, the justice system’s incarcerations, prosecution, and defense costs would increase dramatically. The Superior Court’s FY 2016 General Fund operating budget absorbed several 14 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter cost increases without incurring a growth in its budget. Because of the volume increases, the FY 2015 budget added three new court divisions, and the FY 2016 budget includes funding for two new Initial Appearance Courts. The cost of the two new divisions is $783,195, not including the costs for the Clerk of the Court which will be discussed later. Also included in the budget are cost increases for an X-ray service contract, parent conference reports, and interpreter contract increases. These increased costs were offset by an adjustment in the personnel savings from 4.23% to 6.0% based on actual savings in the current fiscal year. Other significant items in the Superior Court budget include: Disaster Recovery equipment ($0.668 million), courtroom technology recording equipment ($1.5 million), and further development of their case management system ($1.9 million). FY16 Q4 FY16 Q3 FY16 Q2 FY16 Q1 FY15 Q4 FY15 Q3 FY15 Q2 FY15 Q1 FY14 Q4 FY14 Q3 FY14 Q2 FY14 Q1 FY13 Q4 FY13 Q3 FY13 Q2 FY13 Q1 FY12 Q4 FY12 Q3 FY12 Q2 FY12 Q1 Another department that is part of the Judicial Branch is Adult Probation. Since the beginning of FY 2012, Adult Probation has been experiencing Average Sex Offender Population an increase in specialized populations, thus an increase in caseload. One such example 2,400 is the Sex Offender population which is 2,300 expected to increase from 2,084 in 2014 to 2,328 by the end of FY 2016. This increase 2,200 is expected to continue as 78% of the Sex 2,100 Offender population is sentenced to lifetime 2,000 probation. Another dramatic increase is in 1,900 the Intensive Probation population. This 1,800 population is anticipated to grow from 871 in FY 2014 to 975 by the end of FY 2016. To meet the caseload increase in all populations, 30 full-time positions as well as the accompanying supplies and vehicles were added in FY 2016. These additions as well as the increase in probation officer retirement costs resulted in a $4.2 million increase in the overall Adult Probation Department’s budget. Juvenile Probation is the last component of the Judicial Branch controlled by the Superior Court. As of April 2015, the average daily population in Juvenile Detention is 192 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 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. Overall, the FY 2016 budget for Juvenile Probation decreased. In the General Fund, the budget decreased by 2.2%, and the Detention Fund’s decreased by 1.2% due to budget adjustments which properly reflect their personnel savings. Even with the decreased budget capacity, there is funding for a Community Based Alternative to Secure Placement ($559,015) that was their highest budget priority. 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 the public. In the FY 2016 budget, the operating budget is increasing by approximately $205,650 in order to provide courtroom support for the new Initial Appearance courts, and $191,701 to replace funding that was previously provided by the Fill the Gap Fund. The Clerk’s Office also has a $2.3 million carryforward for the replacement of their Restitution, Fines and Reimbursements System. 15 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter 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 2015. This decrease in revenue is expected to continue through FY 2016. The Justice Courts General Fund operating budget has decreased by 0.1% due to a decrease in the retirement contribution rate. 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. MCAO’s General Fund operating budget for FY 2016 is increasing by only 0.4%, even though 26 new positions are being added to the General Fund as follows: one (1) Management Analyst to assume responsibilities of maintaining Commission on Accreditation for Law Enforcement Agencies (CALEA); two (2) Social Workers to address increases in telephone and foot traffic from victims; four (4) Prosecutor positions to maintain current recruitment/hiring strategies; four (4) Justice System Clerks Sr. positions to process increased restitution requests; four (4) Office Assistants Specialized positions for the Investigative Division to assist in locating victims and/or witnesses; five (5) Legal Assistants to support new prosecutors; and six (6) Justice System Clerk Associates to support all of the aforementioned positions. Four (4) positions are also being moved from the Diversion Fund to the General Fund and one (1) from the General Fund to the Grant Fund. The majority of these General Fund costs were absorbed in the budget by increasing budgeted personnel savings to a level for which the office has been achieving. The Maricopa County Sheriff’s Office (MCSO) is responsible for law enforcement in the unincorporated areas of the County and 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 2016 tentative budget has an increase of 1.7% in General Fund operating expenditures and a 0.7% increase in Detention Fund operating costs, both of which are primarily due to the increase in retirement contribution rates. Further, MCSO will receive an increase of 45.1% in General Fund Melendres Operating funding in order to comply with the Melendres Court Order. The MCSO Detention Fund’s operating budget also includes funding increased for Overtime, the Victim Notification Unit, the Sexually Violent Persons Unit, and the Criminal Intelligence Analysts for the Jail 5,500 19 5,000 17 4,500 4,000 15 2011 16 2012 2013 2014 2015 YTD Avg Length of Stay in Days ADP In the General Fund, MCSO is receiving an increase for an unfunded mandate ($170,432) from the Department of Public Safety (DPS). DPS will no longer register sexually violent persons, making this the sole responsibility of MCSO. The Average Daily Population Average Length of Stay (Rel)* General Fund also received increases 8,500 29 associated with overtime and retirement 8,000 27 contribution rates. These increases are 7,500 25 mostly offset by an adjustment to 7,000 personnel savings to appropriately reflect 23 6,500 turnover in MCSO. 6,000 21 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter Intelligence Unit. The majority of the increase in the Detention Fund is related to a $2.9 million increase in retirement contributions. These increases are also mostly offset by an adjustment to personnel savings to appropriately reflect turnover in MCSO. 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 will also receive one-time funding for laundry and kitchen equipment and an interactive voice response system. The laundry equipment includes air compressors, sorting bins, and a rail and lift system which will cost $397,000. The equipment has reached the end of its useful life and needs to be replaced. Several items in the kitchen need to replaced. Food service chuck wagons, food service trays and tray wash dish machines have reached the end of their useful life. MCSO received $340,000 to replace these items. 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 in the October Supplemental Permanent Injunction/Judgment Order (above) which 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. It also provided for a Court Appointed Monitor. The total operating costs for implementation of the order for FY 2016 will be $14,431,887. These costs include: training, outreach meetings, data collection and analysis software and hardware, development and implementation of an early intervention system, overtime, bi-lingual pay and litigation costs. In addition, there is an estimated $3 million in operating costs for the Court Appointed Monitor budgeted in Non Departmental, as well as contingencies for additional court-ordered costs of $2 million and costs associated with legal costs and attorney fees of $4.3 million. The FY 2016 budget for Melendres is $23.8 million. 17 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter General Government and Education Systems Maricopa County Educational Services Agency (MCESA) is the educational arm of Maricopa County government. This agency, overseen by the Superintendent of Schools, provides services to school districts, teachers, and students throughout Maricopa County. Their services include: school finance and payroll services, small school services, election services, grant management, homeschooling, private school oversight, assessments, educator effectiveness, performance standards, Science, Technology, Engineering, and Mathematics (STEM). Additionally, the Juvenile Transition program (TJST) is in its last year of a three-year pilot. The recommended budget for MCESA for FY 2016 is flat to the current budget. The Transitioning Juveniles through Successful Transition (TJST) works with justice system providers, mental health organizations, workforce development, youth services, school districts, and other organizations to implement a systemic program to coordinate support services for students who become justice-involved. This pilot program was slated to be evaluated this budget cycle to determine the outcome of the pilot. However, there was insufficient data for evaluation. The program will be continued for the first 3 months of FY 2016 and then will be reevaluated at the end the first quarter. In the meantime, the Board of Supervisors has asked MCESA to work with Adult Probation, Juvenile Probation, and the Office of Management and Budget to realign the program’s goals more directly with education. An Interdepartmental Agreement (IDA) must be brought to the Board by September 30, 2015, with the new goals outlined. If this occurs, then funding will be continued through the end of the fiscal year. There is an additional $838,219 of Nonrecurring Funding set aside in the Detention Fund to continue the pilot for another nine months. This decision will be made by the Board in the Fall. There are additional activities in the FY 2016 recommended budget that deserve notation. Two major general government software upgrades are funded in the recommended budget: the Assessor’s Computer Aided Mass Appraisal (CAMA) 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 provide the technology needed for 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. The planning phase of the project was completed in FY 2015, and implementation will begin in FY 2016. In addition, the ESRI Desktop Review Pilot Project will now be included as part of the Assessor’s General Fund operating budget, of which they have chosen to absorb by eliminating 15 full-time equivalent employees at an approximate cost of $874,000. This project shows at the same time street front photographs, building sketches, and other property characteristics for active parcels from the Assessor user’s assigned work list. 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 Management, and Procurement Management. The project costs budgeted for FY 2016 are $11.4 18 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter million. In addition, $2.2 million in new operating costs were included in the Office of Enterprise Technology’s budget for the software maintenance of this system. 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 has drafted a technology roadmap that will be used as a guide in the system replacement process. A project reserve in the amount of $8.4 million has been set aside for this project. The Recorder and Elections departments are both constitutional offices that provide mandated 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 is 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 state-of-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 continue the utilization of electronic poll books at polling places, which will improve accuracy and decrease confusion for voters and poll workers. In the recommended budget, there is $4.3 million in funding for the Presidential Preference Election that will take place this coming winter. In the past, the cost of the election was funded entirely by the State of Arizona. However, in FY 2016, the budget will be short $1.9 million which will need to be covered by Maricopa County government. 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 will occur into the future. 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 be continuous as various funding methods are being considered. A strategic planning process to discuss funding of new CIP is expected to occur in the fall of 2015, prior to the next budget development cycle. 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). 19 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter There are a total of 85 projects for FY 2016: 15 technology projects, 15 facilities projects, 55 transportation 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, Enterprise Resources Planning System for the offices of Management and Budget, Finance and Procurement, 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, Management and Budget, Finance, and Procurement started the upgrading process of their outdated systems in FY 2014 and will meet major milestones in FY 2016 as full implementation is expected in following fiscal years. Facilities projects consist of East Court improvements for the build out of the 8th floor to updated courtrooms ($4,699,814), the Chambers Building remodel for the exterior restoration and interior tenant improvements ($1 million) and the West Court asbestos removal ($944,182). The largest facility project that will begin in FY 2016 is at the Durango campus. Planning and programming of the new Intake and Holding Jail will begin. After the completion of a Jail Master Plan in FY 2015, work will begin on the construction of the new jail and partial demolition of the existing facility at the Durango Campus. The facility will improve intake requirements and meet court-mandated times. The facility also offers a flexible open plan that serves short-term needs of the intake process without additional transfers and relocations that add time and cost to processing. In addition, the facility serves the needs of pre-sentencing. The total cost of this project is budgeted at $185 million. After years of planning, construction of the new Southwest Justice Courts will start in FY 2016. The project (sketch below) will consist of 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. North View East View West View South View 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. 20 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter The Maricopa County Department of Transportation (MCDOT) continues to make progress with the Northern Parkway Project and will complete construction of the Reems and Litchfield overpasses in FY 2015, Phase I of Landscaping in FY 2016, with substantial completion in FY 2017. The County’s Parks and Recreation Department continues its development of the Maricopa Regional Trail System and the study of the Vulture Mountain Recreation Area for future management and development. Finally, projects that were completed in FY 2015 include the Security Building Remodel and the Maximo Maintenance Management System. Even though construction of the Sheriff’s Headquarters Building is complete, there are final close-out items that will continue into FY 2016. Health Care Issues Health, Welfare and Sanitation accounts for 22.90% 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 $174.7 million for FY 2016. The largest mandated contribution is $153.3 million for the Arizona Long Term Care System (ALTCS), the State’s Medicaid long-term care program. The County will also have to pay $19.2 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 increased by $3 million 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 $2.2 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 2016 is $55.1 million, which is a $2.3 million increase over FY 2015 based on estimated costs 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 population 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) this year in February 2015. This 21 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter 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 received additional requirements that will be implemented by September 2015. The FY 2016 budget includes $2.3 million to implement these requirements. 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 records 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 $2.3 million carried forward to FY 2016 to finalize the project. Implementation is another necessary element 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. CHS also received increases to their General Fund and Detention Fund budgets due to the continuing increase in pharmaceutical costs. Graves v. Arpaio requirements for continuity of care require CHS to keep inmates on the same medication they were receiving prior to entry into jail. This requirement, in conjunction with ordinary cost increases, required an increase of approximately $82,000 in the General Fund and $2.35 million in the Detention Fund. 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. Public Health’s FY 2016 budget includes a reduction of 1.7%. This is mainly due to a decrease in retirement contribution rates and Risk management charges. Employee Compensation and Benefits 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. This year, there is no funding for Pay for Performance for the County’s 12,700 plus employees. Over the past two years, the County has funded Performance Pay and Market increases for County employees. However, in this year’s budget, funding was limited and needed to be allocated to other major employee issues with the Retirement Systems and Employee Health Benefits. There are several retirement systems that are managed by the State of Arizona who service the employees of Maricopa County. The systems are the Arizona State Retirement System (ASRS), Public Safety Personnel Retirement System (PSPRS), Elected Officials Retirement Plan (EORP), Probation Officer Retirement Plan (PORP), and Correctional Officers Retirement Plan (CORP). The contribution rates increased from 39.66% to 48.83% for PSPRS, 16.12% to 19.95% for PORP, and CORP rates increased from 13.45% to 16.25%. While there was no change to EORP and a slight decrease in ASRS, the reductions did not mitigate the significant increases in the employer contributions to PSPRS, PORP and CORP. The net increases were $10,371,272 in all County funds. 22 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter Maricopa County provides health insurance coverage and other benefits to over 11,550 employees and, when combined with their eligible covered family members, a total of almost 27,500 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. Millions However, as we move into FY 2016, costs in Benefits Trust Fund Balance the Employee Benefit Trust have begun to 50 $45 increase. The Benefit Trust has been over $43 45 funded for the past five years. At the end of $38 40 FY 2010, the trust was $10.3 million beyond 35 the reserve requirements. Over the past several fiscal years, employee and employer 30 rates have been set to allow the County to 25 $21 burn off excessive fund balances in the 20 Employee Benefits Trust. Premium holidays $15 15 have occurred in fiscal years 2011, 2014 and 2015. This has reduced the Trust fund 10 FY 2012 FY 2013 FY 2014 FY 2015* FY 2016* and will require rates to increase in the *Forecasted coming year. The increase in employer premiums in FY 2016 will be $11.4 million. However, there will still be one premium holiday which will have a positive impact on employee’s take home pay. Conclusions This is a budget with significant accomplishments. The budget includes funding for the replacement of the aging Durango Jail and the structural imbalance in the Detention fund. The County will be replenishing its cash reserves and achieving its strategic goal which is defined as two months of operating capacity in reserves. These are great achievements, and there are many others contained in the budget details. These accomplishments are a result of a collaborative process with Chairman Chucri and Board members, the County constitutional officers, the Judicial Branch, and our appointed officials. Appreciation goes out to County staff for fully participating to achieve a structurally balanced budget that ensures frugal use of our limited resources. Sincerely, Tom Manos Maricopa County Manager 23 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transmittal Letter On May 18, 2015, the Board of Supervisors approved the FY 2016 Tentative Budget in the amount of $2,234,405,833. On June 22, 2014, the Board of Supervisors approved the FY 2016 Budget in the amount of $2,234,405,833. This amount represented no change from the Tentative Budget. On August 17, 2015, the Board of Supervisors approved the FY 2016 Tax Levy and Rates. 24 Maricopa County Annual Business Strategies FY 2016 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 4.087 million as of 2014, 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 experiment with agricultural production, using the Salt and Gila rivers as the main source of water. 25 Maricopa County Annual Business Strategies FY 2016 Adopted Budget County Profile 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 4,087,191 in 2014, a 7 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 2016 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 level is typically low during the summer months, which significantly tempers the 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 generally has good air quality throughout the year. 27 Maricopa County Annual Business Strategies FY 2016 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 and a half 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 56%, 41% and 64%. 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 35 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 1.9 per 1,000 population rate of natural increase from births with 77% of the births by mothers between the ages of 20 and 34, according to the Arizona Health Status and Vital Statistics 2013. Local Economy and Business Environment The unique aspects of Maricopa County’s population, climate and government policies have laid the foundation for a 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 Fiscal Year 2014-15 Nonfarm Wage & Salary Employment (Percent Distribution) Source: U.S. Bureau of Labor Statistics and the Arizona Office of Employment and Population Statistics 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% 5.3% 6.3% 19.8% 1.9% 9.0% 16.9% 14.7% 10.7% 3.5% 11.8% Arizona United States 100% 5.4% 0.5% 4.9% 6.0% 19.2% 1.7% 7.3% 15.0% 14.9% 11.1% 3.5% 15.9% 100% 5.1% 0.6% 4.5% 8.8% 19.0% 2.0% 5.7% 13.8% 15.4% 10.6% 4.0% 15.5% Data through February 2015 **NOTE: As of March 2005, DES no longer breaks out mining from construction in Maricopa County 28 Maricopa County Annual Business Strategies FY 2016 Adopted Budget County Profile net benefit to the community as a whole. This implies designing projects that yield a positive return on the County investment. Second, the County is also taking a leading role in partnering with other government entities in the State. Thus far, this has included participating with local economic development organizations, partnering with local municipalities within the County, and blending resources with the State of Arizona. Maricopa County Top 10 Employers Company # of Employees Banner Health 22,561 State of Arizona 21,805 Walmart 15,000 City of Phoenix 12,876 Frys Food Stores 12,642 Maricopa County 12,584 Arizona State University 12,167 Intel Corporation 12,023 Wells Fargo 11,277 Bank of America 10,662 Source: 2013 Maricopa Association of Governments Employment Data Northern Trust, a global financial institution based in Chicago, publicly announced February 2015 that the company will establish a new operating center in Tempe, supporting its national and international banking business. The center, expected to open in mid-2015, will grow to 1,000 full-time employees over the next three years. Revel Systems, the world’s leading iPad Point of Sale platform, announced in January 2015 it has expanded operations into Arizona through a new Scottsdale office. The company will create 160 new jobs during the next three years to drive its global sales growth. San Francisco-based Zenefits, the free, cloudbased human resources technology company that automates and eliminates time-consuming paperwork for small and medium-sized businesses, announced plans to create more than 1,300 new full-time jobs with the launch of its new office in Scottsdale, Arizona. 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. 29 Maricopa County Annual Business Strategies FY 2016 Adopted Budget County Profile Maricopa County’s economic base continues to evolve and become more diverse. The reliance on tourism and construction is decreasing as other industries grow. The International Genomics Consortium and the Translational Genomics Research Institute (TGEN) are evidence of Maricopa County’s leadership in bioscience, providing a base of expertise and knowledge that enhances the area’s ability to develop and attract bioscience-related companies. In addition, the Arizona State University-Capital Center campus in Phoenix enhances downtown and the businesses located there. 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 second 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 national headquarters of the University of Phoenix (the largest private university in North America) is also located in Maricopa County. Although these large and well known institutions form the largest sources of education within the County, the County is home to many more universities, colleges, and schools that provide technical, vocational, executive, job-specific and interdisciplinary studies and research programs. Transportation Infrastructure Maricopa County is well positioned for easy access 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-8, I-10, 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 is one of the top ten busiest airports in the nation and ranked 25th 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 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 40,016 daily. The newly constructed PHX Sky Train® is a free automated 30 Maricopa County Annual Business Strategies FY 2016 Adopted Budget County Profile train that transports travelers between the 44th Street and Washington Valley Metro Light Rail, the East Economy parking area, Terminals 3 and 4. The PHX Sky Train® operates 24-hours a day, 365 day a year and runs every three to four minutes. Amenities at the 44th Street and Washington Station include, early bag check, boarding pass kiosks, and a pet park. 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 replete with 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. Maricopa County is scheduled to be the host of the College Football National Championship game in 2016 and the NCAA Final Four in 2017. 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 31 Maricopa County Annual Business Strategies FY 2016 Adopted Budget County Profile teams. The City of Glendale is home to the University of Phoenix Football Stadium. The area is world famous for golfing and golf tournaments 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 over 12,500 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 2016 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 Legal Contract Defender Counsel Correctional Health Employee Benefits & Health Enterprise Technology Emergency Management Legal Legal Defender Defender Public Health Human Services Parks & Recreation Environmental Services Contract Public Counsel Advocate Medical Examiner Public Public Defender Defender NonDepartmental Public Defense Services Animal Care & Control Planning & Development Air Quality Transportation Legal Legal Advocate Advocate Waste Resources & Recycling Public Fiduciary Equipment Services Facilities Management Protective Services 33 Maricopa County Annual Business Strategies FY 2016 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 is a subdivision of the Arizona State government. The Board of Supervisors is the governing body for the County. Each member represents one of 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. Informal meetings are also held on a regular basis 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 2016 Adopted Budget District District District District District 1: 2: 3: 4: 5: Supervisor Supervisor Supervisor Supervisor Supervisor County Profile Denny Barney Steve Chucri (Chairman) Andrew Kunasek Clint Hickman Steve Gallardo 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 2016 Adopted Budget County Profile Judges of the Superior Court The Superior Court is comprised of 98 Judges and 61 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. Judge Adleman, Jay Anderson, Aimee Anderson, Arthur Astrowsky, Brad Bailey, Cynthia Barton, Janet Bassett, Edward Beene, James Bergin, Dawn Blomo, James Brain, Mark Brnovich, Susan Brodman, Roger Brotherton Jr., William Campagnolo, Theodore Coffey, Rodrick Cohen, Bruce Cohen, Susanne Contes, Connie Cooper, Katherine Coury, Christopher Crawford, Janice Cunanan, David Ditsworth, John Duncan, Sally Fenzel, Alfred Fink, Dean Fish, Geoffrey Flores, Lisa Foster Jr., George Div 74 Div 49 Div 6 Div 70 Div 65 Div 10 Div 50 Div 54 Div 46 Div 63 Div 61 Div 51 Div 43 Div 38 Div 88 Div 77 Div 27 Div 73 Div 19 Div 66 Div 57 Div 68 Div 71 Div 13 Div 22 Div 5 Div 40 Div 81 Div 34 Div 21 Judge Judge Fox, Dewain Div 86 Moskowitz, Frank Frasher Gates, Pamela Div 56 Mroz, Rosa Gama, J. Richard Div 9 Mullins, Karen Garcia, Jeanne Div 25 Myers, Samuel Gass, David Div 52 O’Connor, Karen Gentry-Lewis, Jo Lynn Div 29 Oberbillig, Robert Gerlach, Douglas Div 60 Padilla, Jose Gordon, Michael Div 31 Palmer, David Granville, Warren Div 7 Pineda, Susanna Green, Jennifer Div 85 Polk, Jay Hearn Svoboda, Pamela Div 69 Rea, John Hannah Jr., John Div 33 Reinstein, Peter Harrison, Cari Div 14 Ryan, Timothy Hegyi, Hugh Div 41 Ryan-Touhill, Jennifer Herrod, Michael Div 64 Sanders, Teresa Hoffman, Kristin Div 28 Sciarrotta Jr., Joseph Horn-Bustamante, Lori Div 79 Sinclair, Joan Kemp, Michael Div 26 Smith, James Kiley, Daniel Div 58 Starr, Patricia Klein, Andrew Div 16 Steinle III, Roland Kreamer, Joseph Div 42 Stephens, Sherry Mahoney, Margaret Div 20 Talamante, David Martin, Daniel Div 45 Thomason, Timothy McClennen, Crane Div 1 Thompson, Peter McCoy, Scott Div 53 Udall, David McMurdie, Paul Div 32 Viola, Danielle McNally, Colleen Div 11 Warner, Randall Mead, Kathleen Div 76 Welty, Joseph Mikitish, Joseph Div 75 Whitten, Christopher **Divisions 89-98 are Vacant as of July 1, 2015 Div 83 Div 24 Div 36 Div 47 Div 8 Div 2 Div 35 Div 55 Div 44 Div 67 Div 23 Div 3 Div 30 Div 84 Div 17 Div 82 Div 72 Div 87 Div 78 Div 12 Div 15 Div 4 Div 80 Div 59 Div 18 Div 62 Div 48 Div 39 Div 37 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. Presiding Judge Superior Court Presiding Associate Presiding Criminal Civil Probate/Mental Health Judicial Officer Hon. J. Barton Hon. J. Welty Hon. S. Myers Hon. R. Warner Hon. A. Klein Presiding Judge Family Court Juvenile Tax Southeast Northwest Northeast 36 Judicial Officer Hon. P. McMurdie Hon. C. McNally Hon. C. Whitten Hon. R. Oberbillig Hon. K. Mead Hon. J. Kreamer Maricopa County Annual Business Strategies FY 2016 Adopted Budget County Profile Justices of the Peace 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 Keegan Miles Steven Urie Joe B Getzwiller John McComish Precinct Agua Fria Arcadia Biltmore Arrowhead County Meadows Desert Ridge Downtown Dreamy Draw East Mesa Encanto Hassayampa Highland Ironwood Kyrene Justice of the Peace Donald Watts Andy Gastelum Michael Reagan Rebecca Macbeth Cecil Ash Gerald A. Williams Keith Frankel Sam Goodman Cody Williams Tyler Kissel Rachel Torres Carrillo Mark Anderson David Osterfeld 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 Constables There are 26 elected Constables in Maricopa County. Constables shall attend the courts of Justices of the Peace within their precincts when required, and within their counties execute, serve and return all processes and notices directed or delivered to them by a Justice of the Peace. A Constable is an elected officer of the County and must live in the precinct to which elected. Constables stand for election every four years. Constable Alfredo Gamez   Carolyn Lane   Ron Myers   Kenneth Sumner   Cory Hazlett   Doug Clark   Doug Middleton   Ken Allen   Maria Ligocki-Russell   Scott Blake   Phil Freestone   Billy Joe Spurlock   Brandon Schmoll Precinct   Agua Fria   Arcadia Biltmore   Arrowhead   Country Meadow   Desert Ridge   Downtown   Dreamy Draw   East Mesa   Encanto   Hassayampa   Highland   Ironwood   Kyrene Constable   Lennie McCloskey   Frank Canez   David Lester   J. Richard Coplan   Ed Malles   Brent McCleve   Kevin Jones   Stephen Allen   Jimmie Munoz   Gary Johnson   Rudy SantaCruz   Fred Arnett   Mark Sinclair 37 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 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget At A Glance Budget at a Glance Introduction For 22 years, Maricopa County’s Office of Management and Budget has received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation award. 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. One example is the Managing for Results Policy, which is 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. 38 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget At A Glance 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 and Accountability Policy: The purpose of the Budgeting and Accountability Policy is to direct development and management of Board approved budgets for appointed, elected, and judicial branch Departments, as well as Special Districts and to ensure accountability and compliance with the law. This policy promotes financial stability while providing Departments with flexibility in managing their allocated resources. 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. Goals and Objectives of Organizational Units Maricopa County’s organizational units consist of 57 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 Human Services Department has a goal that “By end of FY 2018, Maricopa County Human Services Department will provide greater opportunities for low-income individuals and families by increasing a variety of funding sources, including private and in-kind resources, by 10%.” This goal describes longterm 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 Adult Probation Department. Maricopa County Strategic Priorities/Goals: • Safe Communities o 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. 39 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget At A Glance Adult Probation Mission Statement: 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. Adult Probation Strategic Goals (connected to Safe Communities): • By the end of FY 2020, Maricopa County Adult Probation Department (MCAPD) will enhance public safety by achieving the following benchmarks: o Maintain the rate of successful completions from probation at 70% or higher; o Reduce the number of probationers convicted of a new felony offense to 8% or lower; o Reduce the number of probationers committed to the Department of Corrections to 25% or lower; o Increase the rate of successful completions from Pretrial Supervision to 75% or higher. • By the end of FY 2020, MCAPD customers (neighborhoods, courts, offenders, and victims) will benefit from improved case processing by achieving the following benchmarks: o Maintain the on-time rate for submitting presentence reports to the Court without a continuance at 98% or higher; o Increase victim restitution payments collected to 65% or higher; o Increase community restitution work hours completed to 52% or higher; o Increase the use of the Offender Screening Tool for probation-eligible offenders to 90% or higher. • By the end of FY 2020, MCAPD will improve services to neighborhoods, courts, offenders, and victims as evidenced by achieving the following benchmarks: o Maintain victim satisfaction at 70% or higher; o Maintain offender satisfaction at 86% or higher; o Maintain criminal court bench satisfaction at 85% or higher; o Maintain criminal justice partner satisfaction at 85% or higher. Program Name: BEHAVIORAL CHANGE Program Purpose: The purpose of the Behavioral Change Program is to provide assessment, treatment and education services to offenders so that they can experience positive behavioral change. 40 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget At A Glance 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 2014 ACTUAL 61.9% FY 2015 REVISED 72.7% FY 2015 FORECAST 52.9% FY 2016 ADOPTED 69.0% REV VS ADOPTED VAR % (3.7%) -5.1% 98.3% 99.7% 97.8% 98.1% (1.6%) -1.6% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 78.5% 82.3% 78.0% 82.3% (0.0%) -0.1% N/A N/A N/A N/A N/A N/A 59.1% 61.3% 58.5% 61.3% 0.0% 0.0% 39.1% 36.1% 40.3% 40.4% 4.3% 11.9% 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. 41 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result 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. 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. Budget At A Glance FY 2014 ACTUAL 59.1% FY 2015 REVISED 61.3% FY 2015 FORECAST 58.5% FY 2016 ADOPTED 61.3% 39.1% 36.1% 40.3% 40.4% 4.3% 11.9% 2,520 2,364 3,282 3,202 838 35.4% 1,049 1,984 1,052 1,048 (936) -47.2% 1,491 1,490 1,565 74 5.0% 1,687 1,778 1,524 1,778 0 0.0% 6,448 7,702 8,134 7,702 - 0.0% 9.1% N/A N/A $ 3,457.81 $ 3,256.29 $ REV VS ADOPTED VAR % 0.0% 0.0% 3,141.88 $ 315.93 (401,061) (562) (401,623) -17.3% -6.7% -17.2% 120,740 129,309 (15,321) 3,824 238,552 4.9% 6.8% -510.7% 0.5% 4.6% Revenue 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ 2,448,253 8,312 $ 2,456,565 $ 2,324,594 8,398 $ 2,332,992 $ 2,117,021 8,433 $ 2,125,454 $ 1,923,533 7,836 $ 1,931,369 $ 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 2,339,416 1,672,213 11,538 797,256 $ 4,820,423 $ 2,445,379 1,893,408 3,000 813,811 $ 5,155,598 $ 2,263,126 1,746,039 5,366 837,337 $ 4,851,868 $ 2,324,639 1,764,099 18,321 809,987 $ 4,917,046 $ $ Expenditure $ Budget Priorities and Issues The Transmittal Letter articulates budget priorities and issues for all funds, including significant priority changes from the prior fiscal year, and the factors that led to those changes. These priorities and issues are highlighted by headings in the Transmittal Letter, which include: 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 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. 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 42 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget At A Glance 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 follow of appropriated funds, with their 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. 220 Diversion: A.R.S. §11-361 establishes the ability of counties to offer special supervision programs for non-violent offenders in order to divert them from incarceration. Funds are used to provide alternatives to criminal prosecution to appropriate offenders so that they can receive drug rehabilitation services without the cost of prosecution. 245 Justice Courts Special Revenue: Established for the purpose of defraying expenses of justice court services by providing improvements in court technology, operations and facilities to enable the courts to respond quickly to changing statutory and case processing needs. Operations are funded by a user’s charge to be added to the Defensive Driving School Diversion Fee as of March 1, 1998. 267 Criminal Justice Enhancement: The Criminal Justice Enhancement fund accounts for monies that are allocated to county attorneys from the Arizona State Criminal Justice Enhancement fund (A.R.S. §41-2401). The funds are to be used for the purpose of enhancing prosecutorial efforts. A complete listing of funds and descriptions is included in the Attachments section. 43 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget At A Glance Revenues, Expenditures, and Other Financing Sources and Uses The Budget Summary Schedules section provides a single consolidated overview of all resources and expenditures budgeted for all funds, as well as summaries of all major revenues and expenditures by fund, type, category, object and department. Maricopa County’s budget is annual, not biennial, therefore summaries of revenues and other resources, and of expenditures are provided for a threeyear time span, including the prior year actual, current year budget, estimated current year actual, and “Forecast” upcoming budget year. Major Revenue Sources, Trends, and Underlying Assumptions The major revenue sources for all funds are identified below and further described in detail, including charts and tables, in the Budget Summary section. For major tax-based revenues, economicforecasting models are applied. A sample of the major assumptions underlying the primary property tax levy for the budget year is provided in the Revenue Sources and Variance Commentary section, including the basis for the estimate and associated trends. Revenue trends for the upcoming budget are discussed for each of the major revenue sources and enhanced with graphics. An example is provided to the right for the Jail Excise Tax, with full detail, including charts and tables, from the Revenue Sources and Variance Commentary section. The only special sales tax in Maricopa County at this time is the Jail Excise Tax. 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. Jail Excise Tax Fiscal Year 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 * ** *** *** *** *** *** Annual Collections $ 145,389,195 138,206,968 116,878,703 107,094,679 112,451,802 118,052,954 124,595,909 133,929,832 139,316,149 146,085,926 153,682,395 161,673,879 169,595,899 177,906,098 186,623,497 Growth Rate 5.4% -4.9% -15.4% -8.4% 5.0% 5.0% 5.5% 7.5% 4.0% 4.9% 5.2% 5.2% 4.9% 4.9% 4.9% In November 1998, Maricopa County voters approved the Jail Excise Tax to fund construction and operation of adult and juvenile detention facilities. Tax authority began in January * Forecast 1999 and was to expire after nine years or collections of $900 ** Budget million. The $900 million was reached in FY 2007. In ***Source Elliott D. Pollack & Co. Forecast (Most Likely ) 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 was in decline from FY 2007 through FY 2010 due to the financial recession. In FY 2011, positive year-over-year growth resumed, demonstrating signs of recovery. The increase in FY 2014 revenues were partially due to a one-time payment correcting prior years. FY 2015 collections are forecasted to be on the order of 4% growth and the Most Likely revenue forecast projects a steady 5% growth through FY 2021. Fund Balances All fund balances potentially available for appropriation (including those funds carrying a zero balance) along with beginning and ending fund balances and variance commentary may be found in the Budget Summary section under Beginning Fund Balance and Variance Commentary. Schedules are provided that list the estimated beginning fund balances, projected Sources and Uses for the upcoming fiscal year, and the resulting estimated fund balances at the end of the upcoming fiscal year, classified based on GASB 54 fund balance classifications. Narratives describing each fund are included in the Attachments section entitled Fund Descriptions. 44 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget At A Glance 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 – Phoenix 5 Facilities Management Sheriff’s Office June 2016 Project Purpose Statement Safe Communities The Cell Door Release Improvements at the Fourth Avenue Jail are necessary to create safe and secure cells for an increasing number of inmates transitioning from wanting to cause harm to themselves back to standard classified housing, and while still under mental health care. 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 The Fourth Avenue Jail Project includes improving the emergency door release system for cell doors throughout the jail by fabricating and installing a new manual lock device for approximately 2,400 cell doors. Funding continues this project which began in FY 2014. Funding/Cost Summary CELL DOOR RELEASE FAJ 455 - DETENTION CAPITAL PROJECTS $ Project Total $ Previous Actuals 69,058 $ 69,058 $ Projected FY 2015 1,174,135 $ 1,174,135 $ Year 1 FY 2016 1,201,805 $ 1,201,805 $ Year 2 Year 3 FY 2017 Year 4 FY 2018 - $ - $ Year 5 FY 2019 - $ - $ 5-Year FY 2020 - $ - $ - $ - $ Total 1,201,805 $ 1,201,805 $ Total Project 2,444,998 2,444,998 Operating Cost Summary The cell door release project at the Fourth Avenue Jail consists of improvements to existing space and will not have any additional operational impact to the Facilities Operations and Maintenance budget. 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 Capital Improvement Program section describes if, and to what extent, capital improvements will affect Maricopa County’s current and future operating budget. The focus is on reasonably quantifiable additional costs and savings (direct and indirect), and other service impacts that result from capital project spending. Future operating costs related to new facilities constructed or acquired through the CIP are carefully considered before project commitments are made. It is the County’s philosophy and policy that new capital projects will be undertaken only if future operating revenues are reasonably estimated to be 45 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget At A Glance 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 that 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 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 46 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget At A Glance 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. The FY 2016 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 2016 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 and Accountability Policy provides for the control of the budget at the department level. Detail regarding Maricopa County’s other planning processes and their effects upon the budget, including those mentioned above, (i.e., Managing for Results Policy and the Budgeting and Accountability Policy), along with the Vehicle Replacement Policy, General Government Policy, Policy for Administering Grants, 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 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. 47 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget At A Glance 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. 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 locate information quickly. 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. 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. APD: Adult Probation Department CIP: Capital Improvement Program 48 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget At A Glance 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 Summary, and Department Strategic Business Plans and Budgets sections to view the areas containing the most charts and graphs. 49 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Strategic Direction Strategic Direction Strategic Business Planning Philosophy and Cycle The County is committed to providing high-quality services to its customers and ensuring that the most critical needs of the community are being met with measurable results. The County integrates planning, budgeting, reporting, evaluating, and decision making for all Maricopa County departments and agencies. This strategic process provides direction for making good business decisions based on performance, and makes departments/agencies accountable for results. Maricopa County is meeting the challenges of shifting demand for services and difficult economic times with a careful allocation of funding to meet public service needs. Departments update strategic business plans (SBP) as needed and include strategic and operational elements. Strategically, issues and potential issues from external sources are identified which will affect the department in a three to five year horizon. Goals that mitigate the risks are built in response to the issues. Operationally, business objectives representing the tasks needed to achieve the goals can be included in the SBP. The activities and performance measures associated with the activities link in to the fiscal year. In keeping with the budget development cycle, all changes to SBPs that affect these elements are completed and approved prior to the start of the budget preparation cycle. Every activity will have a set of four performance measures that focus on the end service recipient (customer): Demand – what is requested; Output – what is provided; Result – the quality of the service provided; Expenditure Ratio – a trend measure of cost to service provision. Departments may include as many of these measures as needed and may also include inward facing measures (indices, workload, populations, etc.). 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. On May 5, 2014, the Board of Supervisors officially adopted the following strategic plan. It was updated in March 2015. 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. 50 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Strategic Direction Core Values • • • • • • • Public Interest First; Open and Honest; Accountable; Measure Results; Relentless Improvement; Communicate and Collaborate; and All People Realize Their Full Potential. 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: By the end of FY 2016, for moderate to high risk Seriously Mentally Ill (SMI) offenders, decrease the recidivism rate by at least 5 percentage points by providing them with continuity of appropriate treatment and services during and after incarceration. Continue to reduce the recidivism rates for moderate to high risk SMI offenders through 2020 in amounts based upon results achieved in 2016. 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 51 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Strategic Direction 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 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. County Indicators: Citizen Satisfaction with County Performance and County Communication • Voluntary Employee Turnover Rate 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. 52 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Policies and Process Budget Policies and Process Policies and Their Budgetary Impact Maricopa County has achieved and maintained financial stability by developing and implementing a series of budget and financial policies that guide fiscal management and budgetary decisions. These policies address a number of issues, including budget development, the degree of budgetary control, reserves, tax reduction, and managing for results. These policies, approved by the Board of Supervisors, incorporate “best practices” in the field of state and local government budgeting and financial management, and are aligned with Maricopa County’s Managing for Results system. All policies are updated as necessary to comply with changes in legislation and business practices. Following is an overview of the key policies, specifically addressing each policy’s applicability to the budget process. The full text of each policy is located in the Attachments section. Managing for Results Policy The Managing for Results Policy establishes a framework that integrates planning, budgeting, reporting, evaluating and decision making for all Maricopa County departments. Managing for Results is a management system that establishes the requirements to fulfill the County’s Mission and Vision of accountability to its citizens. The policy is promulgated as part of the annual County budget process under the authority of the Board. Key provisions: • “Managing for Results” means that the entire organization, its management system, its employees and its organizational culture (beliefs, behavior and language) are focused on achieving results for the customer. Managing for Results provides direction for making good business decisions based on performance, and makes departments/agencies accountable for results. • All Departments will participate in the Managing for Results system and shall comply with the policy. • The County Manager will develop and present a Countywide strategic plan to the Board. • The mission, strategic goals, services, results and performance measures for a department are set forth in strategic business plans. Departments will participate in the annual Planning for Results process by developing and submitting strategic business plans for review as part of the budget process with required elements and in the prescribed format. • All managers will work with assigned employees to establish performance plans that align with department strategic business plans. • The Office of Management and Budget (OMB) and the Department of Finance will develop and maintain a financial structure aligned with the Managing for Results system. • OMB will review department strategic business plans and performance measures as a basis for funding recommendations. • Departments will report on their family of performance measures for budget and planning purposes quarterly, according to the annual budget calendar. 53 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Policies and Process • Internal Audit will review and report on strategic business plans and performance measures. • The Board directs all managers to use performance information to manage activities effectively and efficiently. Managers will consider performance information in making policy and program decisions. Budgeting and Accountability Policy The purpose of the Budgeting and Accountability Policy is to direct development and management of Board approved budgets for appointed, elected and judicial branch departments as well as Special Districts and to ensure accountability and compliance with the law. This policy promotes financial stability while providing departments with flexibility in managing their allocated resources. Key provisions: • Each year, the Board will establish priorities and guidelines for budget development and will adopt Appropriated Budgets for all Departments. • A Structurally Balanced Budget is required throughout the budget development and implementation process. The County operating standard is that expected revenues will at all times equal on-going expenditures over the economic cycle. • The County determines the expected General Fund operating revenue for the upcoming Fiscal Year and the budget guidelines that ensure that operating expenditures do not exceed expected revenue. • The County uses a lump sum budgeting method where Departments are allocated an Appropriated Budget at the start of each Fiscal Year. Departments are expected to manage their allocated funds according to their needs for the full Fiscal Year. Revisions to Appropriated Budgets are allowed only with Board approval. • The Board approves the budget at the Department, Fund and Function level unless specifically noted. • The Board segregates a portion of the General Fund resources for budget stabilization, which will be sufficient to minimize cash flow borrowing. It may also be used for future year Capital Improvement Program and technology expenses and/or appropriated for contingencies in the current Fiscal Year. • The Board will maintain the property tax levy to provide sufficient levels of service for the County’s Operating Fund, Library District, Flood Control District and Debt Service Fund. 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 baselines, 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. 54 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Policies and Process Summary of Significant Accounting Policies The accounting policies of Maricopa County conform to generally accepted accounting principles (GAAP) applicable to governmental units adopted by the Governmental Accounting Standards Board (GASB). Reporting Entity Maricopa County is a general-purpose local government governed by a separately elected board of five county supervisors. Financial statements present the activities of the County (the primary government) and its component units. Component units are legally separate entities for which the County is considered 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 influence the programs, projects, activities, and level of services provided by the District significantly; therefore, the District is considered a blended component unit of the County. 55 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Policies and Process 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 influence the programs, projects, activities, and level of services provided by the District significantly; therefore, the District is considered a blended component unit of the County. Maricopa County Public Finance Corporation Maricopa County Public Finance Corporation is a nonprofit corporation created by the Maricopa County Board of Supervisors that exists primarily to assist the County in the acquisition, construction, and improvement of County facilities, including real property and personal property. The Board of Directors of the Public Finance Corporation is subject to the approval of the County Board of Supervisors and the corporation exists primarily for the benefit of the County; therefore, the Corporation is considered a blended component unit of the County. The corporation has issued certificates of participation, lease revenue bonds, and lease trust certificates that evidence undivided proportionate interests in rent payments to be made under the lease agreements, with an option to purchase, between Maricopa County and the Corporation. Since this debt is in substance the County’s obligation, these liabilities and resulting assets are reported on the County’s financial statements. 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 influence the activities and level of services provided by the Districts significantly; 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 influence the programs, projects, activities, and level of services provided by the District significantly; 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. 56 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Policies and Process 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. 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 inter-fund activity has been eliminated from the government-wide financial statements to minimize the double counting of internal activities. However, charges for inter-fund services provided and used are not eliminated if doing so would distort the direct costs and program revenues reported by the departments concerned. Fund financial statements provide information about the County’s funds, including fiduciary funds and blended component units. Separate statements are presented for the governmental, proprietary, and fiduciary fund categories. The emphasis of fund financial statements is on major governmental and enterprise funds, each displayed in a separate column. All remaining governmental and enterprise funds are aggregated and reported as non-major funds. Fiduciary funds are aggregated and reported by fund type. Proprietary fund revenues and expenses are classified as either operating or non-operating. Operating revenues and expenses generally result from transactions associated with the fund’s principal activity. Accordingly, revenues, such as user charges and net patient service revenues, in which each party receives and gives up essentially equal values, are reported as operating revenues. Non-operating revenues, such as subsidies and investment income, result from transactions in which the parties do not exchange equal values. Revenues generated by ancillary activities are also reported as non-operating revenues. Operating expenses include the cost of services, administrative expenses, and depreciation on capital assets. Other expenses, such as interest expense, are considered nonoperating expenses. The County reports the following major governmental funds: 57 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Policies and Process The General Fund – is the County’s primary operating fund. It accounts for all financial resources of the general government, except those required to be accounted for in another fund. The Detention Operations Fund – was established under the authority of propositions 400 and 401, which were passed in the General Election of November 3, 1998. These propositions authorized a temporary 1/5 of one-cent sales tax to be used for the construction and operation of adult and juvenile detention facilities. On November 5, 2002, the voters approved the extension of the 1/5 of one-cent sales tax in the General Election. The extension begins in the month following the expiration of the original tax and may continue for not more than twenty years after the date the tax collection begins. The 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, special revenue funds 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 58 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Policies and Process as expenditures in governmental funds. Proceeds of general long-term debt and acquisitions under capital lease agreements are reported as other financing sources. Under the terms of grant agreements, the County funds certain programs by a combination of grants and general revenues. Therefore, when program expenses are incurred, there are both restricted and unrestricted net assets available to finance the program. The County applies grant resources to such programs before using general revenues. The County’s business-type activities, enterprise funds, and the discretely presented component unit of the County follow Financial Accounting Standards Board (FASB) Statements and Interpretations issued on or before November 30, 1989; Accounting Principles Board Opinions; and Accounting Research Bulletins, unless those pronouncements conflict with GASB pronouncements. Cash and Investments For purposes of its statements of cash flows, the County considers only those 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. 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. 59 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Policies and Process The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets’ lives are not capitalized. Property, plant, and equipment of the primary government and the discretely presented component unit are depreciated using the straight-line method over the following estimated useful lives: 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. 60 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Policies and Process Because sick leave benefits do not vest with employees, a liability for sick leave benefits is not accrued in the financial statements. However, upon retirement, County employees with accumulated sick leave in excess of 1,000 hours are entitled to a $10,000 nontaxable investment in a Post Employment Health Plan (PEHP) established pursuant to Internal Revenue Code §501(c)(9). Compensated absences are substantially paid within one year from fiscal year-end and, therefore, are reported as a current liability on the government-wide financial statements. Basis of Budgeting and Budgetary Control Arizona law (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 and function 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 Non-major 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. Below is a matrix of the department-fund budgets for major and non-major funds. Schedules for revenue and expenditure budgets by major and non-major fund categories are presented in the Budget Summary Schedules and the definitions are provided in the Attachments section. FY 2016 DEPARTMENT/FUND MATRIX DEPARTMENT GENERAL* 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 X X X X X X X X X DETENTION OPERATIONS* NON MAJOR SPECIAL REVENUE X X 61 DEBT SERVICE CAPITAL PROJECTS INTERNAL SERVICE ELIMINATIONS Maricopa County Annual Business Strategies FY 2016 Adopted Budget FY 2016 DEPARTMENT/FUND MATRIX CONTINUED GENERAL* DEPARTMENT 150 - EMERGENCY MANAGEMENT 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 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 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 Budget Policies and Process DETENTION OPERATIONS* NON MAJOR SPECIAL REVENUE X X DEBT SERVICE CAPITAL PROJECTS INTERNAL SERVICE ELIMINATIONS 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 62 X X X X X Maricopa County Annual Business Strategies FY 2016 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 is 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 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. 63 Maricopa County Annual Business Strategies FY 2016 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 updated the Countywide strategic plan in May 2014. 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 early 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, OMB prepares budget baselines 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, OMB 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 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 adopts a Tentative Budget in May. The Board may choose to change the Recommended Budget, or adopt it as presented. Once 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. 64 Maricopa County Annual Business Strategies FY 2016 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 2016 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 baselines and instructions for FY 2016 were developed and issued in November 2014. The FY 2016 Budgeting for Results Guidelines and Priorities were adopted by the Board of Supervisors on January 7, 2015. 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. The FY 2016 Recommended Budget was presented to the Board of Supervisors on May 18, 2015 and was adopted the same day. Final Adoption of the budget occurred on June 22, 2015. Property Tax levies and rates were adopted on August 17, 2015. 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 2017 Budget Process The FY 2017 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.” 65 Maricopa County Annual Business Strategies FY 2016 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. 66 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund Type GENERAL BEGINNING FUND BALANCE $ 82,902,015 SPECIAL REVENUE DEBT SERVICE CAPITAL PROJECTS INTERNAL SERVICE SUBTOTAL $151,975,019 $ 9,874,372 $953,324,794 $ 35,327,600 $1,233,403,800 $ $ 1,371,504 1,139,868 $ 2,511,372 $ 20,943,619 $ 20,943,619 $ 4,701,596 28,249,819 181,990,122 531,464 35,000 $215,508,001 $ 465,539,207 11,087,186 146,085,926 40,535,658 165,058,344 17,897,144 13,686,679 492,019,045 98,175,564 147,090,706 61,780,928 122,440,213 181,990,122 2,297,795 23,087,298 5,277,326 13,367,482 200,000 220,444,433 $2,228,061,056 $ $ 2,000 11,007,415 $ 11,009,415 $ 18,713,118 10,651,500 200 87,697,577 $117,062,395 $ $ SOURCES OF FUNDS OPERATING PROPERTY TAXES $ 465,539,207 $ TAX PENALTIES & INTEREST 11,087,186 SALES TAXES 146,085,926 LICENSES AND PERMITS 2,311,877 38,223,781 GRANTS 165,058,344 OTHER INTERGOVERNMENTAL 2,728,302 15,168,842 PAYMENTS IN LIEU OF TAXES 13,686,679 STATE SHARED SALES TAX 492,019,045 STATE SHARED HIGHWAY USER REV 98,175,564 STATE SHARED VEHICLE LICENSE 138,282,676 8,808,030 INTERGOV CHARGES FOR SERVICES 17,844,891 37,862,937 OTHER CHARGES FOR SERVICES 24,559,638 69,630,756 INTERNAL SERVICE CHARGES PATIENT SERVICES REVENUE 6,988 2,290,807 FINES & FORFEITS 9,802,082 13,285,216 INTEREST EARNINGS 2,800,000 1,945,862 MISCELLANEOUS REVENUE 2,782,364 10,550,118 GAIN ON FIXED ASSETS 200,000 TRANSFERS IN 198,360,946 TOTAL OPERATING SOURCES $1,183,450,935 $805,647,129 NON-RECURRING GRANTS OTHER INTERGOVERNMENTAL INTERGOV CHARGES FOR SERVICES OTHER CHARGES FOR SERVICES INTEREST EARNINGS MISCELLANEOUS REVENUE TRANSFERS IN TOTAL NON-RECURRING SOURCES $ $ - $ 552,473 2,375,000 366,768 131,495 30,656,664 5,809,670 361,150 8,551,438 $ 31,701,782 $ 3,517,901 3,517,901 ELIMINATIONS - TOTAL $1,233,403,800 - $ 465,539,207 11,087,186 146,085,926 40,535,658 165,058,344 17,897,144 13,686,679 492,019,045 98,175,564 147,090,706 61,780,928 122,440,213 (181,990,122) 2,297,795 23,087,298 5,277,326 13,367,482 200,000 (220,444,433) $(402,434,555) $1,825,626,501 19,265,591 $ - $ 2,375,000 11,018,268 131,495 2,200 30,656,664 108,393,713 (108,393,713) $ 171,842,931 $(108,393,713) $ 19,265,591 2,375,000 11,018,268 131,495 2,200 30,656,664 63,449,218 TOTAL SOURCES $1,192,002,373 $837,348,911 $ 13,520,787 $138,006,014 $219,025,902 $2,399,903,987 $(510,828,268) USES OF FUNDS OPERATING PERSONAL SERVICES $ 535,618,408 SUPPLIES 15,035,238 SERVICES 408,915,824 CAPITAL 5,164,400 OTHER FINANCING USES 218,717,065 TOTAL OPERATING USES $1,183,450,935 $507,953,838 46,849,921 194,147,547 5,655,563 1,727,368 $756,334,237 $ - $ $ 14,814,297 12,201,255 207,350,450 81,000 $234,447,002 $1,058,386,543 74,086,414 810,413,821 10,900,963 220,444,433 $2,174,232,174 $ 619,268 $ 3,526,800 3,253,650 10,270,151 60,643,833 64,806,881 4,405,268 6,718,559 22,531,434 71,284,876 91,453,453 $156,607,267 $ 9,580,777 $ 9,580,777 $ 7,913,218 11,850 31,370,528 255,942,777 14,577,403 $309,815,776 $ $ 12,444,067 13,580,002 158,988,264 277,595,881 108,393,713 $ 571,001,927 $ $2,745,234,101 $(510,828,268) $2,234,405,833 NON-RECURRING PERSONAL SERVICES $ SUPPLIES SERVICES CAPITAL OTHER FINANCING USES TOTAL NON-RECURRING USES $ STRUCTURAL BALANCE ENDING FUND BALANCE: RESTRICTED COMMITTED UNASSIGNED $ $ - $ 384,781 44,351 2,167,022 948,500 3,544,654 $1,889,075,719 - $1,058,386,543 (7,012,224) 67,074,190 (174,977,898) 635,435,923 10,900,963 (220,444,433) $(402,434,555) $1,771,797,619 - $ 12,444,067 13,580,002 158,988,264 277,595,881 (108,393,713) $(108,393,713) $ 462,608,214 TOTAL USES $1,274,904,388 $912,941,504 $ 9,580,777 $309,815,776 $237,991,656 $ - $ 49,312,892 $ 2,511,372 $ 20,943,619 $ (18,939,001) $ $ - $ $ - $ 67,398,539 $ 7,414,230 10,951,455 6,400,152 (1,967,568) - $268,393,309 513,121,723 - $ 37,397,106 $ 380,603,184 $ 1,888,421 532,361,751 (22,923,681) (24,891,249) - $ 380,603,184 532,361,751 (24,891,249) 67 53,828,882 53,828,882 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Sources and Uses of Funds State Shared Sales 22.02% FY 2016 Adopted Budget Sources: $2,234,405,833 Property Taxes, Penalties and Interest 21.33% Miscellaneous & Interest 2.22% Highway User Revenues 4.39% Sales Taxes 6.54% State Shared Vehicle License Taxes 6.58% Fund Balances 15.45% Permits, Patient Revenue, Fees, Fines & Charges 11.69% Other Intergovernmental & Grants 9.78% Culture and Recreation 0.58% FY 2016 Adopted Budget Uses: $2,234,405,833 Public Safety 51.17% Education 1.39% Highways and Streets 6.94% General Government 16.96% Health Welfare and Sanitation 22.96% 68 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes SPECIAL REVENUE GENERAL FY 2015 Adopted Budget $ 1,253,626,194 $ CAPITAL PROJECTS DEBT SERVICE INTERNAL SERVICE 859,211,289 $ 16,753,180 $ 351,675,064 $ 5,000 $ ELIMINATIONS TOTAL 223,465,293 $ (493,602,038) $ 2,211,128,982 Operating Adjustments: Donations $ Grants - $ 56,215 Information and Communications Technology Intergovernmental Agreements Total Operating Adjustments Capital Improvement Program - - $ - $ - $ - $ 5,665,330 - - - - - - - - (139,987) - $ - $ - $ (139,987) $ $ (11,025,744) $ $ 535,532 591,747 $ 285,880 5,956,210 $ $ - 11,025,744 $ Grants $ - Intergovernmental Agreements 521,505 Information and Communications Technology - Other Non Recurring 216,672 3,791,275 (1,403,904) 135,848 - - $ - - - 521,505 - - 7,901,234 16,561 (8,545,201) - - - (352,520) 738,177 $ 13,548,963 $ 2,171,297 $ (3,124,510) $ FY 2015 Revised Budget $ 1,254,956,118 $ 878,716,462 $ 18,924,477 $ 348,550,554 $ 16,561 $ 821,412 6,407,970 3,791,275 - $ (139,987) - 2,171,297 Total Non Recurring Adjustments 69 - 5,000 5,721,545 (8,897,721) $ 139,987 4,452,767 223,481,854 $ (502,639,746) $ 2,221,989,719 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) FY 2015 Revised Budget GENERAL SPECIAL REVENUE $ 1,254,956,118 $ 878,716,462 INTERNAL SERVICE CAPITAL PROJECTS DEBT SERVICE $ 18,924,477 $ 348,550,554 $ $ $ - ELIMINATIONS TOTAL $ 223,481,854 $ (502,639,746) $ $ $ 2,221,989,719 Operating Adjustments: Mandated State Health Contributions: AHCCCS Contribution ALTCS Contribution Arnold v. Sarn Contribution Payment Sexually Viol Persons $ $ Other Mandated Expenditures: Jail Excise Tax MOE Reallocations: Reallocation Between Funds Reallocation Between Functions $ $ $ Employee Related Costs: Employee Health/Dental Premiums Constables Salaries and Benefit Adjustment Other Retirement Contribution Adjustments Retirement Contributions $ $ Central and Internal Service Charge Changes: Central Service Cost Allocation Internal Service Charges $ $ IT Related Expenditures: Desktop Replacement and Virtual Desktop Financing CGI 3x Maintenance and Connectivity $ $ Donations, Grants and Intergovernmental Agreements: Donations Grants Intergovernmental Agreements $ $ Contingencies: General Contingency Reserved Contigency for Animal Care and Control $ Personnel and Staffing Related Adjustments: Overtime Pay Adjustment Personnel Additions and Related Costs Personnel Savings Elected and Judicial Personnel Savings Not Met $ $ Public Safety Related Expenditures: CHS Medication and Staffing Correctional Health Registry and Overtime Court Interpreter Contracts Graves v Arpaio Jail Excise Tax MOE Above Base Juvenile Probation Reduction to Special Revenue Allocations MCSO Melendres Judgment Outside Contract Counsel Public Defense Caseload Vol Sheriff Laundry and Janitorial Supplies Sheriff's Office Compliance and Bureau of Internal Oversight Sheriff's Overtime Two New Initial Appearance Courts $ (320,200) $ 3,083,100 2,399,622 (1,160,000) 4,002,522 $ - $ - - $ - $ (2,955,181) $ (2,955,181) $ 2,955,181 $ (652,389) 2,302,792 $ - $ 7,633,176 116,259 85,178 6,197,675 14,032,288 $ 3,768,648 4,183,650 7,952,298 - (963,928) $ 288,225 (675,703) $ 371,858 229,907 601,765 2,572,644 2,205,013 2,205,013 $ $ $ $ $ $ $ (5,000) $ (690,548) (275,880) (971,428) $ - $ (2,827,766) (2,827,766) $ - 890,044 $ 1,894,919 (7,094,406) 5,000,000 690,557 $ 137,906 $ 1,175,543 (6,802,715) (5,489,266) $ - $ - $ (56,215) 646,641 590,426 $ $ 425,000 18,957,014 488,639 2,198,124 2,759,610 8,265,836 1,468,460 2,540,247 537,269 37,640,199 $ 2,500,000 $ 868,000 1,129,426 (488,639) 626,425 349,721 2,499,608 7,484,541 $ $ 34,100 511,000 (1,755,479) (3,121,600) (4,331,979) $ (213,765) (213,765) $ Facility Related Adjustments: Transfer to OET for Collocated Data Services Transfer to Capital for CGI Training Costs Major Maintenance Program Reduce Building Major Maintenance Funding $ $ - 2,797,313 500,000 3,297,313 - $ 70 $ $ $ $ $ $ $ $ $ - $ - $ - $ - $ - $ - $ - $ - $ $ $ - $ - $ - $ $ $ $ $ $ $ $ $ - $ (9,939) (9,939) $ - - $ (106,813) (106,813) $ - - $ $ - $ $ - $ - $ - $ $ $ 139,987 139,987 $ - $ - $ $ $ (2,572,644) $ - - $ - $ $ $ $ $ $ $ $ - (652,389) (652,389) 11,401,824 116,259 85,178 10,371,386 21,974,647 (592,070) 411,319 (180,751) 139,987 2,205,013 2,345,000 $ (5,000) (746,763) 370,761 (381,002) $ (30,453) 500,000 469,547 $ (18,957,014) (18,957,014) $ 1,027,950 3,070,462 (13,897,121) 5,000,000 (4,798,709) 2,500,000 868,000 425,000 1,129,426 2,198,124 2,759,610 8,265,836 626,425 1,818,181 5,039,855 537,269 26,167,726 $ (511,000) (511,000) $ 34,100 (1,969,244) (3,121,600) (5,056,744) $ $ - $ (320,200) 3,083,100 2,399,622 (1,160,000) 4,002,522 $ $ Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) SPECIAL REVENUE GENERAL Other Adjustments: Cooperative Extension HCM MMCS Run Out Operations Human Resource System Operations Mental Health Testimony Parent Conference Reports Other Base Adjustments Vital Registration Budget Adj Vehicle Replacement $ $ (36,437) $ (10,432) (212,257) (50,000) 461,138 918,438 1,609,400 2,679,850 $ 2,915,568 1,048,785 3,964,353 Program Volume Changes and Structural Balance $ (72,000) $ Total - Operating Adjustments $ 59,675,949 Other Mandated Expenditures: Primary and General Elections $ Capital Projects: Net Change to Capital Improvement Program $ $ $ - 898,656 $ $ 13,702,180 (9,428,325) $ - INTERNAL SERVICE CAPITAL PROJECTS DEBT SERVICE $ $ - - $ $ - $ $ ELIMINATIONS $ 4,169,041 4,169,041 - $ $ - - $ (8,363,674) $ - $ 19,170,497 19,170,497 - $ $ TOTAL $ - $ (3,016,487) (3,016,487) $ (36,437) (10,432) (212,257) (50,000) 461,138 4,986,560 1,048,785 1,609,400 7,796,757 11,077,966 $ (11,077,966) $ 826,656 $ 15,130,255 $ (35,995,124) $ 52,513,260 - $ - $ - $ (9,428,325) 64,791,002 $ - $ - $ 56,427,328 - $ 40,410,566 40,410,566 $ $ - $ (32,232,011) (32,232,011) $ (1,684,065) 5,801,758 4,117,693 - $ (349,089) (349,089) $ - $ (1,357,633) (63,845,566) (65,203,199) $ - $ $ $ 1,396,354 1,396,354 $ 1,153,944 1,250,000 (1,216,092) (1,301,182) (65,520) 1,382,000 (66,139,803) (64,936,653) Non Recurring Adjustments Transfers: Risk Management Transfer Transfer to Capital and Other Non Recurring Transfers Net Change to Fund Transfers IT Projects: Advantage 2X Hosting Content Management System Web Cyber Security Data Center Desktop Replacement and Virtual Desktop Project E-Filing Foundation Project VMWare Other Technology Projects $ $ $ (1,684,065) $ (21,547,294) (23,231,359) $ $ $ $ $ $ 1,153,944 $ 1,250,000 (1,216,092) (1,301,182) 1,382,000 (1,623,772) (355,102) $ - $ 310,368 (65,520) (670,465) (425,617) $ Major Maintenance Program: Major Maintenance Program $ (275,000) $ (1,170,000) $ - $ - $ - $ - $ (1,445,000) Vehicle Transfers: Vehicle Replacement $ (148,654) $ (653,000) $ - $ - $ - $ - $ (801,654) Personnel Related Expenditures: Personnel Related Expenditures $ 217,843 $ (546) $ - $ - $ - $ - $ 217,297 $ - $ (3,606,741) $ (47,987) (7,909) (55,960) (3,718,597) $ - $ - $ - $ - $ 10,483,989 10,483,989 $ - 1,093,536 1,093,536 $ Grants and Grant Reconciliations: Grant Reconciliations FY 2015 MAG Transportation Improvement Program Parks AZ Game and Fish Grant Vulture Mountain Environmental Assessment Grant $ - $ Contingencies: Clerk of the Court RFR System Reserve for Judgments General Contingency $ $ Debt Payments: Debt Service Desktop Replacement and Virtual Desktop Financing $ $ $ 1,500,000 4,350,000 (523,922) 5,326,078 $ - $ $ 71 $ $ $ $ $ (7,172,403) $ (1,822,208) (8,994,611) $ - $ $ $ - $ (6,543,601) (6,543,601) $ - $ $ $ $ $ - - $ (16,561) (16,561) $ 7,148,847 7,148,847 $ $ $ (3,606,741) (47,987) (7,909) (55,960) (3,718,597) 1,500,000 4,350,000 9,960,067 15,810,067 (7,172,403) (139,987) (7,312,390) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) SPECIAL REVENUE GENERAL Public Safety Related Expenditures: Graves v Arpaio Juvenile Transition Pilot Prgm Budget Recon Law Enforcement IGA Queen Creek MCSO Airplane MCSO Helicopter MCSO Jail Wagon Program MCSO Medical Team MCSO Melendres Judgment - $ (216,672) (521,505) (850,000) (5,000,000) (4,200,000) (10,788,177) $ (18,579) $ (43,355) (140,000) (140,000) (341,934) $ - $ (500,000) $ (544,983) (1,044,983) $ - $ (80,000) 3,968,312 652,389 (92,493) 4,448,208 $ - Total - Non Recurring Adjustments $ (39,727,679) $ FY 2016 Adopted Budget $ 1,274,904,388 $ $ Other Non Recurring Expenditures: Economic Development Maricopa County Mitigation Plan Other Base Adjustments Reallocation Between Functions Reimburse Environmental Services for Fee Waiver $ 20,522,862 $ $ 912,941,504 $ 72 CAPITAL PROJECTS DEBT SERVICE $ $ $ $ (9,343,700) $ 9,580,777 $ INTERNAL SERVICE - 453,031 453,031 $ $ ELIMINATIONS - $ $ $ - $ (603,892) (603,892) $ (38,734,778) $ (620,453) $ 309,815,776 $ $ 237,991,656 260,027 260,027 TOTAL $ (18,579) (521,505) (850,000) (5,000,000) (140,000) (140,000) (4,200,000) (10,870,084) - $ (21,501,685) 92,493 (21,409,192) $ (500,000) (80,000) (18,229,217) 652,389 (18,156,828) 27,806,602 $ $ $ (510,828,268) $ (40,097,146) 2,234,405,833 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Major and Non-major Fund Budget Summary Schedules OBJECT/SOURCE 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES & INTEREST 0606 - SALES TAXES 0610 - LICENSES AND PERMITS 0615 - GRANTS ALL FUNDS ALL FUNDS ALL FUNDS FY 2014 FY 2015 FY 2015 FY 2016 ACTUAL ADOPTED REVISED ADOPTED 408,505,780 $ 436,942,622 $ ALL FUNDS 436,942,622 $ 465,539,207 13,568,502 13,500,000 13,500,000 11,087,186 133,929,832 141,295,781 141,295,781 146,085,926 40,449,653 40,179,526 41,079,526 40,535,658 184,323,935 165,402,552 168,348,920 180,452,814 0620 - OTHER INTERGOVERNMENTAL 19,460,885 18,993,289 19,200,973 20,272,144 0621 - PAYMENTS IN LIEU OF TAXES 12,373,764 12,340,468 12,340,468 13,686,679 447,541,943 465,300,725 465,300,725 492,019,045 89,630,001 95,893,292 95,893,292 98,175,564 135,565,921 141,270,736 141,270,736 147,090,706 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 60,799,555 62,469,710 64,306,129 72,799,196 123,019,029 123,193,383 122,515,384 122,571,708 0636 - INTERNAL SERVICE CHARGES (9,255,947) - - - 0638 - PATIENT SERVICES REVENUE 2,240,761 2,456,959 2,432,701 2,297,795 28,251,967 27,925,147 26,056,335 23,087,298 0637 - FINES & FORFEITS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 802,617 5,301,820 5,300,197 5,279,526 23,342,651 17,704,998 26,085,598 44,024,146 TOTAL REVENUE $ 1,695,629,466 $ 1,773,117,376 $ 1,793,973,281 $ 1,888,875,719 0651 - GAIN ON FIXED ASSETS $ 436,935 $ 200,000 $ 200,000 $ 200,000 0680 - TRANSFERS IN - - - - OTHER FINANCING SOURCES $ 436,935 $ 200,000 $ 200,000 $ 200,000 TOTAL SOURCES $ 1,696,066,401 $ 1,773,317,376 $ 1,794,173,281 $ 1,889,075,719 PERSONAL SERVICES $ 934,825,130 $ 1,070,830,610 1,034,301,501 $ 1,037,184,743 $ SUPPLIES 81,970,948 87,443,061 88,412,767 80,654,192 SERVICES 633,430,161 808,272,939 851,343,802 794,424,187 CAPITAL 132,806,515 TOTAL EXPENDITURES $ 1,783,032,754 $ OTHER FINANCING USES $ 1 $ TOTAL USES $ 1,783,032,755 $ 73 281,111,481 253,625,669 2,211,128,982 $ - $ 2,211,128,982 $ 288,496,844 2,230,566,981 $ - 2,234,405,833 $ - 2,230,566,981 $ 2,234,405,833 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Major and Non-major Fund Budget Summary Schedules (continued) OBJECT/SOURCE 0601 - PROPERTY TAXES GENERAL GENERAL GENERAL GENERAL FY 2014 FY 2015 FY 2015 FY 2016 ACTUAL $ 0605 - TAX PENALTIES & INTEREST 0610 - LICENSES AND PERMITS ADOPTED 408,505,780 $ 436,942,622 REVISED $ 0620 - OTHER INTERGOVERNMENTAL ADOPTED $ 465,539,207 13,568,502 13,500,000 13,500,000 11,087,186 2,745,683 2,296,821 2,296,821 2,311,877 472,731 0615 - GRANTS 436,942,622 272,887 5,103,302 4,727,302 4,727,302 5,560,418 12,373,764 12,340,468 12,340,468 13,686,679 0625 - STATE SHARED SALES TAX 447,541,943 465,300,725 465,300,725 492,019,045 0630 - STATE SHARED VEHICLE LICENSE 126,137,174 132,858,100 132,858,100 138,282,676 0634 - INTERGOV CHARGES FOR SERVICES 13,584,583 15,146,216 16,203,253 18,211,659 0635 - OTHER CHARGES FOR SERVICES 25,696,238 24,937,474 24,948,742 24,559,638 7,300 7,000 7,000 6,988 42,778,285 0621 - PAYMENTS IN LIEU OF TAXES 0638 - PATIENT SERVICES REVENUE ALLCFS - CHARGES FOR SERVICE 39,288,121 40,090,690 41,158,995 0637 - FINES & FORFEITS 11,779,634 11,601,839 11,601,839 9,802,082 475,530 2,800,000 2,800,000 2,800,000 0645 - INTEREST EARNINGS 2,638,705 2,649,973 8,191,474 0650 - MISCELLANEOUS REVENUE 2,782,364 TOTAL REVENUE $ 1,076,640,754 $ 1,125,108,540 $ 1,126,438,464 $ 1,186,192,703 0680 - TRANSFERS IN $ 2,137,750 $ 14,805,346 $ 14,805,346 $ 5,809,670 OTHER FINANCING SOURCES $ 2,137,750 $ 14,805,346 $ 14,805,346 $ 5,809,670 TOTAL SOURCES $ 1,078,778,504 $ 1,139,913,886 $ 1,141,243,810 $ 1,192,002,373 PERSONAL SERVICES $ 462,691,562 $ 519,517,084 $ 519,673,352 $ 536,237,676 SUPPLIES 25,625,103 25,981,209 23,642,164 18,288,888 SERVICES 379,953,220 454,804,627 440,705,519 469,559,657 12,685,674 15,598,196 11,225,044 CAPITAL 9,569,668 TOTAL EXPENDITURES $ 880,955,559 $ 1,015,901,116 $ 995,246,079 $ 1,033,655,889 OTHER FINANCING USES $ 335,306,798 $ 237,725,078 $ 259,710,039 $ 241,248,499 TOTAL USES $ 1,216,262,357 $ 1,253,626,194 $ 1,254,956,118 $ 1,274,904,388 74 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Major and Non-major Fund Budget Summary Schedules (continued) OBJECT/SOURCE 0606 - SALES TAXES DETENTION OPERATIONS DETENTION OPERATIONS DETENTION OPERATIONS FY 2014 FY 2015 FY 2015 FY 2016 ACTUAL $ 0615 - GRANTS ADOPTED 133,929,832 $ 141,295,781 REVISED $ 141,295,781 ADOPTED $ 1,127,899 0634 - INTERGOV CHARGES FOR SERVICES 0635 - OTHER CHARGES FOR SERVICES 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE TOTAL REVENUE DETENTION OPERATIONS - 27,138,948 31,016,456 31,016,456 9,774 24,500 24,500 7,000 122,021 1,101,300 1,101,300 1,100,000 781,009 $ 146,085,926 163,109,483 19,472 $ 173,457,509 30,449,852 19,472 $ 173,457,509 60,000 $ 177,702,778 0680 - TRANSFERS IN $ 173,981,440 $ 176,801,288 $ 177,061,315 $ 198,483,977 OTHER FINANCING SOURCES $ 173,981,440 $ 176,801,288 $ 177,061,315 $ 198,483,977 TOTAL SOURCES $ 337,090,923 $ 350,258,797 $ 350,518,824 $ 376,186,755 PERSONAL SERVICES $ 262,368,505 $ 283,762,888 $ 284,554,350 $ 294,246,734 SUPPLIES 21,727,920 20,379,120 23,320,676 31,689,903 SERVICES 54,088,375 96,674,287 91,434,379 84,792,467 CAPITAL 2,994,572 3,734,533 3,510,539 2,747,000 TOTAL EXPENDITURES $ 341,179,372 $ 404,550,828 $ 402,819,944 $ 413,476,104 OTHER FINANCING USES $ 7,761,018 $ 3,160,389 $ 4,891,273 $ 1,469,193 TOTAL USES $ 348,940,390 $ 407,711,217 $ 407,711,217 $ 414,945,297 75 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Major and Non-major Fund Budget Summary Schedules (continued) OBJECT/SOURCE 0610 - LICENSES AND PERMITS $ 0615 - GRANTS NON MAJOR NON MAJOR NON MAJOR FY 2014 FY 2015 FY 2015 FY 2016 ACTUAL ADOPTED REVISED ADOPTED 37,703,970 $ 37,882,705 $ NON MAJOR 38,782,705 $ 38,223,781 163,801,922 168,348,920 180,179,927 184,323,935 0620 - OTHER INTERGOVERNMENTAL 13,900,467 14,265,987 14,473,671 15,168,842 0626 - STATE SHARED HIGHWAY USER REV 89,630,001 95,893,292 95,893,292 98,175,564 9,428,747 8,412,636 8,412,636 8,808,030 0634 - INTERGOV CHARGES FOR SERVICES 20,076,024 16,307,038 17,086,420 24,137,685 98,231,409 97,542,142 98,005,070 - - - 0630 - STATE SHARED VEHICLE LICENSE 0635 - OTHER CHARGES FOR SERVICES 97,313,017 0636 - INTERNAL SERVICE CHARGES (9,255,947) 0638 - PATIENT SERVICES REVENUE 2,233,461 2,449,959 2,425,701 2,290,807 16,472,333 16,323,308 14,454,496 13,285,216 205,066 1,400,520 1,398,897 1,379,526 14,370,168 15,035,553 23,427,421 41,181,782 0637 - FINES & FORFEITS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE TOTAL REVENUE $ 0651 - GAIN ON FIXED ASSETS $ 0680 - TRANSFERS IN 455,879,229 $ 436,935 $ 474,551,327 $ 200,000 $ 494,077,308 $ 200,000 $ 524,980,238 200,000 (176,119,190) (191,606,634) (191,866,661) (204,293,647) (175,682,255) $ (191,406,634) $ (191,666,661) $ (204,093,647) OTHER FINANCING SOURCES $ TOTAL SOURCES $ 280,196,974 $ 283,144,693 $ 302,410,647 $ 320,886,591 PERSONAL SERVICES $ 209,765,063 $ 231,021,529 $ 232,957,041 $ 240,346,200 SUPPLIES 34,617,925 41,082,732 41,449,927 30,675,401 SERVICES 199,388,566 256,794,025 319,203,904 240,072,063 CAPITAL 117,126,269 261,778,752 238,890,086 276,180,176 TOTAL EXPENDITURES $ OTHER FINANCING USES $ TOTAL USES $ 560,897,823 $ (343,067,815) $ 217,830,008 76 $ 790,677,038 $ (240,885,467) $ 549,791,571 $ 832,500,958 $ (264,601,312) $ 567,899,646 $ 787,273,840 (242,717,692) 544,556,148 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department FY 2014 ACTUAL ALL FUNDS JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ SUBTOTAL $ ELECTED 120 - ASSESSOR $ 160 - CLERK OF THE SUPERIOR COURT 190 - COUNTY ATTORNEY 210 - ELECTIONS 250 - CONSTABLES 360 - RECORDER 370 - EDUCATION SERVICE 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 15,132,859 22,215,973 8,608,436 16,158,574 62,115,842 FY 2015 ADOPTED $ $ 298,779 $ 17,635,449 12,205,526 6,420,855 1,686,275 10,528,187 17,190,214 49,499 61,052,673 127,067,457 $ APPOINTED 060 - CLERK OF THE BOARD $ 750 $ 150 - EMERGENCY MANAGEMENT 1,458,894 180 - FINANCE 319,931 200 - COUNTY MANAGER 1,406,494 220 - HUMAN SERVICES 51,164,089 260 - CORRECTIONAL HEALTH 38,942 290 - MEDICAL EXAMINER 747,188 300 - PARKS AND RECREATION 7,574,869 310 - HUMAN RESOURCES 61,379 340 - PUBLIC FIDUCIARY 1,188,500 390 - EMPLOYEE BENEFITS AND HEALTH 152,483,638 410 - ENTERPRISE TECHNOLOGY 17,155,944 440 - PLANNING AND DEVELOPMENT 7,984,925 460 - RESEARCH AND REPORTING 74,185 470 - NON DEPARTMENTAL 1,600,612,096 520 - PUBLIC DEFENDER 1,448,687 540 - LEGAL DEFENDER 140,726 550 - LEGAL ADVOCATE 27,703 560 - CONTRACT COUNSEL 33,581 640 - TRANSPORTATION 128,097,075 670 - WASTE RESOURCES AND RECYCLING 5,362,820 700 - FACILITIES MANAGEMENT 711,096 720 - PROTECTIVE SERVICES 275,622 730 - PROCUREMENT SERVICES 1,522,873 740 - EQUIPMENT SERVICES 18,833,351 750 - RISK MANAGEMENT 30,231,776 790 - ANIMAL CARE AND CONTROL 13,954,983 850 - AIR QUALITY 15,519,485 860 - PUBLIC HEALTH 48,820,725 880 - ENVIRONMENTAL SERVICES 19,957,253 940 - ASSISTANT COUNTY MANAGER 940 205,742 950 - ASSISTANT COUNTY MANAGER 950 1,142,470 SUBTOTAL $ 2,128,557,792 $ ELIMINATIONS 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ SUBTOTAL $ (621,674,690) $ (621,674,690) $ $ 1,696,066,401 $ FY 2015 REVISED 15,220,544 $ 21,811,538 7,988,902 16,372,523 61,393,507 $ FY 2015 FORECAST $ -1.6% -5.4% -18.0% -2.4% -5.3% 240,000 $ 15,682,829 12,296,969 4,698,688 1,798,574 10,792,689 27,459,710 344,341 68,341,158 141,654,958 $ (2,469,618) (434,579) 67,324 226,837 (222,311) 107,709 3,000 1,513,938 (1,207,700) 0.0% -13.6% -3.4% 1.5% 14.4% -2.0% 0.4% 0.9% 2.3% -0.8% - $ - $ - $ - $ 1,615,805 1,800,027 1,800,027 1,696,323 235,000 235,000 283,587 285,000 7,600 2,777,917 2,417,528 5,600 60,598,645 64,120,584 64,122,797 65,389,861 6,500 6,500 8,241 7,000 360,388 377,969 372,571 391,730 7,456,943 7,526,893 7,912,091 8,065,714 55,000 55,000 65,892 55,000 1,150,000 1,150,000 1,193,500 1,000,000 151,900,422 151,900,422 151,142,363 168,103,125 16,979,703 16,979,703 17,232,729 17,534,404 8,555,200 8,555,200 8,354,778 8,010,200 72,000 72,000 146,185 1,499,873,231 1,530,675,984 1,673,320,140 1,570,710,014 1,717,153 1,717,950 1,680,752 1,542,448 132,736 132,736 123,606 123,606 22,996 22,996 17,168 17,168 24,475 120,439,989 120,487,976 117,348,854 138,417,683 4,888,710 4,888,710 5,356,120 4,888,710 25,000 25,000 539,877 215,200 235,141 235,141 235,141 235,141 1,145,217 1,145,217 1,255,923 1,606,217 16,854,693 18,034,522 18,555,078 16,854,693 25,772,755 25,772,755 20,781,757 24,088,690 13,775,503 14,675,503 14,167,921 12,933,898 15,467,679 15,467,679 15,243,760 16,057,307 46,868,188 48,946,904 51,045,725 50,759,524 19,891,281 20,017,717 19,528,868 19,405,422 201,200 201,200 194,287 89,121 1,272,641 1,281,268 68,459 2,016,393,799 $ 2,059,277,846 $ 2,195,753,009 $ 2,128,468,137 $ (103,704) 50,000 (2,772,317) 1,269,277 500 13,761 538,821 (150,000) 16,202,703 554,701 (545,000) (72,000) 40,034,030 (175,502) (9,130) (5,828) 17,929,707 190,200 N/A -5.8% 21.3% -99.8% 2.0% 7.7% 3.6% 7.2% 0.0% -13.0% 10.7% 3.3% -6.4% -100.0% 2.6% -10.2% -6.9% -25.3% N/A 14.9% 0.0% 760.8% 461,000 (1,179,829) (1,684,065) (1,741,605) 589,628 1,812,620 (612,295) (201,200) (1,204,182) 69,190,291 40.3% -6.5% -6.5% -11.9% 3.8% 3.7% -3.1% -100.0% -94.6% 3.4% $ $ (445,452,035) $ (445,452,035) $ 1,773,317,376 240,000 18,152,447 12,731,548 4,631,364 1,571,737 11,015,000 27,352,001 341,341 66,827,220 142,862,658 $ $ (470,659,197) $ (470,659,197) $ $ 1,794,173,281 77 15,866,298 20,551,517 7,259,298 16,714,629 60,391,742 $ $ 280,260 $ 16,126,604 12,183,879 5,029,223 1,819,652 9,259,806 24,848,283 45,658 64,648,110 134,241,475 $ (443,247,398) $ (443,247,398) $ 15,514,919 20,627,952 6,714,778 16,520,060 59,377,709 REVISED VS ADOPTED VARIANCE % (248,812) (1,183,586) (1,469,585) (412,282) (3,314,265) 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 15,763,731 $ 21,811,538 8,184,363 16,932,342 62,691,974 $ FY 2016 ADOPTED $ (440,425,085) $ (440,425,085) $ 30,234,112 30,234,112 -6.4% -6.4% $ 1,947,138,828 $ 1,889,075,719 $ 94,902,438 5.3% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2014 ACTUAL GENERAL FUND JUDICIAL 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT FY 2015 ADOPTED $ SUBTOTAL $ 15,062,100 73,930 2,093,369 17,229,399 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 $ 298,779 9,134,908 73,317 4,596,828 1,686,275 6,916,165 16,776 49,499 11,280,196 34,052,743 $ $ APPOINTED 060 - CLERK OF THE BOARD $ 750 180 - FINANCE 319,931 200 - COUNTY MANAGER 1,185 220 - HUMAN SERVICES 2,213 290 - MEDICAL EXAMINER 394,040 310 - HUMAN RESOURCES 61,379 340 - PUBLIC FIDUCIARY 1,188,500 410 - ENTERPRISE TECHNOLOGY 413,215 460 - RESEARCH AND REPORTING 74,185 470 - NON DEPARTMENTAL 1,022,759,765 520 - PUBLIC DEFENDER 57,680 540 - LEGAL DEFENDER 700 550 - LEGAL ADVOCATE 3,170 560 - CONTRACT COUNSEL 33,581 670 - WASTE RESOURCES AND RECYCLIN 238,734 700 - FACILITIES MANAGEMENT 711,096 720 - PROTECTIVE SERVICES 275,622 730 - PROCUREMENT SERVICES 737,781 880 - ENVIRONMENTAL SERVICES 17,093 940 - ASSISTANT COUNTY MANAGER 940 205,742 SUBTOTAL $ 1,027,496,362 MARICOPA COUNTY $ 1,078,778,504 $ $ FY 2015 REVISED 14,538,738 19,750 1,880,100 16,438,588 $ 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 $ $ $ FY 2015 FORECAST 14,538,738 19,750 1,880,100 16,438,588 $ 240,000 9,500,000 60,000 3,770,211 1,571,737 7,000,000 117,000 37,000 13,721,860 36,017,808 $ $ $ $ 13,511,769 15,550 1,880,100 15,407,419 $ (1,026,969) (4,200) (1,031,169) -7.1% -21.3% 0.0% -6.3% 240,000 7,802,467 84,559 4,228,410 1,798,574 7,000,000 117,000 40,000 15,557,804 36,868,814 $ (1,697,533) 24,559 458,199 226,837 3,000 1,835,944 851,006 0.0% -17.9% 40.9% 12.2% 14.4% 0.0% 0.0% 8.1% 13.4% 2.4% $ 50,000 21,342 (150,000) (72,000) 50,653,893 (18,629) 190,200 461,000 4,120 (201,200) 50,938,726 N/A 21.3% 0.0% N/A 5.8% 0.0% -13.0% 0.0% -100.0% 4.7% -32.7% N/A N/A N/A 0.0% 760.8% 0.0% 153.7% 22.8% -100.0% 4.7% $ 50,758,563 $ 280,260 7,802,467 36,765 4,166,756 1,819,652 5,579,596 117,000 45,658 13,239,236 33,087,390 $ $ 285,000 600 391,730 55,000 1,000,000 465,100 1,136,124,447 38,332 132,369 215,200 235,141 761,000 22,221 $ 1,139,726,140 $ $ 1,192,002,373 $ 235,000 600 370,388 55,000 1,150,000 465,100 72,000 1,085,470,554 56,961 132,369 25,000 235,141 300,000 18,101 201,200 $ 1,088,787,414 $ 283,587 710 2,213 364,992 65,892 1,193,500 465,100 146,185 1,081,007,514 38,332 24,475 242,312 261,856 235,141 397,987 28,781 194,287 1,084,952,864 $ 1,139,913,886 $ 1,141,243,810 $ 1,133,447,136 78 REVISED VS ADOPTED VARIANCE % 13,516,055 15,223 1,875,604 15,406,882 235,000 600 360,388 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 $ FY 2016 ADOPTED $ $ $ $ 4.4% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2014 ACTUAL SPECIAL REVENUE JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ SUBTOTAL $ ELECTED 160 - CLERK OF THE SUPERIOR COURT $ 190 - COUNTY ATTORNEY 210 - ELECTIONS 360 - RECORDER 370 - EDUCATION SERVICE 430 - TREASURER 500 - SHERIFF SUBTOTAL $ FY 2015 ADOPTED 15,132,859 $ 7,153,873 8,534,506 14,065,205 44,886,443 $ 8,500,541 12,132,209 1,824,027 3,612,022 17,173,438 49,772,477 93,014,714 15,220,544 7,272,800 7,969,152 14,492,423 44,954,919 $ $ FY 2015 REVISED $ $ $ 15,763,731 7,272,800 8,164,613 15,052,242 46,253,386 8,050,612 $ 12,054,785 861,153 4,015,000 26,699,094 304,341 54,082,564 106,067,549 $ 8,652,447 12,671,548 861,153 4,015,000 27,235,001 304,341 53,105,360 106,844,850 APPOINTED 150 - EMERGENCY MANAGEMENT $ 1,458,894 200 - COUNTY MANAGER 1,405,309 220 - HUMAN SERVICES 51,161,876 260 - CORRECTIONAL HEALTH 38,942 290 - MEDICAL EXAMINER 353,148 300 - PARKS AND RECREATION 7,686,139 390 - EMPLOYEE BENEFITS AND HEALTH 6,476,297 440 - PLANNING AND DEVELOPMENT 7,984,925 470 - NON DEPARTMENTAL 309,959,271 520 - PUBLIC DEFENDER 1,391,007 540 - LEGAL DEFENDER 140,026 550 - LEGAL ADVOCATE 24,533 640 - TRANSPORTATION 102,044,992 670 - WASTE RESOURCES AND RECYCLING 5,124,086 790 - ANIMAL CARE AND CONTROL 13,954,983 850 - AIR QUALITY 15,519,485 860 - PUBLIC HEALTH 48,820,725 880 - ENVIRONMENTAL SERVICES 19,940,160 950 - ASSISTANT COUNTY MANAGER 950 1,142,470 SUBTOTAL $ 594,627,268 $ 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 $ MARICOPA COUNTY $ 775,344,077 $ $ 732,528,425 FY 2014 ACTUAL DEBT SERVICE APPOINTED 470 - NON DEPARTMENTAL MARICOPA COUNTY CAPITAL PROJECTS APPOINTED 470 - NON DEPARTMENTAL 640 - TRANSPORTATION MARICOPA COUNTY $ FY 2015 FORECAST $ 15,514,919 $ 7,116,183 6,699,228 14,639,960 43,970,290 $ (248,812) (156,617) (1,465,385) (412,282) (2,283,096) -1.6% -2.2% -17.9% -2.7% -4.9% $ 8,324,137 $ 12,147,114 862,467 3,680,210 24,731,283 51,408,874 $ 101,154,085 $ 7,880,362 $ 12,212,410 470,278 3,792,689 27,342,710 304,341 52,783,354 104,786,144 $ (772,085) (459,138) (390,875) (222,311) 107,709 (322,006) (2,058,706) -8.9% -3.6% -45.4% -5.5% 0.4% 0.0% -0.6% -1.9% 1,800,027 2,777,317 64,120,584 6,500 7,581 7,632,099 7,323,579 8,555,200 328,275,562 1,660,989 132,736 22,996 106,913,197 4,756,341 14,675,503 15,467,679 48,946,904 19,999,616 1,272,641 634,347,051 $ 1,800,027 $ 2,416,818 64,120,584 8,241 7,579 7,958,586 6,642,955 8,354,778 317,420,309 1,642,420 123,606 17,168 107,231,571 5,113,808 14,167,921 15,243,760 51,045,725 19,500,087 1,281,268 $ 624,375,232 $ 1,696,323 5,000 65,389,861 7,000 8,065,714 7,935,127 8,010,200 382,826,567 1,504,116 123,606 17,168 109,053,065 4,756,341 12,933,898 16,057,307 50,759,524 19,383,201 68,459 688,592,477 $ (103,704) (2,772,317) 1,269,277 500 (7,581) 433,615 611,548 (545,000) 54,551,005 (156,873) (9,130) (5,828) 2,139,868 (1,741,605) 589,628 1,812,620 (616,415) (1,204,182) 54,245,426 -5.8% -99.8% 2.0% 7.7% -100.0% 5.7% 8.4% -6.4% 16.6% -9.4% -6.9% -25.3% 2.0% 0.0% -11.9% 3.8% 3.7% -3.1% -94.6% 8.6% 787,445,287 $ 770,514,177 $ 837,348,911 $ 49,903,624 FY 2015 ADOPTED 15,866,298 7,035,462 7,244,075 14,839,025 44,984,860 REVISED VS ADOPTED VARIANCE % FY 2016 ADOPTED $ FY 2015 REVISED $ FY 2015 FORECAST $ FY 2016 ADOPTED 6.3% REVISED VS ADOPTED % VARIANCE $ SUBTOTAL $ 5,238,598 5,238,598 $ $ 8,472,860 8,472,860 $ $ 17,158,048 17,158,048 $ $ 7,145,180 7,145,180 $ $ 13,520,787 13,520,787 $ (3,637,261) $ (3,637,261) -21.2% -21.2% $ 5,238,598 $ 8,472,860 $ 17,158,048 $ 7,145,180 $ 13,520,787 $ (3,637,261) -21.2% FY 2014 ACTUAL FY 2015 ADOPTED $ 262,654,462 $ 74,186,880 SUBTOTAL $ 336,841,342 $ $ 336,841,342 $ FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VARIANCE % 76,914,904 $ 99,771,820 61,709,576 61,709,576 138,624,480 $ 161,481,396 $ 267,747,137 $ 58,252,080 $ 325,999,217 $ 38,238,213 99,767,801 138,006,014 $ 138,624,480 $ $ 325,999,217 $ 138,006,014 161,481,396 79 $ (61,533,607) 38,058,225 (23,475,382) -61.7% 61.7% -14.5% $ (23,475,382) -14.5% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2014 ACTUAL INTERNAL SERVICE APPOINTED 390 - EMPLOYEE BENEFITS AND HEALTH $ 146,007,341 410 - ENTERPRISE TECHNOLOGY 16,742,729 730 - PROCUREMENT SERVICES 785,092 740 - EQUIPMENT SERVICES 18,833,351 750 - RISK MANAGEMENT 30,231,776 SUBTOTAL $ 212,600,289 MARICOPA COUNTY $ 212,600,289 $ MARICOPA COUNTY FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VARIANCE % $ 144,576,843 16,514,603 845,217 18,034,522 25,772,755 205,743,940 $ 144,499,408 $ 16,767,629 857,936 18,555,078 20,781,757 $ 201,461,808 $ 160,167,998 $ 17,069,304 845,217 16,854,693 24,088,690 219,025,902 $ 15,591,155 554,701 (1,179,829) (1,684,065) 13,281,962 10.8% 3.4% 0.0% -6.5% -6.5% 6.5% $ 204,564,111 $ 205,743,940 $ 201,461,808 $ 219,025,902 $ 13,281,962 6.5% (111,270) $ (48,134,797) (48,246,067) $ FY 2015 ADOPTED FY 2015 REVISED (15,206) $ (48,134,797) (48,150,003) $ FY 2016 ADOPTED REVISED VS ADOPTED VARIANCE % - $ (70,403,183) (70,403,183) $ 105,206 (22,268,386) (22,163,180) $ (621,674,690) $ (445,452,035) $ (470,659,197) $ (443,247,398) $ SUBTOTAL $ (621,674,690) $ (445,452,035) $ (470,659,197) $ (443,247,398) $ (440,425,085) $ (440,425,085) $ 30,234,112 30,234,112 -6.4% -6.4% $ (669,920,757) $ (493,602,038) $ (518,899,200) $ (491,428,690) $ (510,828,268) $ 8,070,932 -1.6% 80 (105,206) $ (48,134,797) (48,240,003) $ FY 2015 FORECAST (46,495) $ (48,134,797) (48,181,292) $ SUBTOTAL $ ELIMINATIONS 980 - ELIMINATIONS COUNTY FY 2015 REVISED 144,576,843 $ 16,514,603 845,217 16,854,693 25,772,755 204,564,111 $ $ FY 2014 ACTUAL ELIMINATIONS APPOINTED 300 - PARKS AND RECREATION 640 - TRANSPORTATION FY 2015 ADOPTED -100.0% 46.3% 45.9% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Department and Fund Type SPECIAL REVENUE GENERAL JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ SUBTOTAL $ ELECTED 120 - ASSESSOR $ 160 - CLERK OF THE SUPERIOR COURT 190 - COUNTY ATTORNEY 210 - ELECTIONS 250 - CONSTABLES 360 - RECORDER 370 - EDUCATION SERVICE 430 - TREASURER 500 - SHERIFF SUBTOTAL $ APPOINTED 150 - EMERGENCY MANAGEMENT 180 - FINANCE 200 - COUNTY MANAGER 220 - HUMAN SERVICES 260 - CORRECTIONAL HEALTH 290 - MEDICAL EXAMINER 300 - PARKS AND RECREATION 310 - HUMAN RESOURCES 340 - PUBLIC FIDUCIARY - $ 13,511,769 15,550 1,880,100 15,407,419 $ 980 - ELIMINATIONS COUNTY SUBTOTAL - $ - $ - $ 15,514,919 $ 20,627,952 6,714,778 16,520,060 59,377,709 $ 240,000 $ - $ 7,802,467 7,880,362 84,559 12,212,410 4,228,410 470,278 1,798,574 7,000,000 3,792,689 117,000 27,342,710 40,000 304,341 15,557,804 52,783,354 36,868,814 $ 104,786,144 $ - $ - $ - $ - $ - $ - $ 240,000 $ 15,682,829 12,296,969 4,698,688 1,798,574 10,792,689 27,459,710 344,341 68,341,158 141,654,958 $ - $ - $ - $ 160,167,998 17,069,304 13,520,787 38,238,213 99,767,801 845,217 16,854,693 24,088,690 13,520,787 $ 138,006,014 $ 219,025,902 $ 1,696,323 $ 285,000 5,600 65,389,861 7,000 391,730 8,065,714 55,000 1,000,000 168,103,125 17,534,404 8,010,200 1,570,710,014 1,542,448 123,606 17,168 208,820,866 4,888,710 215,200 235,141 1,606,217 16,854,693 24,088,690 12,933,898 16,057,307 50,759,524 19,405,422 68,459 2,198,871,320 $ $ 1,696,323 $ 5,000 65,389,861 7,000 8,065,714 7,935,127 8,010,200 382,826,567 1,504,116 123,606 17,168 109,053,065 4,756,341 12,933,898 16,057,307 50,759,524 19,383,201 68,459 $ 688,592,477 $ - $ $ 1,192,002,373 - $ $ 837,348,911 $ - $ 13,520,787 81 - $ $ 138,006,014 - $ ELIMINATIONS - $ - $ $ $ INTERNAL SERVICE 15,514,919 $ 7,116,183 6,699,228 14,639,960 43,970,290 $ 285,000 600 391,730 55,000 1,000,000 390 - EMPLOYEE BENEFITS AND HEALTH 410 - ENTERPRISE TECHNOLOGY 465,100 440 - PLANNING AND DEVELOPMENT 470 - NON DEPARTMENTAL 1,136,124,447 520 - PUBLIC DEFENDER 38,332 540 - LEGAL DEFENDER 550 - LEGAL ADVOCATE 640 - TRANSPORTATION 670 - WASTE RESOURCES AND RECYCLING 132,369 700 - FACILITIES MANAGEMENT 215,200 235,141 720 - PROTECTIVE SERVICES 730 - PROCUREMENT SERVICES 761,000 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT 790 - ANIMAL CARE AND CONTROL 850 - AIR QUALITY 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES 22,221 950 - ASSISTANT COUNTY MANAGER 950 SUBTOTAL $ 1,139,726,140 MARICOPA COUNTY CAPITAL PROJECTS DEBT SERVICE $ - $ 219,025,902 $ 2,399,903,987 TOTAL - $ - $ - $ $ 15,514,919 20,627,952 6,714,778 16,520,060 59,377,709 240,000 15,682,829 12,296,969 4,698,688 1,798,574 10,792,689 27,459,710 344,341 68,341,158 141,654,958 - $ 1,696,323 285,000 5,600 65,389,861 7,000 391,730 8,065,714 55,000 1,000,000 168,103,125 17,534,404 8,010,200 1,570,710,014 1,542,448 123,606 17,168 138,417,683 (70,403,183) 4,888,710 215,200 235,141 1,606,217 16,854,693 24,088,690 12,933,898 16,057,307 50,759,524 19,405,422 68,459 (70,403,183) $ 2,128,468,137 $ (440,425,085) $ (440,425,085) $ (510,828,268) $ 1,889,075,719 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category FY 2014 ACTUAL ALL FUNDS FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VARIANCE % TAXES 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES AND INTEREST 408,505,780 $ 13,568,502 0606 - SALES TAXES SUBTOTAL $ 436,942,622 $ 13,500,000 436,942,622 $ 13,500,000 436,942,622 $ 10,599,804 465,539,207 $ 11,087,186 133,929,832 141,295,781 141,295,781 139,316,149 146,085,926 556,004,114 $ 591,738,403 $ 591,738,403 $ 586,858,575 $ 622,712,319 $ 28,596,585 6.5% (2,412,814) -17.9% 4,790,145 3.4% 30,973,916 5.2% LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ 40,449,653 $ 40,179,526 $ 41,079,526 $ 40,122,898 $ 40,535,658 $ (543,868) -1.3% SUBTOTAL $ 40,449,653 $ 40,179,526 $ 41,079,526 $ 40,122,898 $ 40,535,658 $ (543,868) -1.3% $ 165,402,552 $ 168,348,920 $ 180,452,814 $ 177,306,409 $ 184,323,935 $ INTERGOVERNMENTAL 0615 - GRANTS 3,871,121 2.1% 0620 - OTHER INTERGOVERNMENTAL 19,460,885 18,993,289 19,200,973 18,765,858 20,272,144 1,071,171 5.6% 0621 - PAYMENTS IN LIEU OF TAXES 12,373,764 12,340,468 12,340,468 12,757,501 13,686,679 1,346,211 10.9% 447,541,943 465,300,725 465,300,725 464,222,189 492,019,045 26,718,320 5.7% 89,630,001 95,893,292 95,893,292 95,893,292 98,175,564 2,282,272 2.4% 135,565,921 141,270,736 141,270,736 140,533,613 147,090,706 5,819,970 4.1% 869,975,066 $ 902,147,430 $ 914,459,008 $ 909,478,862 $ 955,568,073 $ 41,109,065 4.5% 72,799,196 $ 0625 - STATE SHARED SALES TAX 0626 - STATE SHARED HIGHWAY USER RE 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICE $ 0635 - OTHER CHARGES FOR SERVICES 60,799,555 $ 123,019,029 8,493,067 13.2% 123,193,383 62,469,710 $ 122,515,384 64,306,129 $ 120,451,465 60,134,278 $ 122,571,708 56,324 0.0% - - - - - 0636 - INTERNAL SERVICE CHARGES (9,255,947) 0638 - PATIENT SERVICES REVENUE 2,240,761 2,456,959 2,432,701 2,834,389 2,297,795 176,803,398 $ 188,120,052 $ 189,254,214 $ 183,420,132 $ 197,668,699 $ SUBTOTAL $ (134,906) 8,414,485 N/A -5.5% 4.4% FINES AND FORFEITS 0637 - FINES AND FORFEITS $ 28,251,967 $ 27,925,147 $ 26,056,335 $ 23,171,260 $ 23,087,298 $ (2,969,037) -11.4% SUBTOTAL $ 28,251,967 $ 27,925,147 $ 26,056,335 $ 23,171,260 $ 23,087,298 $ (2,969,037) -11.4% 5,300,197 $ 6,047,689 $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE 802,617 $ 5,301,820 $ 23,342,651 17,704,998 26,085,598 SUBTOTAL $ 24,145,268 $ 23,006,818 $ 31,385,795 $ ALL REVENUES $ 1,695,629,466 $ 1,773,117,376 $ 1,793,973,281 $ 7,761,847 5,279,526 $ (20,671) -0.4% 44,024,146 17,938,548 68.8% 49,303,672 $ 17,917,877 57.1% 1,756,861,263 $ 1,888,875,719 $ 94,902,438 5.3% - 0.0% 13,809,536 $ OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ 436,935 $ 436,935 $ 1,696,066,401 $ 200,000 $ - 200,000 $ - 200,000 $ 200,000 $ 1,773,317,376 $ 1,794,173,281 $ 82 277,565 $ - 200,000 $ - 190,277,565 $ 200,000 $ 1,947,138,828 $ 1,889,075,719 $ - N/A 94,902,438 0.0% 5.3% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2014 ACTUAL GENERAL FUND TAXES 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES AND INTEREST SUBTOTAL $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VARIANCE % 408,505,780 $ 13,568,502 422,074,282 $ 436,942,622 $ 13,500,000 450,442,622 $ 436,942,622 $ 13,500,000 450,442,622 $ 436,942,622 $ 10,599,804 447,542,426 $ 465,539,207 $ 11,087,186 476,626,393 $ $ SUBTOTAL $ 2,745,683 $ 2,745,683 $ 2,296,821 $ 2,296,821 $ 2,296,821 $ 2,296,821 $ 1,901,242 $ 1,901,242 $ 2,311,877 $ 2,311,877 $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0621 - PAYMENTS IN LIEU OF TAXES 0625 - STATE SHARED SALES TAX 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 472,731 $ 5,560,418 12,373,764 447,541,943 126,137,174 592,086,030 $ - $ 4,727,302 12,340,468 465,300,725 132,858,100 615,226,595 $ 272,887 $ 4,727,302 12,340,468 465,300,725 132,858,100 615,499,482 $ 23,787 $ 5,119,905 12,757,501 464,222,189 132,120,977 614,244,359 $ - $ 5,103,302 13,686,679 492,019,045 138,282,676 649,091,702 $ (272,887) 376,000 1,346,211 26,718,320 5,424,576 33,592,220 -100.0% 8.0% 10.9% 5.7% 4.1% 5.5% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 13,584,583 $ 25,696,238 7,300 39,288,121 $ 15,146,216 $ 24,937,474 7,000 40,090,690 $ 16,203,253 $ 24,948,742 7,000 41,158,995 $ 15,909,613 $ 23,141,427 7,524 39,058,564 $ 18,211,659 $ 24,559,638 6,988 42,778,285 $ 2,008,406 (389,104) (12) 1,619,290 12.4% -1.6% -0.2% 3.9% $ SUBTOTAL $ 11,779,634 $ 11,779,634 $ 11,601,839 $ 11,601,839 $ 11,601,839 $ 11,601,839 $ 9,832,624 $ 9,832,624 $ 9,802,082 $ 9,802,082 $ (1,799,757) (1,799,757) -15.5% -15.5% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 475,530 $ 8,191,474 8,667,004 $ 2,800,000 $ 2,649,973 5,449,973 $ 2,800,000 $ 2,638,705 5,438,705 $ 2,841,587 $ 3,220,988 6,062,575 $ 2,800,000 $ 2,782,364 5,582,364 $ 143,659 143,659 0.0% 5.4% 2.6% 1,076,640,754 $ 1,125,108,540 $ 1,126,438,464 $ 1,118,641,790 $ 1,186,192,703 $ 59,754,239 5.3% (8,995,676) (8,995,676) -60.8% -60.8% 50,758,563 4.4% LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FINES AND FORFEITS 0637 - FINES AND FORFEITS ALL REVENUES $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ 2,137,750 $ 2,137,750 $ 14,805,346 $ 14,805,346 $ 14,805,346 $ 14,805,346 $ 14,805,346 $ 14,805,346 $ 5,809,670 $ 5,809,670 $ 1,078,778,504 $ 1,139,913,886 $ 1,141,243,810 $ 1,133,447,136 $ 1,192,002,373 $ 83 28,596,585 (2,412,814) 26,183,771 15,056 15,056 6.5% -17.9% 5.8% 0.7% 0.7% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2014 ACTUAL SPECIAL REVENUE TAXES 0606 - SALES TAXES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VARIANCE % $ SUBTOTAL $ 133,929,832 $ 133,929,832 $ 141,295,781 $ 141,295,781 $ 141,295,781 $ 141,295,781 $ 139,316,149 $ 139,316,149 $ 146,085,926 $ 146,085,926 $ LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ 37,703,970 $ 37,703,970 $ 37,882,705 $ 37,882,705 $ 38,782,705 $ 38,782,705 $ 38,221,656 $ 38,221,656 $ 38,223,781 $ 38,223,781 $ (558,924) (558,924) -1.4% -1.4% INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0626 - STATE SHARED HIGHWAY USER RE 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 144,287,399 $ 13,770,083 89,630,001 9,428,747 257,116,230 $ 157,241,280 $ 14,265,987 95,893,292 8,412,636 275,813,195 $ 169,072,287 $ 14,473,671 95,893,292 8,412,636 287,851,886 $ 167,467,906 $ 13,645,953 95,893,292 8,412,636 285,419,787 $ 165,610,817 $ 15,168,842 98,175,564 8,808,030 287,763,253 $ (3,461,470) 695,171 2,282,272 395,394 (88,633) -2.0% 4.8% 2.4% 4.7% 0.0% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICE $ 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 35,296,081 $ 68,740,318 2,233,461 106,269,860 $ 38,266,475 $ 68,759,179 2,449,959 109,475,613 $ 39,045,857 $ 68,069,912 2,425,701 109,541,470 $ 37,503,563 $ 68,991,158 2,826,865 109,321,586 $ 37,862,937 $ 69,762,251 $ 2,290,807 109,915,995 $ (1,182,920) 1,692,339 (134,894) 374,525 -3.0% 2.5% -5.6% 0.3% $ SUBTOTAL $ 16,472,333 $ 16,472,333 $ 16,323,308 $ 16,323,308 $ 14,454,496 $ 14,454,496 $ 13,338,636 $ 13,338,636 $ 13,285,216 $ 13,285,216 $ (1,169,280) (1,169,280) -8.1% -8.1% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 217,863 $ 5,680,283 5,898,146 $ 1,961,956 $ 15,020,025 16,981,981 $ 1,960,333 $ 15,510,659 17,470,992 $ 2,633,976 $ 4,238,643 6,872,619 $ 1,945,862 $ 41,206,782 43,152,644 $ (14,471) 25,696,123 25,681,652 -0.7% 165.7% 147.0% ALL REVENUES $ 557,390,371 $ 597,772,583 $ 609,397,330 $ 592,490,433 $ 638,426,815 $ 29,029,485 4.8% OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ 436,935 $ 174,701,119 175,138,054 $ 200,000 $ 177,371,494 177,571,494 $ 200,000 $ 177,847,957 178,047,957 $ 277,565 $ 177,746,179 178,023,744 $ 200,000 $ 198,722,096 198,922,096 $ 20,874,139 20,874,139 0.0% 11.7% 11.7% TOTAL SOURCES $ 732,528,425 $ 775,344,077 $ 787,445,287 $ 770,514,177 $ 837,348,911 $ 49,903,624 6.3% FY 2014 ACTUAL FY 2015 ADOPTED FINES AND FORFEITS 0637 - FINES AND FORFEITS DEBT SERVICE CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICE $ SUBTOTAL $ FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED 4,790,145 4,790,145 3.4% 3.4% REVISED VS ADOPTED VARIANCE % 2,081,428 $ 2,081,428 $ 2,049,100 $ 2,049,100 $ 2,049,100 $ 2,049,100 $ 716,706 $ 716,706 $ 1,371,504 $ 1,371,504 $ (677,596) (677,596) -33.1% -33.1% $ SUBTOTAL $ 74,540 $ 74,540 $ 8,200 $ 8,200 $ 8,200 $ 8,200 $ 12,914 $ 12,914 $ 2,000 $ 2,000 $ (6,200) (6,200) -75.6% -75.6% ALL REVENUES $ 2,155,968 $ 2,057,300 $ 2,057,300 $ 729,620 $ 1,373,504 $ (683,796) -33.2% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 3,082,630 $ 3,082,630 $ 6,415,560 $ 15,100,748 $ 6,415,560 $ 15,100,748 $ 6,415,560 $ 12,147,283 $ 6,415,560 $ 12,147,283 $ (2,953,465) (2,953,465) -19.6% -19.6% TOTAL SOURCES $ 5,238,598 $ 8,472,860 $ 17,158,048 $ 7,145,180 $ 13,520,787 $ (3,637,261) -21.2% MISCELLANEOUS 0645 - INTEREST EARNINGS 84 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2014 ACTUAL CAPITAL PROJECTS FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VARIANCE % FY 2016 ADOPTED INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 20,642,422 $ 130,384 20,772,806 $ 11,107,640 $ 11,107,640 $ 11,107,640 $ 11,107,640 $ 9,814,716 $ 9,814,716 $ 18,713,118 $ 18,713,118 $ 7,605,478 7,605,478 68.5% N/A 68.5% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICE $ SUBTOTAL $ 5,051,219 $ 5,051,219 $ 2,467,139 $ 2,467,139 $ 2,467,139 $ 2,467,139 $ 1,132,140 $ 1,132,140 $ 10,651,500 $ 10,651,500 $ 8,184,361 8,184,361 331.7% 331.7% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 540 $ 358,442 358,982 $ 200 $ 200 $ 200 $ 7,901,234 7,901,434 $ 360 $ 2,500 2,860 $ 200 $ 200 $ (7,901,234) (7,901,234) 0.0% -100.0% -100.0% ALL REVENUES $ 26,183,007 $ 13,574,979 $ 21,476,213 $ 10,949,716 $ 29,364,818 $ 7,888,605 36.7% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 310,658,335 $ 125,049,501 $ 140,005,183 $ 125,049,501 $ 108,641,196 $ 310,658,335 $ 125,049,501 $ 140,005,183 $ 315,049,501 $ 108,641,196 $ (31,363,987) (31,363,987) -22.4% -22.4% TOTAL SOURCES $ 336,841,342 $ 138,624,480 $ 161,481,396 $ 325,999,217 $ 138,006,014 $ (23,475,382) -14.5% FY 2014 ACTUAL INTERNAL SERVICE CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 4,786,244 0635 - OTHER CHARGES FOR SERVICES 28,582,473 0636 - INTERNAL SERVICE CHARGES 165,618,469 SUBTOTAL $ 198,987,186 MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 34,144 9,112,452 9,146,596 ALL REVENUES $ 208,133,782 OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 4,466,507 4,466,507 TOTAL SOURCES $ 212,600,289 FY 2015 ADOPTED $ FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VARIANCE % 4,540,780 29,496,730 164,758,171 $ 198,795,681 $ 4,540,780 29,496,730 165,938,000 $ 199,975,510 $ 4,872,256 28,318,880 167,412,104 $ 200,603,240 $ 4,701,596 28,249,819 181,990,122 $ 214,941,537 $ 160,816 (1,246,911) 16,052,122 $ 14,966,027 3.5% -4.2% 9.7% 7.5% $ $ $ $ $ - 0.0% 0.0% 0.0% $ 531,464 35,000 566,464 531,464 35,000 566,464 $ $ 558,852 299,716 858,568 $ 531,464 35,000 566,464 $ $ 199,362,145 $ 200,541,974 $ 201,461,808 $ 215,508,001 $ 14,966,027 7.5% $ $ $ $ $ $ $ $ $ (1,684,065) $ (1,684,065) -32.4% -32.4% $ 13,281,962 6.5% 5,201,966 5,201,966 $ 204,564,111 FY 2015 ADOPTED 5,201,966 5,201,966 $ 205,743,940 FY 2015 REVISED - $ 201,461,808 $ 219,025,902 ELIMINATIONS FY 2014 ACTUAL CHARGES FOR SERVICE 0636 - INTERNAL SERVICE CHARGES $ SUBTOTAL $ (174,874,416) $ (164,758,171) $ (174,874,416) $ (164,758,171) $ (165,938,000) $ (167,412,104) $ (181,990,122) $ (165,938,000) $ (167,412,104) $ (181,990,122) $ (16,052,122) (16,052,122) 9.7% 9.7% ALL REVENUES $ (174,874,416) $ (164,758,171) $ (165,938,000) $ (167,412,104) $ (181,990,122) $ (16,052,122) 9.7% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ (495,046,341) $ (328,843,867) $ (495,046,341) $ (328,843,867) $ (352,961,200) $ (324,016,586) $ (328,838,146) $ (352,961,200) $ (324,016,586) $ (328,838,146) $ 24,123,054 24,123,054 -6.8% -6.8% TOTAL SOURCES $ (669,920,757) $ (493,602,038) $ (518,899,200) $ (491,428,690) $ (510,828,268) $ 8,070,932 -1.6% 85 FY 2015 FORECAST 3,517,901 3,517,901 FY 2016 ADOPTED REVISED VS ADOPTED VARIANCE % Maricopa County Annual Business Strategies FY 2016 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 2016. The following sections describe the major revenue sources for the County, as well as the estimated collections for FY 2016. 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 voterapproved 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. At the present time, Maricopa County levies only primary property taxes. The County’s last general obligation bonds were paid in full in FY 2004, and no County secondary taxes have been levied since that time. Fiscal Year 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016* Property Tax Levies Primary General Fund Total $ 398,725,245 $ 398,725,245 430,023,735 430,023,735 463,492,311 463,492,311 492,230,736 492,230,736 492,224,342 492,224,342 477,571,468 477,571,468 425,111,491 425,111,491 409,775,397 409,775,397 442,762,977 442,762,977 471,193,529 471,193,529 *Budget Note: Excludes Payments in Lieu of Taxes 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 2016 and the previous nine fiscal years. Estimated assessed values and maximum allowable tax rates are also displayed for the following five years. The FY 2016 primary rate is budgeted at $1.3609 per $100 of assessed value, which is less than the maximum rate of $1.8148. 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 began to show signs of recovery with the assessed value increasing in FY 2015 for the first time in four years. 86 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules FY 2016 net assessed values are increasing by 3.29% or $1.1 billion when compared to FY 2015. However, the net assessed valuations for FY 2016 are still $15 billion lower than the peak in FY 2010. The Adopted Budget assumes the Board of Supervisors will adopt a tax rate of $1.3609 resulting in a tax levy of $471.2 million, rather than levy the maximum amount allowable ($628.3 million). This will result in an average property tax bill of $158 for the median residential home in Maricopa County, valued at $116,078 (limited property value). 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. Net Assessed Values and Tax Rates Primary Fiscal Year 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 * ** ** ** ** ** Net Assessed Value (Thousands) $ 33,807,465 38,930,268 44,881,603 49,675,117 46,842,819 38,492,098 34,263,842 31,996,205 33,519,795 34,623,670 36,354,854 38,680,441 40,887,832 43,239,011 45,745,540 Primary Tax Rate (per $100 N.A.V.) $ 1.1794 1.1046 1.0327 0.9909 1.0508 1.2407 1.2407 1.2807 1.3209 1.3609 1.7826 1.7497 1.7185 1.6893 1.6606 * Recommended Rate **Maximum Rates, Forecasted NAV Source Elliott D. Pollack & Co. 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 on the next page displays the source of the change in the tax levy each year assuming a flat tax rate. 87 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules In the chart below, the growth rate of primary net assessed valuations are included to display the estimated levels of appreciation in property values for FY 2016 through FY 2021 to provide context to the new construction estimates. 88 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules 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 previous chart, significant economic improvement is projected for FY 2018. Consequently, due to the 18 month to 2 year lag between market trends and property assessments, property taxes will not be significantly impacted by the increased valuations and accelerated construction until FY 2020. The budgeted tax rate of $1.3609 would increase the property tax levy by $28.4 million (excluding Salt River Project). FY 2016 PRELIMINARY ESTIMATES OF PROPERTY TAX LEVY AND RATES Description MARICOPA COUNTY PRIMARY: FY 2015-16 Adopted FY 2014-15 Adopted FY 2015-16 Adopted Variance Net Assessed Value $ 34,623,670,323 33,519,795,354 $ 1,103,874,969 SRP Eff. Ass. Val. $ $ 758,245,769 679,290,980 78,954,789 Total w/SRP $ 35,381,916,092 34,199,086,334 $ 1,182,829,758 Additional Levy of 1-cent Rate $ $ 3,538,192 3,419,909 118,283 Tax Rate $ $ 1.3609 1.3209 0.0400 Tax Levy $ $ 471,193,529 442,762,977 28,430,552 Total Levy & SRP PILT SRP PILT $ $ 10,318,967 8,972,755 1,346,212 $ $ 481,512,496 451,735,732 29,776,764 In FY 2016, property tax revenue is budgeted based on prior years’ collection trends in relation to the adopted levy. Property Tax Collection Analysis Maricopa County Primary Estimated Levy Amount Collections $ 471,193,529 $ 465,539,207 Collection Rate 98.8% 89 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules FY 2016 PRIMARY PROPERTY TAX LEVY vs. LEVY LIMIT FY 2016 Adjusted Allowable Levy Limit Maximum Tax Rate (per $100 Assessed Value) $ 628,350,368 1.8148 FY 2016 Primary Levy (excluding SRP) Primary Tax Rate (per $100 Assessed Value) $ 471,193,529 1.3609 Amount Under Limit: $ 157,156,839 0.4539 25.0% FY 2016 PRIMARY PROPERTY TAX LEVY vs. "TRUTH-IN-TAXATION" LEVY FY 2016 "Truth-in-Taxation" Primary Levy $ 450,350,080 "Truth-in-Taxation" Tax Rate (per $100 Assessed Value) 1.3007 FY 2016 Primary Levy Primary Tax Rate (per $100 Assessed Value) $ 471,193,529 1.3609 Amount Under/(Over) "Truth-in-Taxation" Levy $ (20,843,449) (0.0602) FY 2016 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) $ $ -4.6% 116,078 150.98 157.97 (6.99) -4.6% PRIMARY PROPERTY TAX LEVY FY 2016 vs. FY 2015 TAX BILL IMPACT ON MEDIAN HOME FY 2015: Median Residential Limited Property Value Primary Tax Rate (per $100 Assessed Value) Property Tax Bill FY 2016 Median Residential Limited Property Value Primary Tax Rate (per $100 Assessed Value) Property Tax Bill Tax Bill Savings/(Increase) $ $ $ $ 90 110,600 1.3209 146.09 116,078 1.3609 157.97 (11.88) -8.1% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Tax Penalties and Interest Tax Penalties & Interest Fiscal Year 2007 2008 2009 2010 2011 2012 2013 2014 2015 * 2016 ** Annual Collections $ 13,158,910 14,012,181 17,842,932 24,102,458 25,014,288 25,175,993 18,464,949 13,568,502 10,599,804 11,087,186 Growth Rate 0.7% 6.5% 27.3% 35.1% 3.8% 0.6% -26.7% -26.5% -21.9% 4.6% 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 2015 collections are still significantly below FY 2014 monthly receipts, averaging 22% 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 2016, revenues are expected to stabilize at $11 million, which is a slight increase over the current forecast. * Forecast ** Budget Jail Excise Tax The only special sales tax in Maricopa County at this time is the Jail Excise Tax. 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. In November 1998, Maricopa County voters approved the 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. Jail Excise Tax Fiscal Year 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 * ** *** *** *** *** *** Annual Collections $ 145,389,195 138,206,968 116,878,703 107,094,679 112,451,802 118,052,954 124,595,909 133,929,832 139,316,149 146,085,926 153,682,395 161,673,879 169,595,899 177,906,098 186,623,497 Growth Rate 5.4% -4.9% -15.4% -8.4% 5.0% 5.0% 5.5% 7.5% 4.0% 4.9% 5.2% 5.2% 4.9% 4.9% 4.9% Annual growth was in decline from FY 2007 through FY 2010 due to the financial recession. In FY 2011, positive year-over-year growth resumed, demonstrating signs of * Forecast recovery. The increase in FY 2014 revenues were ** Budget partially due to a one-time payment correcting prior years. ***Source Elliott D. Pollack & Co. Forecast (Most Likely ) FY 2015 collections are forecasted to be on the order of 4% growth and the Most Likely revenue forecast projects a steady 5% growth through FY 2021. 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 revenue generated from licenses and permits is generally used to offset the cost of issuance. Examples of licenses and permits include building permits, marriage licenses, dog licenses, and environmental health permits. Listed in the chart on the next page are the actual license and permit revenues recorded for the last eight fiscal years, along with forecasted revenues for FY 2015, and the budgeted revenues for FY 2016. 91 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Special Revenue Fund licenses and permits revenue is expected to remain flat in FY 2016. General Fund license and permit revenues are detailed below and are expected to marginally increase in FY 2016. The largest component is license fees paid by cable television companies for operation in unincorporated areas and are budgeted to increase by 32% over the FY 2015 current forecast. Fiscal Year 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Licenses & Permits Revenues Special General Revenue Total Fund Funds $ 2,510,840 $ 35,224,846 $ 37,735,686 1,668,162 36,006,592 37,674,754 2,303,516 34,824,035 37,127,551 2,779,039 32,539,247 35,318,286 2,330,508 35,486,437 37,816,945 1,913,679 36,272,999 38,186,678 2,363,458 37,869,389 40,232,847 2,745,683 37,703,970 40,449,653 * 1,901,242 38,221,656 40,122,898 ** 2,311,877 38,223,781 40,535,658 *Forecast **Budget Licenses and Permits General Fund Department Non Departmental Clerk of Superior Court Sheriff Total FY 2015 FY 2016 Forecast Budget Description $ 1,269,271 $ 1,676,821 Cable Television Franchise Fees, Liquor Licenses 550,056 550,056 Marriage Licenses 81,915 85,000 Pawnshop & Peddler's Licenses $ 1,901,242 $ 2,311,877 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 2015, and the amounts budgeted for FY 2016. Intergovernmental Revenues Special Fiscal General Year 2007 2008 2009 2010 2011 2012 2013 2014 2015 * 2016 ** Revenue Fund $ 652,535,569 614,211,708 535,999,337 500,275,584 514,511,445 530,821,945 554,591,989 592,086,030 614,244,359 649,091,702 Debt Funds $ 309,172,630 242,970,178 225,480,770 248,569,777 240,326,296 241,497,932 247,578,042 257,116,230 285,419,787 287,763,253 Service $ 3,346,367 - *Forecast **Budget 92 Capital Internal Projects Service Funds $ 39,089,704 21,946,984 674,870 6,160,540 16,845,284 16,697,782 35,321,297 20,772,806 9,814,716 18,713,118 Funds $ 8,228,148 - Total $ 1,012,372,418 879,128,870 762,154,977 755,005,901 771,683,025 789,017,659 837,491,328 869,975,066 909,478,862 955,568,073 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Payments in Lieu of Taxes Payments in lieu of taxes are collected Payments in Lieu of Taxes from the Salt River Project (SRP), the FY 2015 FY 2016 Federal Government, and from Forecast Budget municipalities. SRP estimates their net Salt River Project $ 8,913,552 $ 10,318,967 assessed value and makes payments in Federal Bureau of Land Management 3,011,264 3,011,264 lieu of property taxes to each taxing Cities 832,685 356,448 jurisdiction based on the property tax $ 12,757,501 $ 13,686,679 rates. The table to the right identifies the amounts by payer. The cities are budgeted more conservatively than may be necessary, but these dollars can fluctuate. State Shared Sales Taxes Fiscal Year 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 State Shared Sales Tax Annual Growth Rate Collections $ 480,411,951 4.9% 460,958,749 -4.0% 394,920,582 -14.3% 366,285,237 -7.3% 385,487,679 5.2% 400,453,542 3.9% 418,642,152 4.5% 447,541,943 6.9% * 464,222,189 3.7% ** 492,019,045 6.0% *** 519,080,092 5.5% *** 545,034,097 5.0% *** 571,195,734 4.8% *** 598,613,129 4.8% *** 627,346,559 4.8% *Forecast **Budget ***Source Elliott D. Pollack & Co. 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 2015, the budget for FY 2016 and forecasted amounts for the next five years. State Shared Sales Tax experienced the same jump in FY 2014 as the Jail Excise Tax due to a prior year correction, but declined for several years from FY 2007 to FY 2010. 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 2015 are projected to continue into FY 2016 which is budgeted at 6% growth over the current forecast. Sustained annual growth rates are predicted based on the Most Likely Forecast scenario from the County’s contracted economist. 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. 93 State Shared Fiscal Highway User Growth Year Rate Revenues 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 89,630,001 3.2% 2015 * 95,893,292 7.0% 2016 ** 98,175,564 2.4% *Forecast **Budget Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules 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 in the previous table are the actual collections of the highway user revenues for the last eight fiscal years, forecasted totals for FY 2015, and the budget for FY 2016. 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 over $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. In 2015, the Arizona Legislature made further changes for the FY 2016 budget which continue the diversion of HURF monies to the Department of Public Safety at an increased level, but also included a provision to restore $30 million that bypasses the State Highway Fund. As a result of those changes and the anticipated growth of these funds, it is anticipated that the HURF revenue will continue to improve at a modest rate. 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 and the *Forecast number of **Budget new residents ***Source Elliott D. Pollack & Co. (Most Likely) moving to Maricopa County. VLT revenue is shared with counties and cities, and a portion is also deposited in the Highway User Revenue Fund (HURF). State Shared Vehicle License Tax Fiscal General Growth Year Fund Rate 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 126,137,174 6.7% 2015 * 132,120,977 4.7% 2016 ** 138,282,676 4.7% 2017 *** 144,090,548 4.2% 2018 *** 149,854,170 4.0% 2019 *** 155,548,629 3.8% 2020 *** 161,459,476 3.8% 2021 *** 167,110,558 3.5% The table above shows actual and forecasted vehicle license tax collections from FY 2007 to FY 2021. As noted in the graph, FY 2015 revenue continues its pattern of monthly volatility in annual growth rates 94 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules over the prior year, same month. However, the FY 2015 average growth is positive and expected to continue due to sustained economic recovery resulting from increases in population figures and new car purchases. 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 be in line with FY 2015. The Department of Research and Reporting has been eliminated and will no longer be providing survey services. Other Intergovernmental Revenue General Fund Department Elections FY 2015 Forecast $ 4,138,010 Enterprise GIS 461,500 Juvenile Probation 3,000 Public Defense 24,475 Research and Reporting 146,185 Sheriff’s Office 346,735 Total $ 5,119,905 FY 2016 Budget Description $ 4,215,002 Election Cost Reimbursements from Other Jurisdictions 460,300 Aerial Photography Cost Reimbursements from Participating Government Entities 3,000 Fort McDowell, Yavapai Nation and U.S. Marshal Detention Holding Fee - State Grand Jury Cost Sharing - Surveys for Other Governmental Agencies 425,000 Social Security Administration Pay for Inmate Information and AZ State for Patrol $ 5,103,302 Charges for Services Charges for Services is a broad category of program revenues that include charges to customers, applicants or other governments who purchase, use or directly benefit from the goods, services or privileges provided, or are otherwise directly affected by the services. Charges for service are also levied internally within Maricopa County government for internal services provided by one County department to another department, but are eliminated within the overall County budget. County policy is to fully recover the cost for providing services. When setting fees, care is exercised in establishing charges for services so that they do not unfairly discriminate against those most in need of services. The County Board of Supervisors approves all fee schedules, unless fees are specifically set forth in State statute. Examples of charges for services to the public include court-filing fees, kennel fees, park entrance fees, vital record document fees, and probation service fees. Examples of internal charges for services include benefits, risk management, motor pool charges and long distance telephone charges. Listed below are the revenues recorded for the last eight fiscal years, forecasted revenue for FY 2015 and the budget amount for FY 2016 for: • • • • Intergovernmental Charges for Service Internal Service Charges Patient Service Charges Other Charges for Service The reduction and ultimate elimination of Enterprise Fund Charges for Services from FY 2007 to FY 2008 revenue is the result of the transfer of the Maricopa Integrated Health Care System and the termination of the County’s long-term health care plan. In FY 2008, the County began self-funding employee health and dental benefits, which resulted in an increase in Internal Service Fund revenue. This increase was almost exclusively due to budgeting and accounting procedural changes necessitated by the transition from insured benefits to self-insurance, rather than actual rate increases. The increase in the Capital Projects Funds for FY 2016 is almost completely due to the contributions from the cities of Peoria, Glendale and El Mirage for the construction of the Northern Parkway. 95 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Fiscal Year 2007 2008 2009 2010 2011 2012 2013 2014 2015 * 2016 ** Special Revenue Funds $55,826,076 96,369,159 135,371,562 129,930,765 149,482,999 137,678,743 108,826,203 106,269,860 109,321,586 109,915,995 General Fund $31,719,127 43,177,387 43,642,013 40,657,924 40,745,732 40,081,935 42,389,389 39,288,121 39,058,564 42,778,285 Debt Service Fund $ 3,054,932 2,652,765 2,630,623 2,640,840 2,044,982 3,345,545 2,081,428 716,706 1,371,504 Budget Summary Schedules Charges for Service Capital Projects Enterprise Funds Funds $ - $ 62,873 7,300,482 17,874,757 17,548,959 19,037,127 4,700,587 9,680,068 5,051,219 1,132,140 10,651,500 - Internal Service Funds $78,091,596 199,238,595 201,910,980 188,964,926 193,579,637 189,393,283 196,181,587 198,987,186 200,603,240 214,941,537 Eliminations $ (70,498,458) (160,036,744) (161,737,799) (133,025,426) (139,567,488) (151,120,029) (159,652,960) (174,874,416) (167,412,104) (181,990,122) Total $95,201,214 189,103,811 239,714,278 246,707,771 265,918,847 222,779,501 200,769,832 176,803,398 183,420,132 197,668,699 * Forecast ** Budget Intergovernmental Charges for Services Revenues in this category account for payments as well as 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. Intergovernmental Charges for Service General Fund FY 2015 FY 2016 Forecast Department Education Services $ Budget 15,485 Medical Examiner - Non Departmental 2,916,305 Non Departmental $ 162,596 Sheriff Superior Court Total $ Description 12,000 Elections Services from School Districts 20,000 IGA with Florida Attorney General for Services 2,928,728 District Central Service Reimbursements 336,027 Industrial Development Authority Reimbursements 12,168,726 646,501 14,401,904 Patrol Services Provided to Cities and Towns and to the Stadium and Flood Control Districts 513,000 Arizona Lengthy Trial Revenue, Municipal Court Juror Fees, Interpreter Fees 15,909,613 $ 18,211,659 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. Fiscal Year 2007 2008 2009 2010 2011 2012 2013 2014 2015 * 2016 ** *Forecast ** Budget 96 Patient Services Revenue Special General Revenue Fund Funds $ 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 7,300 2,150,660 7,524 2,826,865 6,988 2,290,807 Total 935,184 1,041,624 1,071,824 1,317,792 1,757,576 1,600,084 1,605,870 2,157,960 2,834,389 2,297,795 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Internal Service Charges Internal Service Charges are payments between County departments. Rates are established during the budget process. Internal service fee rates are intended to recover from the appropriate user the full cost of the services provided. Internal service charges are usually recorded in the Internal Service Funds. In FY 2016, internal service charges are budgeted to increase primarily due to increase fixed benefit premiums. Internal Service Charges Employee Benefits and Health FY 2016 Forecast Budget $ 114,821,336 $ 130,398,825 Enterprise Technology Equipment Services Procurement Services Risk Management FY 2015 16,630,950 16,898,304 15,202,640 14,012,455 857,936 845,217 19,899,242 19,835,321 Total $ 167,412,104 $ 181,990,122 Other Charges for Services The schedule on the next page lists Maricopa County’s Other Charges for Service in the General Fund for FY 2015 and FY 2016. FY 2016 collections of Other Charges for Service are anticipated to slightly improve over the FY 2015 Forecast, but still be about $400,000 below the FY 2015 Adopted Budget. This is primarily due to an estimated decrease in fees collected in the Clerk of the Superior Court resulting from a drop in the number of cases filed and a decrease in other charges for services from the Public Fiduciary. Over the past two years the Public Fiduciary has transferred its highest-asset cases to the private sector to manage, leaving the County department with less complex cases. As part of the transfer process, the department completed a one-time “true-up” of accounts, resulting in a November, 2014 revenue collection of $260,000. In the following months, revenue collections declined and is expected to settle at a level of approximately $83,300 per month in the future. Additionally, Waste Resources has seen a decline in customers using the transfer station dumping services. 97 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Other Charges for Service Summary General Fund FY 2015 FY 2016 Forecast Budget Description $ 5,694,880 $ 5,694,880 Filing Fees, Passports and Indigent Defense Revenue Department Clerk of the Superior Court Constables 1,795,865 Education Services 1,798,574 Constable Fees 101,515 Elections 105,000 Garnishment & Support Processing Fees 1,280 Finance 402 Certifications 283,587 County Attorney 12,925 Human Resources 55,366 Justice Courts 4,444,512 Juvenile Probation Medical Examiner Non Departmental Protective Services Public Defender Public Fiduciary Recorder Sheriff Superior Court 10,248 364,992 1,583,229 235,141 38,332 1,193,500 5,251,545 603,932 1,224,547 Treasurer Waste Resources and Recycling Total 285,000 Collections Fee 55,579 Charges to Housing Authority 55,000 Garnishments, Copies, Parking and Lost Bus Card Fees 4,474,724 Defensive Driving Fees, Civil Trial Jury Fees and Other Miscellaneous Court Fees 6,000 Miscellaneous Charges and Restitution 371,730 Cremation Certificate Fees and Transport Fees 1,651,408 Tax Sale Fees and Sheriff Fees 235,141 Homeless Campus Protective Services Fee 38,332 Reimbursement for Legal Services 1,000,000 Fiduciary Fees and Probate Fees 6,673,401 Document Recording Fees 610,000 Other Tax Sales Fees and Various Civil Fees 1,366,000 Family Court Filings, Civil Trial Jury Fees and Attorney Fees Paid By Parents 40,000 Miscellaneous Charges 98,467 Transfer Stations $ 24,559,638 45,658 200,373 $ 23,141,427 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 2016 is slightly below forecasted collections for FY 2015. Court fine and fee revenues have been steadiliy declining since the high period of FY 2009 due to deferrals and fee waivers granted to individuals who the court deems are unable to pay. Environmental Services has seen a reduction in food service permits and consequently the associated fines. Fines & Forfeits Special Fiscal General Year Revenue Fund Funds 18,244,455 $ 12,817,703 $ Total 31,062,158 2008 16,901,603 14,490,595 31,392,198 2007 $ 2009 16,370,071 20,196,311 36,566,382 2010 15,408,833 18,938,132 34,346,965 2011 14,356,767 18,950,986 33,307,753 2012 2013 2014 12,151,054 12,374,331 11,779,634 18,090,680 17,675,017 16,472,333 30,241,734 30,049,348 28,251,967 2015 * 9,832,624 13,338,636 23,171,260 2016 ** 9,802,082 13,285,216 23,087,298 * Forecast ** Budget 98 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Fines and Forfeits Summary FY 2015 Forecast Department Clerk of the Superior Court General Fund FY 2016 Budget $ 1,482,331 Elections $ 1,482,331 Superior Court Fines 15,420 Environmental Services Justice Courts 7,000 Campaign Finance Penalty Fees 28,781 8,301,308 Sheriff 22,221 Code Enforcement Fines 8,290,430 Civil Traffic, Misdemeanor Criminal Adjudication, Small Civil Cases 2,734 Superior Court 2,050 Total $ 9,832,624 Description - Civil Sanctions and Traffic Fines 100 Juror Fines $ 9,802,082 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 2015, plus the budget for FY 2016. Miscellaneous revenues are recorded in all fund types. Miscellaneous Revenue Debt Capital Service Projects Funds Funds 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 General Fund 39,820,380 32,662,960 15,056,656 13,651,212 14,357,522 15,242,487 Special Revenue Funds $ 35,303,667 40,941,646 28,310,635 20,099,288 7,837,262 7,675,012 2013 14,406,727 6,815,847 93,726 1,314,671 2014 8,667,004 5,898,146 74,540 358,982 2015 * 6,062,575 6,872,619 12,914 2016 ** 5,582,364 43,152,644 2,000 Fiscal Year 2007 2008 2009 2010 2011 2012 $ $ Internal Service Funds 3,789,038 5,369,946 3,881,287 1,805,553 3,226,545 1,198,400 Total $ 87,935,485 99,369,812 63,051,365 41,601,984 24,437,088 24,771,682 - 1,557,999 24,188,970 - 9,146,596 24,145,268 2,860 - 858,568 13,809,536 200 - 566,464 49,303,672 Enterprise Funds $ 684,104 - $ * Forecast ** Budget General Fund miscellaneous revenue includes interest income, building rental income, public record copy fees, and bad check fees. In FY 2012 and 2013, Non Department revenue was significantly higher due to interest income on large fund balances. As capital projects have been implemented and interest rates are at historic lows, interest earnings have decreased by $3.7 million since FY 2012. Special Revenue funds in FY 2016 include Non Departmental grant funds which were increased in the tentative to adopted budgets due to a significant capital project reserve moved to a future project year. 99 Maricopa County Annual Business Strategies FY 2016 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 FY 2016 Description Forecast Budget $ 280,260 $ 240,000 Sale of Maps, Copies, Data, etc. 194,287 - Lease Revenue 75,200 75,200 Sale of Copies and Bad Check Fees, Interest 23,840 28,980 Fees from Private Defense for Discovery Information 710 600 Bus Card Replacement 12,046 6,006 Sale of Copies and Maps 3,600 4,800 Sale of Computer Equipment 261,856 215,200 Lease Revenue 10,526 - Copies of W-2s and Employee Records 2,213 - Payback of Neighborhood Stabilization Program Funds 770,235 746,615 Sale of Copies 1,975 6,550 Insurance Reimbursements/Restitution Interest, Loss Reimbursement, Fire District 3,620,150 3,100,012 Reimbursement, Tax Deed Sales 397,987 761,000 Purchase Card Rebates 328,051 326,599 Micrographics and Photocopy Sales and Postage 35,194 35,900 Sale of Copies and Reimbursement for ID Cards and Impound Fees 2,506 1,000 Sale of Copies 41,939 33,902 Lease Revenue, Scrap Metal Proceeds $ 6,062,575 $ 5,582,364 Other Financing Sources Other Financing Sources include Proceeds of Financing (debt) and Fund Transfers In. Proceeds of Financing In FY 2015, the County entered into a lease purchase agreement for the desktop, laptop and server replacements. Additionally, on April 8, 2015, the Board adopted a resolution authorizing the issuance of certificates of participation (COPs) for the financing of pending capital projects. In the final Adopted budget, no revenues are budgeted for Proceeds of Financing in FY 2016. 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. In addition, in FY 2016 an additional transfer of $18 million will be made from the General Fund to the Detention fund to maintain structural balance in that fund. The General and Detention Funds also provide one-time transfers to the Capital Projects funds to fund the County’s modified pay-as-you-go capital program. For additional detail, refer to the Fund Transfer schedules found later in this section. 100 Maricopa County Annual Business Strategies FY 2016 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 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 and Risk Management Trust, the following funds are also projected to have a deficit fund balance at the end of FY 2016: 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. 101 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Benefits Trust Funds (601, 604, 606, 611, 619 and 622) 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. 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. The fund balances in each of the capital project funds are changing more than 10%. These funds are part of the County’s modified “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. The ending fund balance in the General fund is always zero. Arizona law states that the amount of taxes to be raised from the primary and secondary property tax levies, plus all other sources of revenue, “shall equal the total of amounts proposed to be spent in the budget for the current fiscal year.” A.R.S. 42-17151 A.1. Consequently the ending fund balance cannot be a positive or negative number, but must be zero. 102 Maricopa County Annual Business Strategies FY 2016 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 $ 82,902,015 $ 1,192,002,373 $ 1,274,904,388 $ - $ - $ - $ SPECIAL REVENUE NON-GRANT FUNDS 201 ADULT PROBATION FEES1 $ 203 SHERIFF DONATIONS 204 JUSTICE CT JUDICIAL ENHANCEMNT 205 COURT DOCUMENT RETRIEVAL1 206 OFFICER SAFETY EQUIPMENT 207 PALO VERDE1 208 JUDICIAL ENHANCEMENT 209 PUBLIC DEFENDER TRAINING1 210 WASTE MANAGEMENT1 212 SHERIFF RICO 213 COUNTY ATTORNEY RICO 214 SHERIFF JAIL ENHANCEMENT1 215 EMERGENCY MANAGEMENT** 218 CLERK OF COURT FILL THE GAP 220 DIVERSION1 221 COUNTY ATTORNEY FILL THE GAP 225 SPUR CROSS RANCH CONSERVATION1 226 PLANNING AND DEVELOPMENT FEES 228 JUVENILE PROBATION SPECIAL FEE1 229 JUVENILE RESTITUTION 232 TRANSPORTATION OPERATIONS1 236 RECORDERS SURCHARGE1 237 JUST COURTS PHOTO ENFORCEMENT 239 PARKS SOUVENIR 240 LAKE PLEASANT RECREATION SVCS1 241 PARKS ENHANCEMENT FUND1 243 PARKS DONATIONS1 245 JUSTICE COURTS SPECIAL REVENUE1 252 INMATE SERVICES 254 INMATE HEALTH SERVICES1 255 DETENTION OPERATIONS* 256 PROBATE FEES1 257 CONCILIATION COURT FEES1 258 SHERIFF TOWING AND IMPOUND 259 SUPERIOR COURT SPECIAL REVENUE1 261 LAW LIBRARY 262 PUBLIC DEFENDER FILL THE GAP1 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 RESTITUTION 269 VICTIM COMPENSATION INTEREST 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 ENHANCEMENT 277 EMANCIPATION ADMIN COSTS 281 CHILDRENS ISSUES EDUCATION1 282 DOM REL MEDIATION EDUCATION 290 WASTE TIRE 504 AIR QUALITY FEES1 506 ENVIRONMTL SVCS ENV HEALTH 572 ANIMAL CONTROL LICENSE SHELTER1 574 ANIMAL CONTROL FIELD OPERATION1 669 SMALL SCHOOL SERVICE1 741 TAXPAYER INFORMATION 780 SCHOOL TRANSPORTATION 782 SCHOOL COMMUNICATION1 795 EDUCATIONAL SUPPLEMENTAL PROG1 SUBTOTAL NON-GRANT FUNDS $ 1,078,325 78,511 1,268,798 312,340 208,335 659,850 3,626,364 269,259 588,328 2,524,646 1,801,378 21,222 1,371 860,725 166,043 291,153 3,489,495 420,940 46,623 31,339,704 2,753,527 158 25,000 1,305,039 1,853,104 611,428 669,783 8,397,572 402,055 44,353,482 216,906 206,566 123,869 696,603 2,744,761 74,768 2,400 6,177,913 108,486 235,747 1,302,483 766,702 898,334 113,621 72,700 482,094 576,306 97,384 4,855 11,927 75,038 2,288,110 10,641,298 8,102,377 2,958,458 1,609,782 58,221 335,977 72,208 204,575 562,600 151,247,627 $ 12,343,549 26,774 737,183 1,064,545 52,000 682,808 1,375,964 404,610 65,000 1,750,000 1,910,940 1,482,444 1,013,515 1,915,696 1,792,874 1,527,206 275,359 8,010,200 2,669,777 4,000 108,802,126 3,792,689 362,544 2,719,236 4,671,308 23,277 6,379,000 11,250,326 300,873 376,186,755 392,000 1,372,000 226,100 4,598,154 1,165,971 936,629 66,362 2,218,728 6,638,299 125,048 1,377,000 111,600 16,516 65,000 600,000 2,300 2,448,571 214,095 99,000 105,000 180,600 4,756,341 12,083,786 19,383,201 9,480,584 3,453,314 109,551 304,341 600,000 665,000 566,275 627,953,944 $ 12,772,336 26,774 737,183 1,149,941 52,000 760,839 1,206,647 658,170 653,328 1,750,000 1,910,940 2,718,942 1,054,427 1,915,696 2,567,536 1,527,206 405,609 8,178,791 3,058,130 4,000 130,880,150 5,490,958 362,544 3,833,436 5,977,245 324,237 6,484,250 11,250,326 600,873 414,945,297 530,756 1,578,566 226,100 5,294,757 1,165,971 1,011,395 66,362 2,218,728 6,638,299 125,048 1,573,727 111,600 16,516 713,621 75,000 2,448,571 390,010 108,000 115,007 180,600 4,751,611 14,294,128 19,855,027 9,983,010 3,745,753 167,772 304,341 600,000 869,575 1,128,875 703,546,537 $ 649,538 78,511 1,268,798 226,944 208,335 581,819 3,795,681 15,699 2,524,646 564,880 1,371 86,063 166,043 160,903 32,587 46,623 9,261,680 1,055,258 158 25,000 190,839 547,167 310,468 564,533 8,397,572 102,055 5,594,940 78,150 123,869 2,744,761 2 2,400 6,177,913 108,486 39,020 1,302,483 766,702 963,334 482,094 400,391 88,384 4,855 1,920 75,038 2,292,840 8,430,956 2,456,032 1,317,343 335,977 72,208 64,723,269 $ 3,320,904 7,630,551 10,951,455 $ - $ $ $ 103 $ $ $ $ - (19,690) (19,690) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund (continued) FUND GRANT FUNDS 211 ADULT PROBATION GRANTS $ 216 CLERK OF THE COURT GRANTS 217 CDBG HOUSING TRUST 219 COUNTY ATTORNEY GRANTS 222 HUMAN SERVICES GRANTS 223 TRANSPORTATION GRANTS 227 JUVENILE PROBATION GRANTS 230 PARKS AND RECREATION GRANTS 233 PUBLIC DEFENDER GRANTS 238 SUPERIOR COURT GRANTS 248 ELECTIONS GRANTS 249 NON DEPARTMENTAL GRANTS 251 SHERIFF GRANTS 503 AIR QUALITY GRANTS 532 PUBLIC HEALTH GRANTS 715 SCHOOL GRANTS SUBTOTAL GRANTS $ SPECIAL REVENUE $ DEBT SERVICE 320 COUNTY IMPROVEMENT DEBT 321 CAPITAL LEASE DEBT SERVICE DEBT SERVICE CAPITAL PROJECTS 234 TRANSPORTATION CAPITAL PROJECT 422 INTERGOVERNMENTAL CAP PROJ 440 COUNTY IMPROVEMENT 445 GENERAL FUND CTY IMPROV 455 DETENTION CAPITAL PROJECTS 460 TECHNOLOGY CAP IMPROVEMENT 461 DETENTION TECH CAP IMPROVEMENT CAPITAL PROJECTS INTERNAL SERVICE 601 MEDICAL HMO1 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 WELLNESS1 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 SERVICES1 673 REPROGRAPHICS 675 RISK MANAGEMENT1 681 TECHNOLOGY INFRASTRUCTURE1 INTERNAL SERVICE $ $ $ $ $ $ BEG. SPENDABLE BALANCE ENDING SPENDABLE FUND BALANCE: TOTAL SOURCES (152,581) $ (4,981) (444,493) (98,096) (255,317) 204,527 412,912 21,598 (5,010) (30,961) 728,060 1,250,934 (764,637) (191,802) 57,239 727,392 $ 151,975,019 $ 3,171,370 1,484,286 20,143,632 5,351,226 45,246,229 250,939 3,811,356 13,990 237,289 3,432,507 470,278 37,165,123 7,184,985 3,973,521 52,056,352 25,401,884 209,394,967 837,348,911 $ 5,103,372 8,417,415 13,520,787 9,874,372 9,874,372 23,598,218 128,610 190,000,000 304,955,506 192,899,782 207,358,808 34,383,870 953,324,794 $ $ $ 1,642,175 $ (9,209,419) (7,507,658) 13,902,862 (1,018,390) 1,420,010 825,181 5,301,667 4,476,799 6,382,337 (1,310,878) 15,221 (2,409) 767,983 5,750,094 2,609,046 199,274 9,083,950 1,999,755 35,327,600 $ ELIMINATIONS $ - $ ALL FUNDS $ 1,233,403,800 $ 99,767,801 200 24,903,524 1,694,489 11,640,000 138,006,014 TOTAL USES $ $ $ 3,171,370 1,484,286 20,143,632 5,351,226 45,246,229 250,939 3,811,356 13,990 237,289 3,432,507 470,278 37,165,123 7,184,985 3,973,521 52,056,352 25,401,884 209,394,967 912,941,504 $ 7,409,480 2,171,297 9,580,777 $ $ $ $ $ 7,414,230 7,414,230 $ $ $ $ $ 50,654,656 $ 38,025,616 24,954,095 4,702,760 17,325,304 2,207,008 408,473 161,260 1,687,810 1,556,248 3,005,916 1,553,810 (1,157,990) 2,269,651 801,620 1,735,553 225,977 597,992 3,471,236 420,963 4,530,902 345,300 683,838 16,854,693 845,217 24,088,690 17,069,304 219,025,902 $ 52,845,683 $ 39,659,466 26,029,963 4,702,760 18,072,572 2,207,008 408,473 161,260 1,760,590 2,181,248 3,005,916 2,003,810 (1,157,990) 2,269,651 801,620 1,735,553 225,977 597,992 3,471,236 420,963 4,530,902 345,300 683,838 17,822,193 845,217 33,338,997 19,021,458 237,991,656 $ 13,155,594 1,420,010 825,181 5,228,887 3,851,799 6,382,337 15,221 767,983 5,750,094 37,397,106 $ (510,828,268) $ (510,828,268) $ $ 2,234,405,833 104 $ 204,527 412,912 21,598 728,060 1,250,934 57,239 2,675,270 67,398,539 $ $ 94,370,570 127,500 160,985,109 14,091,063 12,650,837 21,646,362 5,944,335 309,815,776 $ COMMITTED 28,995,449 29,014,891 181,943,434 28,439,535 268,393,309 1,889,075,719 $ RESTRICTED $ $ $ ASSIGNED 10,951,455 154,034 6,246,118 6,400,152 1,310 315,767,967 197,352,446 513,121,723 $ $ $ $ $ $ $ $ $ 1,641,546 199,274 47,601 1,888,421 - $ 380,603,184 $ UNASSIGNED - - - $ $ $ $ $ $ $ $ $ - - $ - $ 532,361,751 $ - $ $ (152,581) (4,981) (444,493) (98,096) (255,317) (5,010) (30,961) (764,637) (191,802) (1,947,878) (1,967,568) - - (548,852) (10,843,269) (8,583,526) (1,018,390) (1,760,878) (2,409) (166,357) (22,923,681) (24,891,249) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Structural Balance The Budget Guidelines and Priorities adopted by the Board, require the budget to be structurally balanced, meaning that recurring expenditures are fully supported by recurring revenues. This FY 2016 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: Benefits Trust Funds (601, 604, 606, 608, 614, 619) The majority of the structural imbalance in FY 2016 is due to the planned spend down of fund balance in order to adjust the Benefits Trust from a 150% Company Action Level to 100%. Fund 619 has a structural imbalance of $450,000 due to the costs of the on-site pharmacy clinic, which is operating at a deficit. New options are being pursued in FY 2016 to remedy this situation. Risk Management (675) The Risk Management Fund (675) structural imbalance 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. 105 Maricopa County Annual Business Strategies FY 2016 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 USES: OPERATING STRUCT. BALANCE $ 1,183,450,935 $ 1,183,450,935 $ - $ 12,343,549 $ 26,774 737,183 1,064,545 52,000 682,808 1,375,964 12,343,549 $ 26,774 737,183 1,064,545 52,000 682,808 1,176,746 199,218 209 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 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 267 CRIM JUSTICE ENHANCEMENT 268 VICTIM COMP RESTITUTION 269 VICTIM COMPENSATION INTEREST 270 CHILD SUPPORT ENHANCEMENT 404,610 1,750,000 1,910,940 1,482,444 963,826 1,915,696 1,792,874 1,527,206 275,359 8,010,200 2,669,777 4,000 108,802,126 3,792,689 362,544 2,719,236 4,671,308 23,277 6,379,000 11,250,326 300,873 376,033,724 392,000 1,372,000 226,100 4,598,154 1,165,971 805,134 66,362 2,218,728 6,638,299 125,048 1,377,000 111,600 16,516 65,000 106 404,610 1,750,000 1,910,940 1,482,444 963,826 1,915,696 1,792,874 1,527,206 275,359 8,001,694 2,669,777 4,000 59,822,918 3,792,689 362,544 2,719,236 4,671,308 23,277 6,379,000 11,250,326 300,873 376,033,724 392,000 1,372,000 226,100 4,598,154 1,165,971 805,134 66,362 2,218,728 6,638,299 125,048 1,377,000 111,600 16,516 - 8,506 48,979,208 65,000 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund (continued) SOURCES: FUND OPERATING 600,000 271 EXPEDITED CHILD SUPPORT 273 VICTIM LOCATION 2,300 2,448,571 274 CLERK OF THE COURT EDMS 275 JUVENILE PROBATION DIVERSION 214,095 276 SPOUSAL MAINT ENF ENHANCEMENT 99,000 281 CHILDRENS ISSUES EDUCATION 105,000 282 DOM REL MEDIATION EDUCATION 180,600 290 WASTE TIRE 4,756,341 504 AIR QUALITY FEES 12,083,786 506 ENVIRONMTL SVCS ENV HEALTH 19,383,201 572 ANIMAL CONTROL LICENSE SHELTER 9,480,584 574 ANIMAL CONTROL FIELD OPERATION 3,453,314 669 SMALL SCHOOL SERVICE 109,551 741 TAXPAYER INFORMATION 304,341 600,000 780 SCHOOL TRANSPORTATION 782 SCHOOL COMMUNICATION 665,000 566,275 795 EDUCATIONAL SUPPLEMENTAL PROG SUBTOTAL NON-GRANT FUNDS $ 627,554,729 GRANT FUNDS 211 ADULT PROBATION GRANTS $ 3,171,370 216 CLERK OF THE COURT GRANTS 1,484,286 217 CDBG HOUSING TRUST 20,143,632 219 COUNTY ATTORNEY GRANTS 5,351,226 222 HUMAN SERVICES GRANTS 45,246,229 227 JUVENILE PROBATION GRANTS 3,811,356 233 PUBLIC DEFENDER GRANTS 237,289 238 SUPERIOR COURT GRANTS 3,432,507 470,278 248 ELECTIONS GRANTS 249 NON DEPARTMENTAL GRANTS 6,568,459 251 SHERIFF GRANTS 7,184,985 503 AIR QUALITY GRANTS 3,973,521 532 PUBLIC HEALTH GRANTS 52,056,352 715 SCHOOL GRANTS 24,960,910 SUBTOTAL GRANTS $ 178,092,400 SPECIAL REVENUE $ 805,647,129 DEBT SERVICE 320 COUNTY IMPROVEMENT DEBT DEBT SERVICE CAPITAL PROJECTS 445 GENERAL FUND CTY IMPROV 455 DETENTION CAPITAL PROJECTS 460 TECHNOLOGY CAP IMPROVEMENT CAPITAL PROJECTS USES: OPERATING 600,000 2,448,571 214,095 99,000 105,000 180,600 4,751,611 12,083,397 19,383,201 9,480,584 3,399,773 109,551 304,341 600,000 665,000 566,275 $ 578,241,837 STRUCT. BALANCE $ $ $ $ $ 3,171,370 1,484,286 20,143,632 5,351,226 45,246,229 3,811,356 237,289 3,432,507 470,278 6,568,459 7,184,985 3,973,521 52,056,352 24,960,910 178,092,400 756,334,237 $ $ 49,312,892 2,300 4,730 389 53,541 49,312,892 $ $ 2,511,372 2,511,372 $ $ - $ $ 2,511,372 2,511,372 $ 8,716,119 587,500 11,640,000 20,943,619 $ - $ 8,716,119 587,500 11,640,000 20,943,619 $ 107 $ $ Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund (continued) FUND 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 SOURCES: OPERATING $ USES: OPERATING STRUCT. BALANCE $ 50,654,656 $ 38,025,616 24,954,095 4,702,760 17,325,304 2,207,008 408,473 161,260 1,687,810 1,556,248 3,005,916 1,553,810 (1,157,990) 2,269,651 801,620 1,735,553 225,977 597,992 3,471,236 420,963 4,530,902 345,300 683,838 16,854,693 845,217 20,570,789 17,069,304 215,508,001 $ 52,845,683 $ 39,659,466 26,029,963 4,702,760 18,072,572 2,207,008 408,473 161,260 1,760,590 1,556,248 3,005,916 2,003,810 (1,157,990) 2,269,651 801,620 1,735,553 225,977 597,992 3,471,236 420,963 4,530,902 345,300 683,838 16,854,693 845,217 33,338,997 17,069,304 234,447,002 $ ELIMINATIONS $ (402,434,555) $ (402,434,555) $ - ALL FUNDS $ 1,825,626,501 $ 1,771,797,619 $ 53,828,882 108 (2,191,027) (1,633,850) (1,075,868) (747,268) (72,780) (450,000) (12,768,208) (18,939,001) Maricopa County Annual Business Strategies FY 2016 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 2016 Expenditure Limitation $ 1,251,361,933 FY 2016 Expenditures Subject to Limitation $ 1,251,361,932 Expenditures (Over)/Under Limitation $ 109 1 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class FY 2015 ADOPTED 110 100 201 211 255 240 100 204 237 245 270 100 227 228 229 255 275 JUDICIAL ADULT PROBATION GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ADULT PROBATION FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ADULT PROBATION GRANTS OPERATING DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT JUSTICE COURTS GENERAL OPERATING ELEC DOCUMENT MGMNT SYSTEM ALL FUNCTIONS JUSTICE CT JUDICIAL ENHANCEMNT OPERATING JUST COURTS PHOTO ENFORCEMENT OPERATING ELEC DOCUMENT MGMNT SYSTEM ALL FUNCTIONS JUSTICE COURTS SPECIAL REVENUE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT JUVENILE PROBATION GENERAL OPERATING JUVENILE PROBATION GRANTS OPERATING JUVENILE PROBATION SPECIAL FEE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS JUVENILE RESTITUTION OPERATING DETENTION OPERATIONS OPERATING JUVENILE KITCHEN EQUIP ALL FUNCTIONS JUVENILE PROBATION DIVERSION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT $ FY 2015 REVISED FY 2016 ADOPTED (INC.)/DEC FROM REV. 48,350,459 $ 25,000 48,375,459 $ 49,984,303 $ 25,000 50,009,303 $ 49,084,413 $ 171,000 49,255,413 $ 899,890 (146,000) 753,890 $ 12,343,549 $ 1,083,459 13,427,008 $ 12,343,549 $ 1,083,459 13,427,008 $ 12,343,549 $ 428,787 12,772,336 $ 654,672 654,672 $ 2,876,995 $ 3,420,182 $ 3,171,370 $ 248,812 $ 26,643,287 $ 200,000 26,843,287 $ 91,522,749 $ 27,465,274 $ 200,000 27,665,274 $ 94,521,767 $ 33,803,153 $ 55,800 33,858,953 $ 99,058,072 $ (6,337,879) 144,200 (6,193,679) (4,536,305) $ 17,169,657 $ 512,000 17,681,657 $ 17,471,692 $ 512,000 17,983,692 $ 17,825,008 $ 512,000 18,337,008 $ (353,316) (353,316) $ 792,000 $ 792,000 $ 737,183 $ 54,817 $ 1,800 $ 45,000 46,800 $ 1,800 $ 45,000 46,800 $ - $ - $ 1,800 45,000 46,800 $ $ 6,479,000 $ 6,479,000 $ 24,999,457 $ 6,479,000 $ 6,479,000 $ 25,301,492 $ 6,379,000 $ 105,250 6,484,250 $ 25,558,441 $ 100,000 (105,250) (5,250) (256,949) $ 17,279,942 $ 17,998,450 $ 17,872,534 $ 125,916 $ 4,160,865 $ 4,356,326 $ 3,811,356 $ 544,970 $ $ 3,546,769 $ 283,731 3,830,500 $ 3,546,769 $ 283,731 3,830,500 $ 2,669,777 $ 388,353 3,058,130 $ 876,992 (104,622) 772,370 $ 10,000 $ 10,000 $ 4,000 $ 6,000 $ 33,172,371 $ 1,225,942 34,398,313 $ 33,629,649 $ 1,225,942 34,855,591 $ 33,607,736 $ 33,607,736 $ 21,913 1,225,942 1,247,855 251,518 $ 82,985 334,503 $ 60,014,123 $ 251,518 $ 82,985 334,503 $ 61,385,370 $ 214,095 $ 175,915 390,010 $ 58,743,766 $ 37,423 (92,930) (55,507) 2,641,604 $ $ $ $ $ $ $ $ $ $ $ 110 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2015 ADOPTED 800 100 208 238 256 257 259 261 264 271 276 281 282 010 100 020 100 SUPERIOR COURT GENERAL OPERATING NON RECURRING NON PROJECT DISASTER REC EQUIPMENT SUP COURT CASE MGMT SYSTEM SUP CT FOR THE RECORD EQUIP ALL FUNCTIONS JUDICIAL ENHANCEMENT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SUPERIOR COURT GRANTS OPERATING PROBATE FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CONCILIATION COURT FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SUPERIOR COURT SPECIAL REVENUE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS LAW LIBRARY OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SUPERIOR COURT FILL THE GAP OPERATING EXPEDITED CHILD SUPPORT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SPOUSAL MAINT ENF ENHANCEMENT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CHILDRENS ISSUES EDUCATION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS DOM REL MEDIATION EDUCATION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT $ FY 2015 REVISED FY 2016 ADOPTED (INC.)/DEC FROM REV. 80,343,393 $ 9,000 1,136,091 1,840,000 1,305,640 84,634,124 $ 81,477,438 $ 9,000 1,136,091 1,840,000 1,305,640 85,768,169 $ 83,111,344 $ 245,926 668,000 1,899,500 1,500,000 87,424,770 $ (1,633,906) (236,926) 468,091 (59,500) (194,360) (1,656,601) $ 506,200 $ 506,200 $ 506,200 $ 506,200 $ 476,000 $ 29,901 505,901 $ 30,200 (29,901) 299 $ 2,989,816 $ 3,432,507 $ 3,432,507 $ $ 409,200 $ 100,000 509,200 $ 409,200 $ 100,000 509,200 $ 392,000 $ 138,756 530,756 $ 17,200 (38,756) (21,556) 1,441,200 $ 175,000 1,616,200 $ 1,441,200 $ 175,000 1,616,200 $ 1,372,000 $ 206,566 1,578,566 $ 69,200 (31,566) 37,634 4,759,800 $ 440,000 5,199,800 $ 4,759,800 $ 440,000 5,199,800 $ 4,598,154 $ 696,603 5,294,757 $ 161,646 (256,603) (94,957) $ 1,296,000 $ 250,000 1,546,000 $ 1,296,000 $ 250,000 1,546,000 $ 1,165,971 $ 1,165,971 $ 130,029 250,000 380,029 $ 2,101,600 $ 2,218,728 $ 2,218,728 $ - $ 585,000 $ 325,000 910,000 $ 585,000 $ 325,000 910,000 $ 600,000 $ 113,621 713,621 $ (15,000) 211,379 196,379 108,000 $ 50,000 158,000 $ 108,000 $ 50,000 158,000 $ 99,000 $ 9,000 108,000 $ 9,000 41,000 50,000 115,007 $ 25,000 140,007 $ 115,007 $ 25,000 140,007 $ 105,000 $ 10,007 115,007 $ 10,007 14,993 25,000 $ $ 180,600 $ 25,000 205,600 $ 100,516,547 $ 180,600 $ 25,000 205,600 $ 102,210,411 $ 180,600 $ 180,600 $ 103,269,184 $ 25,000 25,000 (1,058,773) $ $ $ $ $ $ $ $ $ $ $ $ $ $ - TOTAL JUDICIAL ELECTED BOARD OF SUPERVISORS DIST 1 GENERAL OPERATING $ 277,052,876 $ 283,419,040 $ 286,629,463 $ (3,210,423) $ 361,973 $ 367,304 $ 370,718 $ (3,414) BOARD OF SUPERVISORS DIST 2 GENERAL OPERATING $ 361,973 $ 367,304 $ 370,718 $ (3,414) 111 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2015 ADOPTED 030 100 040 100 050 100 120 100 140 100 160 100 205 208 216 218 273 274 190 100 213 FY 2015 REVISED FY 2016 ADOPTED (INC.)/DEC FROM REV. BOARD OF SUPERVISORS DIST 3 GENERAL OPERATING $ 361,973 $ 367,304 $ 370,718 $ (3,414) BOARD OF SUPERVISORS DIST 4 GENERAL OPERATING $ 361,973 $ 367,304 $ 370,718 $ (3,414) BOARD OF SUPERVISORS DIST 5 GENERAL OPERATING $ 361,973 $ 367,304 $ 370,718 $ (3,414) $ 23,747,839 $ 635,000 24,382,839 $ 24,382,839 $ 24,132,164 $ 24,132,164 $ 24,132,164 $ (384,325) 635,000 250,675 250,675 ASSESSOR GENERAL OPERATING ESRI DESKTOP REVIEW PROJECT ALL FUNCTIONS TOTAL DEPARTMENT $ $ 23,362,819 $ 635,000 23,997,819 $ 23,997,819 $ CALL CENTER GENERAL OPERATING $ 1,663,556 $ 1,689,179 $ 1,719,187 $ (30,008) $ 31,877,562 $ 18,000 413,099 2,395,940 34,704,601 $ 32,410,682 $ 18,000 413,099 2,395,940 35,237,721 $ 33,364,056 $ 12,000 2,292,400 35,668,456 $ (953,374) 18,000 401,099 103,540 (430,735) 1,147,606 $ 1,147,606 $ 1,147,606 $ 1,147,606 $ 1,064,545 $ 85,396 1,149,941 $ 83,061 (85,396) (2,335) $ 632,979 $ 356,980 989,959 $ 632,979 $ 548,340 1,181,319 $ 700,746 $ 700,746 $ (67,767) 548,340 480,573 $ 1,484,995 $ 1,855,435 $ 1,484,286 $ 371,149 $ $ 2,054,822 $ 2,054,822 $ 1,971,944 $ 415,013 2,386,957 $ 1,915,696 $ 1,915,696 $ 56,248 415,013 471,261 $ 75,000 $ 75,000 $ 75,000 $ - $ $ 2,632,872 $ 43,089,855 $ 2,632,872 $ 44,516,910 $ 2,448,571 $ 43,442,696 $ 184,301 1,074,214 $ 82,979,918 $ 529,000 83,508,918 $ 84,358,029 $ 529,000 84,887,029 $ 85,548,461 $ 85,548,461 $ (1,190,432) 529,000 (661,432) 2,012,040 $ 1,710,000 3,722,040 $ 2,012,040 $ 1,710,000 3,722,040 $ 1,910,940 $ 1,910,940 $ 101,100 1,710,000 1,811,100 CLERK OF THE SUPERIOR COURT GENERAL OPERATING COSC STAFF EQUIPMENT NON RECURRING NON PROJECT COSC RFR SYSTEM REPLACEMENT ALL FUNCTIONS COURT DOCUMENT RETRIEVAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS JUDICIAL ENHANCEMENT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CLERK OF THE COURT GRANTS OPERATING CLERK OF COURT FILL THE GAP OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS VICTIM LOCATION NON RECURRING NON PROJECT CLERK OF THE COURT EDMS OPERATING TOTAL DEPARTMENT COUNTY ATTORNEY GENERAL OPERATING MCAO CASE MANAGEMENT SYSTEM ALL FUNCTIONS COUNTY ATTORNEY RICO OPERATING MCAO CASE MANAGEMENT SYSTEM ALL FUNCTIONS $ $ $ $ $ $ $ 112 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2015 ADOPTED 219 220 221 266 267 268 269 210 100 248 250 100 360 100 236 370 100 255 669 COUNTY ATTORNEY GRANTS OPERATING DIVERSION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS COUNTY ATTORNEY FILL THE GAP OPERATING CHECK ENFORCEMENT PROGRAM OPERATING CRIM JUSTICE ENHANCEMENT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS VICTIM COMP RESTITUTION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS VICTIM COMPENSATION INTEREST OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT ELECTIONS GENERAL OPERATING PRI/GEN ELEC CYCLE SPENDING ALL FUNCTIONS ELECTIONS GRANTS 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 GARNISHMENT SYSTEM UPGRADE NON RECURRING NON PROJECT ALL FUNCTIONS DETENTION OPERATIONS NON RECURRING NON PROJECT SMALL SCHOOL SERVICE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS FY 2015 REVISED FY 2016 ADOPTED (INC.)/DEC FROM REV. $ 5,185,349 $ 5,185,349 $ 5,351,226 $ (165,877) $ $ 1,429,500 $ 1,268,323 2,697,823 $ 1,429,500 $ 1,268,323 2,697,823 $ 1,792,874 $ 774,662 2,567,536 $ (363,374) 493,661 130,287 $ 1,555,630 $ 1,555,630 $ 1,527,206 $ 28,424 $ 180,058 $ 180,058 $ 125,048 $ 55,010 $ 1,477,500 $ 144,186 1,621,686 $ 1,477,500 $ 144,186 1,621,686 $ 1,377,000 $ 196,727 1,573,727 $ 200,000 $ 501,308 701,308 $ 200,000 $ 501,308 701,308 $ 111,600 $ 111,600 $ 14,708 $ 164,452 179,160 $ 99,351,972 $ 14,708 $ 164,452 179,160 $ 100,730,083 $ 16,516 $ 16,516 $ 98,732,260 $ (1,808) 164,452 162,644 1,997,823 $ 8,894,320 $ 12,081,146 20,975,466 $ 8,960,779 $ 12,081,146 21,041,925 $ 9,018,145 $ 4,329,156 13,347,301 $ (57,366) 7,751,990 7,694,624 $ $ 861,153 $ 21,836,619 $ 861,153 $ 21,903,078 $ 470,278 $ 13,817,579 $ 390,875 8,085,499 $ $ 2,912,802 $ 4,500 2,917,302 $ 2,980,385 $ 40,183 3,020,568 $ 3,076,881 $ 3,076,881 $ (96,496) 40,183 (56,313) $ 2,134,232 $ 2,157,950 $ 2,185,621 $ (27,671) $ 3,792,689 $ 2,147,971 5,940,660 $ 8,074,892 $ 3,792,689 $ 2,147,971 5,940,660 $ 8,098,610 $ 3,792,689 $ 1,698,269 5,490,958 $ 7,676,579 $ 449,702 449,702 422,031 $ 2,578,452 $ 78,956 2,657,408 $ 2,616,334 $ 78,956 2,695,290 $ 2,630,770 $ 280,000 2,910,770 $ (14,436) (280,000) 78,956 (215,480) $ 1,117,223 $ 1,117,223 $ - $ 1,117,223 $ 109,657 $ 72,051 181,708 $ 109,657 $ 115,406 225,063 $ 109,551 $ 58,221 167,772 $ 106 57,185 57,291 $ $ $ $ $ $ $ $ $ $ $ 113 100,500 (52,541) 47,959 88,400 501,308 589,708 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2015 ADOPTED 715 780 782 795 430 100 741 500 100 203 206 212 214 251 252 254 SCHOOL GRANTS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS 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 TAXPAYER INFORMATION OPERATING TOTAL DEPARTMENT 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 NON RECURRING NON PROJECT ALL FUNCTIONS SHERIFF GRANTS OPERATING INMATE SERVICES OPERATING INMATE HEALTH SERVICES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS $ FY 2015 REVISED FY 2016 ADOPTED (INC.)/DEC FROM REV. $ 25,224,197 $ 25,224,197 $ 25,224,197 $ 25,224,197 $ 24,960,910 $ 440,974 25,401,884 $ $ 600,000 $ 600,000 $ 600,000 $ - $ 432,948 $ 209,825 153,953 796,726 $ 708,828 $ 209,825 153,953 1,072,606 $ 665,000 $ 204,575 869,575 $ 43,828 5,250 153,953 203,031 $ $ 332,292 $ 352,138 684,430 $ 31,261,692 $ 332,292 $ 352,138 684,430 $ 31,618,809 $ 566,275 $ 562,600 1,128,875 $ 31,078,876 $ (233,983) (210,462) (444,445) 539,933 $ 4,910,812 $ 5,002,464 $ 5,059,279 $ (56,815) $ $ 304,341 $ 5,215,153 $ 304,341 $ 5,306,805 $ 304,341 $ 5,363,620 $ (56,815) $ 90,500,556 $ 8,310,737 4,200,000 146,847 5,000,000 247,978 676,000 850,000 109,932,118 $ 95,608,253 $ 8,477,622 5,717,163 521,505 146,847 5,000,000 247,978 676,000 850,000 117,245,368 $ 98,849,320 $ 14,510,847 366,768 247,978 676,000 114,650,913 $ (3,241,067) (6,033,225) 5,717,163 154,737 146,847 5,000,000 850,000 2,594,455 $ 20,000 $ 100,000 120,000 $ 20,000 $ 100,000 120,000 $ 26,774 $ 26,774 $ (6,774) 100,000 93,226 $ 60,000 $ 60,000 $ 52,000 $ 8,000 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ - $ $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 1,236,498 2,718,942 $ $ 8,275,961 $ 7,298,757 $ 7,184,985 $ 113,772 $ 10,982,350 $ 10,982,350 $ 11,250,326 $ (267,976) $ 200,000 $ 140,000 340,000 $ 200,000 $ 140,000 340,000 $ 300,873 $ 300,000 600,873 $ (100,873) (160,000) (260,873) $ $ $ $ $ 114 263,287 (440,974) (177,687) (1,236,498) (1,236,498) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2015 ADOPTED 255 258 DETENTION OPERATIONS OPERATING MCSO IVR JAIL KITCHEN EQUIPMENT KITCHEN INSTALLATION MCSO JUDGMENT ORDER NON RECURRING JAIL WAGON VEHICLES LAUNDRY EQUIPMENT ALL FUNCTIONS SHERIFF TOWING AND IMPOUND OPERATING TOTAL DEPARTMENT TOTAL ELECTED 060 100 150 100 207 215 180 100 200 100 249 220 100 217 222 230 100 APPOINTED CLERK OF THE BOARD GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT EMERGENCY MANAGEMENT GENERAL OPERATING PALO VERDE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS EMERGENCY MANAGEMENT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT FINANCE GENERAL OPERATING TOTAL DEPARTMENT COUNTY MANAGER GENERAL OPERATING NON DEPARTMENTAL GRANTS NON RECURRING NON PROJECT TOTAL DEPARTMENT HUMAN SERVICES GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CDBG HOUSING TRUST OPERATING HUMAN SERVICES GRANTS OPERATING TOTAL DEPARTMENT INTERNAL AUDIT GENERAL OPERATING FY 2015 REVISED FY 2016 ADOPTED (INC.)/DEC FROM REV. $ 205,492,876 $ 905,000 300,000 340,000 140,000 350,000 207,527,876 $ 208,342,561 $ 905,000 300,000 340,000 356,912 140,000 350,000 210,734,473 $ 212,498,230 $ 905,000 340,000 397,000 214,140,230 $ (4,155,669) (40,000) 340,000 356,912 140,000 (47,000) (3,405,757) $ $ 208,103 $ 340,678,852 $ 208,103 $ 350,221,495 $ 226,100 $ 352,601,143 $ (17,997) (2,379,648) $ 579,897,577 593,324,896 583,494,575 $ $ $ $ $ 9,830,321 8,607 30,000 38,607 $ 1,203,921 $ 243,619 1,447,540 $ 1,219,399 $ 243,619 1,463,018 $ 1,210,792 $ 213,619 1,424,411 $ $ 242,187 $ 248,836 $ 250,989 $ (2,153) $ 756,264 $ 756,264 $ 756,264 $ 756,264 $ 682,808 $ 78,031 760,839 $ 73,456 (78,031) (4,575) $ $ 839,541 $ 35,449 874,990 $ 1,873,441 $ 943,763 $ 115,449 1,059,212 $ 2,064,312 $ 963,826 $ 90,601 1,054,427 $ 2,066,255 $ (20,063) 24,848 4,785 (1,943) $ $ 2,772,594 2,772,594 $ $ 2,823,366 2,823,366 $ $ 2,855,401 2,855,401 $ $ (32,035) (32,035) $ 2,520,696 $ 2,556,760 $ 2,577,919 $ (21,159) $ $ 7,000 $ 2,527,696 $ 2,416,818 4,973,578 $ $ 5,000 $ 2,582,919 $ $ 2,260,912 $ 2,260,912 $ 2,260,912 $ 2,260,912 $ 2,260,912 $ 120,000 2,380,912 $ $ $ $ 2,411,818 2,390,659 (120,000) (120,000) $ 16,279,189 $ 17,204,787 $ 20,143,632 $ (2,938,845) $ $ 44,319,456 62,859,557 $ $ 46,915,797 66,381,496 $ $ 45,246,229 67,770,773 $ $ 1,669,568 (1,389,277) $ 1,799,337 $ 1,835,837 $ 1,855,357 $ (19,520) 115 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2015 ADOPTED 260 100 255 290 100 224 300 100 225 230 239 240 241 243 900 CORRECTIONAL HEALTH GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS DETENTION OPERATIONS CHS GRAVES JUDGMENT OPERATING OPERATING CHS GRAVES JUDGMENT NON RECURRING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT MEDICAL EXAMINER GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS MEDICAL EXAMINER GRANTS 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 PARKS PLAYGROUNDS UPGRADES PARKS RESTROOMS UPGRADES 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 $ FY 2015 REVISED FY 2016 ADOPTED (INC.)/DEC FROM REV. 3,180,331 $ 3,180,331 $ 3,218,665 $ 25,000 3,243,665 $ 3,289,967 $ 3,289,967 $ (71,302) 25,000 (46,302) - $ 58,229,181 58,229,181 $ 61,409,512 $ - $ 58,926,641 581,653 2,925,000 62,433,294 $ 65,676,959 $ 2,332,585 $ 61,297,272 63,629,857 $ 66,919,824 $ (2,332,585) (2,370,631) 581,653 2,925,000 (1,196,563) (1,242,865) $ 8,261,393 $ 8,261,393 $ 8,403,620 $ 8,403,620 $ 8,573,553 $ 217,948 8,791,501 $ (169,933) (217,948) (387,881) $ $ - $ 8,261,393 $ 7,581 $ 8,411,201 $ - $ 8,791,501 $ 7,581 (380,300) $ 564,802 $ 250,000 275,000 190,000 1,279,802 $ 564,802 $ 250,000 275,000 190,000 1,279,802 $ 564,802 $ 50,000 168,000 392,000 85,000 1,259,802 $ 200,000 (168,000) (117,000) 105,000 20,000 $ 266,411 $ 25,000 291,411 $ 266,411 $ 25,000 291,411 $ 275,359 $ 130,250 405,609 $ (8,948) (105,250) (114,198) $ 7,909 $ 77,859 $ 13,990 $ 63,869 $ 310,000 $ 310,000 $ 362,544 $ (52,544) $ 2,514,692 $ 698,000 3,212,692 $ 2,514,692 $ 698,000 3,212,692 $ 2,719,236 $ 744,600 33,600 336,000 3,833,436 $ (204,544) (46,600) (33,600) (336,000) (620,744) 4,349,860 $ 1,015,000 530,000 640,000 6,534,860 $ 4,349,860 $ 1,015,000 530,000 640,000 6,534,860 $ 4,671,308 $ 689,937 616,000 5,977,245 $ (321,448) 325,063 530,000 24,000 557,615 $ 23,277 $ 85,500 108,777 $ 23,277 $ 85,500 108,777 $ 23,277 $ 300,960 324,237 $ (215,460) (215,460) $ $ (15,206) $ 11,730,245 $ (15,206) $ 11,800,195 $ - $ 12,176,863 $ (15,206) (376,668) $ $ $ $ $ $ $ $ $ $ $ 116 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2015 ADOPTED 310 100 340 100 390 100 532 601 604 606 607 608 611 612 613 614 615 618 619 620 621 622 623 625 626 HUMAN RESOURCES GENERAL OPERATING JOB ANALYSIS CONSULTANT LEARNING MANAGEMENT ALL FUNCTIONS TOTAL DEPARTMENT PUBLIC FIDUCIARY GENERAL OPERATING EMPLOYEE BENEFITS AND HEALTH GENERAL OPERATING 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 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 $ FY 2015 REVISED FY 2016 ADOPTED (INC.)/DEC FROM REV. $ $ 3,854,478 $ 385,000 70,000 4,309,478 $ 4,309,478 $ 3,921,059 $ 385,000 70,000 4,376,059 $ 4,376,059 $ 3,985,245 $ 385,000 70,000 4,440,245 $ 4,440,245 $ (64,186) (64,186) (64,186) $ 3,113,186 $ 3,150,990 $ 3,201,348 $ (50,358) $ 258,539 $ 266,671 $ 270,537 $ (3,866) $ 7,323,579 $ 7,323,579 $ 7,935,127 $ (611,548) $ 50,236,155 $ 50,236,155 $ 52,845,683 $ (2,609,528) $ 39,134,609 $ 39,134,609 $ 39,659,466 $ (524,857) $ 21,017,804 $ 21,017,804 $ 26,029,963 $ (5,012,159) $ 5,481,882 $ 5,481,882 $ 4,702,760 $ $ 14,697,568 $ 14,697,568 $ 18,072,572 $ $ 2,344,571 $ 2,344,571 $ 2,207,008 $ 137,563 $ 408,473 $ 408,473 $ 408,473 $ - $ 161,260 $ 161,260 $ 161,260 $ - $ 1,797,391 $ 1,797,391 $ 1,760,590 $ 36,801 $ 1,406,365 $ 320,000 1,726,365 $ 1,406,365 $ 320,000 1,726,365 $ 1,556,248 $ 625,000 2,181,248 $ (149,883) (305,000) (454,883) $ 3,070,781 $ 100,000 3,170,781 $ 3,070,781 $ 100,000 3,170,781 $ 3,005,916 $ 3,005,916 $ 64,865 100,000 164,865 $ 1,969,148 $ 1,969,148 $ 2,003,810 $ (34,662) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ - $ 2,269,651 $ 2,269,651 $ 2,269,651 $ - $ 801,620 $ 801,620 $ 801,620 $ - $ 1,706,262 $ 1,706,262 $ 1,735,553 $ $ 226,860 $ 226,860 $ 225,977 $ $ 398,661 $ 398,661 $ 597,992 $ $ $ 117 779,122 (3,375,004) (29,291) 883 (199,331) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2015 ADOPTED 627 628 629 630 631 410 100 255 681 420 255 440 100 226 235 460 100 SUPPLEMENTAL LIFE OPERATING EMPLOYEE ASSISTANCE OPERATING SI DENTAL PPO OPERATING DEPENDENT LIFE OPERATING VOLUNTARY BENEFITS OPERATING TOTAL DEPARTMENT ENTERPRISE TECHNOLOGY GENERAL OPERATING MAJOR MAINTENANCE OPERATING ADVANTAGE 2X HOSTING CHARGES CONTENT MANAGEMENT SYSTEM WEB CYBER SECURITY NRNP DESKTOP LAPTOP REPLACEMENT DATA CENTER ONE TIME NRNP VMWARE NON RECURRING CYBER SECURITY MAJOR MAINT ENTPRISE DATA CNTR SYSTEMS ENTPRISE DATA NETWORKING TELEPHONY MAJOR MAINT ALL FUNCTIONS DETENTION OPERATIONS OPERATING DESKTOP LAPTOP REPLACEMENT NON RECURRING NON PROJECT ALL FUNCTIONS TECHNOLOGY INFRASTRUCTURE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT INTEGRATED CRIM JUSTICE INFO DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT PLANNING AND DEVELOPMENT GENERAL OPERATING PLANNING AND DEVELOPMENT FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS DEL WEBB NON RECURRING NON PROJECT TOTAL DEPARTMENT RESEARCH AND REPORTING GENERAL OPERATING FY 2015 REVISED FY 2016 ADOPTED (INC.)/DEC FROM REV. $ 3,471,236 $ 3,471,236 $ 3,471,236 $ $ 400,320 $ 400,320 $ 420,963 $ (20,643) $ 4,238,527 $ 4,238,527 $ 4,530,902 $ (292,375) $ 345,300 $ 345,300 $ 345,300 $ $ $ 834,751 $ 163,263,323 $ 834,751 $ 163,271,455 $ 683,838 $ 175,169,455 $ 150,913 (11,898,000) $ 10,523,328 $ 11,091,264 4,801,092 1,301,182 5,824,200 450,000 33,991,066 $ 10,689,517 $ 12,867,264 4,801,092 528,850 1,301,182 5,824,200 450,000 36,462,105 $ 11,193,593 $ 14,976,798 1,153,944 1,250,000 3,585,000 250,000 1,382,000 185,149 4,606,700 565,000 39,148,184 $ (504,076) (2,109,534) (1,153,944) (1,250,000) 1,216,092 278,850 1,301,182 (1,382,000) (185,149) 1,217,500 450,000 (565,000) (2,686,079) 1,019,055 $ 1,019,055 $ 1,024,713 $ 271,150 1,295,863 $ 986,484 $ 15,000 150,000 1,151,484 $ 38,229 256,150 (150,000) 144,379 16,514,603 $ 1,051,546 17,566,149 $ 52,576,270 $ 16,514,603 $ 1,068,107 17,582,710 $ 55,340,678 $ 17,069,304 $ 1,952,154 19,021,458 $ 59,321,126 $ (554,701) (884,047) (1,438,748) (3,980,448) $ $ 1,628,554 $ 1,628,554 $ 1,628,554 $ 1,650,361 $ 1,650,361 $ 1,650,361 $ 1,656,954 $ 74,033 1,730,987 $ 1,730,987 $ (6,593) (74,033) (80,626) (80,626) $ 868,232 $ 868,232 $ 868,232 $ - $ $ 8,001,694 $ 537,292 8,538,986 $ 8,001,694 $ 537,292 8,538,986 $ 8,001,694 $ 177,097 8,178,791 $ 360,195 360,195 $ $ 525,000 $ 9,932,218 $ 525,000 $ 9,932,218 $ - $ 9,047,023 $ 525,000 885,195 $ 338,603 $ 338,819 $ - $ 338,819 $ $ $ $ $ $ $ 118 - - Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2015 ADOPTED 470 100 210 249 255 320 321 422 440 445 455 NON DEPARTMENTAL GENERAL MCSO JUDGMENT ORDER OPERATING OPERATING MCSO JUDGMENT ORDER NON RECURRING NON RECURRING NON PROJECT ALL FUNCTIONS WASTE MANAGEMENT NON RECURRING NON PROJECT NON DEPARTMENTAL GRANTS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS DETENTION OPERATIONS OPERATING CHS GRAVES JUDGMENT NON RECURRING NON RECURRING NON PROJECT ALL FUNCTIONS COUNTY IMPROVEMENT DEBT NON RECURRING NON PROJECT CAPITAL LEASE DEBT SERVICE DESKTOP LAPTOP REPLACEMENT NON RECURRING NON PROJECT ALL FUNCTIONS INTERGOVERNMENTAL CAP PROJ VULTURE MOUNTAIN COUNTY IMPROVEMENT JAIL KITCHEN EQUIPMENT COMPUTER AIDED MASS APPRAISAL ENTERPRISE DATA CTNR CT COUNTY TELEPHONE SYSTEM ENTERPRISE RES PLANNING SYSTEM JAIL MGMT INFORMATION SYSTEM JAIL SECURITY SYSTEM UPGRADE PUBLIC SAFETY RADIO INFRASTRUCTURE REFRESH PH I INFRASTRUCTURE REFRESH PH II SOUTHWEST JUSTICE COURTS ALL FUNCTIONS GENERAL FUND CTY IMPROV NON RECURRING NON PROJECT CHAMBERS BUILDING EAST COURT IMPROVEMENTS COURT TOWER MARICOPA REGIONAL TRAIL SYSTEM SOUTHWEST JUSTICE COURTS SHERIFF HQ PROJECT SECURITY BUILDING SWAT COVERED PARKING VULTURE MOUNTAIN WEST COURT IMPROVEMENTS ALL FUNCTIONS DETENTION CAPITAL PROJECTS NON RECURRING NON PROJECT 4TH AVENUE JAIL INTAKE TRANSFER RELEASE JAIL LOWER BUCKEYE JAIL ALL FUNCTIONS $ FY 2015 REVISED FY 2016 ADOPTED (INC.)/DEC FROM REV. $ 2,825,000 $ 453,477,528 74,406,699 530,709,227 $ 2,825,000 $ 437,708,231 72,141,675 512,674,906 $ 5,023,124 $ 470,437,283 4,350,000 50,423,670 530,234,077 $ (2,198,124) (32,729,052) (4,350,000) 21,718,005 (17,559,171) $ 468,832 $ 618,952 $ 653,328 $ (34,376) $ 9,969,516 $ 4,214,034 14,183,550 $ 9,327,766 $ 12,193,523 21,521,289 $ 6,500,000 $ 30,591,664 37,091,664 $ 2,827,766 (18,398,141) (15,570,375) $ 7,635,944 $ 35,876,958 43,512,902 $ 2,739,673 $ 31,742,243 34,481,916 $ 3,336,407 $ 500,000 35,539,740 39,376,147 $ (596,734) (500,000) (3,797,497) (4,894,231) $ 16,753,180 $ 16,753,180 $ 7,409,480 $ 9,343,700 $ $ - $ - $ 2,171,297 $ 2,171,297 $ - $ 2,171,297 2,171,297 $ 2,171,297 (2,171,297) - $ 127,500 $ 127,500 $ 127,500 $ $ - $ - $ - $ - $ 300,000 $ 7,701,827 14,388,694 14,458,269 12,469,551 6,692,086 4,591,960 58,031,609 1,393,288 17,544,011 23,413,814 160,985,109 $ (300,000) (7,701,827) (14,388,694) (14,458,269) (12,469,551) (6,692,086) (4,591,960) (58,031,609) (1,393,288) (17,544,011) (23,413,814) (160,985,109) 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 $ 32,605,249 $ 1,373,091 7,290,766 1,247,290 452,415 23,413,814 1,000,000 1,505,854 361,521 42,751 69,292,751 $ 5,242,821 $ 2,127,591 4,699,814 557,173 476,731 42,751 944,182 14,091,063 $ 27,362,428 (754,500) 2,590,952 1,247,290 (104,758) 23,413,814 523,269 1,505,854 361,521 (944,182) 55,201,688 - $ 2,565,291 3,231,292 5,796,583 $ - $ 2,536,791 3,276,951 5,813,742 $ 153,031 $ 1,201,805 10,000,000 1,296,001 12,650,837 $ (153,031) 1,334,986 (10,000,000) 1,980,950 (6,837,095) $ $ $ $ $ $ $ 119 - Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2015 ADOPTED 460 461 462 490 100 520 100 209 233 262 540 100 TECHNOLOGY CAP IMPROVEMENT DESKTOP LAPTOP REPLACEMENT NON RECURRING NON PROJECT BIX ROOM BYTE INFO EXCHANGE COMPUTER AIDED MASS APPRAISAL COUNTY TELEPHONE SYSTEM ENTERPRISE RES PLANNING SYSTEM ENTERPRISE DATA CTNR CT INFRASTRUCTURE REFRESH PH I INFRASTRUCTURE REFRESH PH II MAXIMO MAINT MGMT SYSTEM PUBLIC SAFETY RADIO SHERIFF HQ PROJECT IT INFRA PROJECT RESERVE INTERNAL SERVICE DELIVERY SYS TREASURER TECH SYSTEM UPGRADE ALL FUNCTIONS DETENTION TECH CAP IMPROVEMENT DESKTOP LAPTOP REPLACEMENT NON RECURRING NON PROJECT CHS ELECTRONIC HEALTH RECORDS JAIL MGMT INFORMATION SYSTEM JAIL SECURITY SYSTEM UPGRADE PROJECT RESERVE ALL FUNCTIONS INTERGOVERNMENTAL TECH PROJECT DESKTOP LAPTOP REPLACEMENT TOTAL DEPARTMENT MANAGEMENT AND BUDGET GENERAL OPERATING PUBLIC DEFENDER GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PUBLIC DEFENDER TRAINING OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PUBLIC DEFENDER GRANTS OPERATING PUBLIC DEFENDER FILL THE GAP OPERATING PDS CASE MANAGEMENT SYSTEM ALL FUNCTIONS TOTAL DEPARTMENT LEGAL DEFENDER GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS $ FY 2015 REVISED FY 2016 ADOPTED (INC.)/DEC FROM REV. - $ 2,724,200 4,299,455 4,795,000 6,473,633 16,060,899 18,738,694 5,000,000 37,604,275 750,000 40,382,450 1,500,000 9,227,552 350,000 572,448 148,478,606 $ 6,804,438 $ 2,724,200 4,409,126 4,780,859 10,040,158 14,162,742 18,738,694 7,820,454 25,224,138 413,504 42,032,859 1,500,000 8,440,177 350,000 1,304,628 148,745,977 $ - $ 8,074,562 4,374,901 8,441,465 755,434 21,646,362 $ 6,804,438 (5,350,362) 34,225 4,780,859 10,040,158 14,162,742 18,738,694 7,820,454 25,224,138 413,504 42,032,859 1,500,000 (1,288) 350,000 549,194 127,099,615 $ - $ 2,813,388 2,450,331 1,795,563 11,084,242 25,000,000 43,143,524 $ 856,079 $ 2,813,388 1,560,303 1,429,637 10,091,960 25,000,000 41,751,367 - $ 1,106,989 2,455,284 2,382,062 5,944,335 856,079 1,706,399 (894,981) 1,429,637 10,091,960 22,617,938 35,807,032 $ $ - $ 874,724,255 $ 240,717 $ 854,193,594 $ - $ 832,381,199 $ $ 2,382,650 $ 2,412,614 $ 2,431,156 $ (18,542) $ 38,588,891 $ 171,119 38,760,010 $ 39,306,449 $ 171,119 39,477,568 $ 40,490,466 $ 40,490,466 $ (1,184,017) 171,119 (1,012,898) $ 335,562 $ 232,303 567,865 $ 335,562 $ 232,303 567,865 $ 330,198 $ 185,932 516,130 $ 5,364 46,371 51,735 $ 236,492 $ 237,289 $ 237,289 $ - $ 819,202 $ 294,492 1,113,694 $ 40,678,061 $ 819,202 $ 294,492 1,113,694 $ 41,396,416 $ 805,134 $ 206,261 1,011,395 $ 42,255,280 $ 14,068 88,231 102,299 (858,864) 11,964,389 $ 40,999 12,005,388 $ 12,196,479 $ 40,999 12,237,478 $ 13,258,636 $ 13,258,636 $ (1,062,157) 40,999 (1,021,158) $ $ $ $ $ $ $ $ 120 240,717 21,812,395 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2015 ADOPTED 209 263 550 100 209 560 100 570 100 640 223 232 234 900 PUBLIC DEFENDER TRAINING OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS LEGAL DEFENDER FILL THE GAP OPERATING TOTAL DEPARTMENT LEGAL ADVOCATE GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PUBLIC DEFENDER TRAINING OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT CONTRACT COUNSEL GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT PUBLIC ADVOCATE GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT TRANSPORTATION TRANSPORTATION GRANTS NON RECURRING NON PROJECT TRANSPORTATION OPERATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TRANSPORTATION CAPITAL PROJECT MAG ALCP PROJECTS COUNTY ARTERIALS BRIDGE 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 $ FY 2015 REVISED FY 2016 ADOPTED (INC.)/DEC FROM REV. $ 66,374 $ 27,574 93,948 $ 66,374 $ 27,574 93,948 $ 57,244 $ 58,828 116,072 $ 9,130 (31,254) (22,124) $ $ 66,362 $ 12,165,698 $ 66,362 $ 12,397,788 $ 66,362 $ 13,441,070 $ (1,043,282) $ 10,743,013 $ 43,770 10,786,783 $ 10,913,168 $ 43,770 10,956,938 $ 12,055,425 $ 12,055,425 $ (1,142,257) 43,770 (1,098,487) 22,996 $ 25,273 48,269 $ 10,835,052 $ 22,996 $ 25,273 48,269 $ 11,005,207 $ 17,168 $ 8,800 25,968 $ 12,081,393 $ 5,828 16,473 22,301 (1,076,186) 46,056,428 $ 950,866 47,007,294 $ 46,097,493 $ 950,866 47,048,359 $ 51,891,419 $ 3,652,470 55,543,889 $ (5,793,926) (2,701,604) (8,495,530) $ $ 9,197,532 $ 33,747 9,231,279 $ 9,231,279 $ 9,342,750 $ 33,747 9,376,497 $ 9,376,497 $ 9,441,291 $ 9,441,291 $ 9,441,291 $ (98,541) 33,747 (64,794) (64,794) $ 684,820 $ 732,807 $ 250,939 $ $ 59,522,982 $ 50,349,249 109,872,231 $ 59,522,982 $ 50,349,249 109,872,231 $ 59,822,918 $ 71,057,232 130,880,150 $ (299,936) (20,707,983) (21,007,919) $ 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 $ 21,400,000 $ 11,340,000 925,000 6,960,000 2,675,000 17,412,000 2,777,500 1,280,000 3,155,000 6,377,000 6,547,000 1,730,000 82,578,500 $ 26,939,800 $ 10,626,000 1,779,000 11,211,000 4,186,800 16,988,740 2,709,000 158,000 5,754,000 6,536,230 5,802,000 1,680,000 94,370,570 $ (5,539,800) 714,000 (854,000) (4,251,000) (1,511,800) 423,260 68,500 1,122,000 (2,599,000) (159,230) 745,000 50,000 (11,792,070) $ $ (48,134,797) $ 145,000,754 $ (48,134,797) $ 145,048,741 $ (70,403,183) $ 155,098,476 $ 22,268,386 (10,049,735) $ $ $ $ $ $ $ $ $ 121 481,868 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2015 ADOPTED 670 100 290 700 100 255 720 100 255 730 100 673 740 654 750 675 676 WASTE RESOURCES AND RECYCLING GENERAL OPERATING WASTE RES LANDFILL DRAINAGE WASTE RES GAS PROBE EQUIP ALL FUNCTIONS WASTE TIRE OPERATING TOTAL DEPARTMENT FACILITIES MANAGEMENT GENERAL OPERATING MAJOR MAINTENANCE OPERATING NON RECURRING NON PROJECT CENTRAL COURT BLDG LIFE SAFETY PROJECTS SOUTH COURT TOWER WEST COURT BLDG ALL FUNCTIONS DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT MAJOR MAINTENANCE OPERATING 4TH AVE JAIL MAINTENANCE LBJ COMPLEX ALL FUNCTIONS TOTAL DEPARTMENT PROTECTIVE SERVICES GENERAL OPERATING DETENTION OPERATIONS OPERATING TOTAL DEPARTMENT PROCUREMENT SERVICES GENERAL OPERATING 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 $ FY 2015 REVISED FY 2016 ADOPTED (INC.)/DEC FROM REV. $ 2,967,969 $ 150,000 160,000 3,277,969 $ 2,991,094 $ 150,000 160,000 3,301,094 $ 2,991,384 $ 50,000 70,000 3,231,384 $ (290) 100,000 90,000 69,710 $ $ 4,751,611 $ 8,029,580 $ 4,751,611 $ 8,052,705 $ 4,751,611 $ 7,982,995 $ 69,710 $ 33,147,043 $ 8,577,906 91,830 4,897,869 2,057,080 117,000 375,000 49,263,728 $ 33,311,852 $ 8,577,906 91,830 4,897,869 2,057,080 117,000 375,000 49,428,537 $ 34,006,424 $ 7,877,906 52,804 3,772,524 45,709,658 $ (694,572) 700,000 39,026 1,125,345 2,057,080 117,000 375,000 3,718,879 $ $ 19,165,486 $ 39,511 6,940,763 2,905,000 3,940,646 32,991,406 $ 82,255,134 $ 19,205,596 $ 39,511 6,940,763 2,905,000 3,940,646 33,031,516 $ 82,460,053 $ 19,333,033 $ 6,726,998 435,000 500,000 26,995,031 $ 72,704,689 $ (127,437) 39,511 213,765 2,470,000 3,440,646 6,036,485 9,755,364 $ 3,861,489 $ 3,925,912 $ 4,141,089 $ (215,177) $ $ 48,942 $ 3,910,431 $ 48,942 $ 3,974,854 $ 48,942 $ 4,190,031 $ (215,177) $ 2,413,764 $ 2,461,364 $ 2,487,658 $ (26,294) $ 845,217 $ 70,000 915,217 $ 3,328,981 $ 845,217 $ 70,000 915,217 $ 3,376,581 $ 845,217 $ 845,217 $ 3,332,875 $ 70,000 70,000 43,706 $ 16,854,693 $ 857,000 17,711,693 $ 16,854,693 $ 857,000 17,711,693 $ 16,854,693 $ 967,500 17,822,193 $ (110,500) (110,500) $ 29,841,029 $ 29,841,029 $ 33,338,997 $ (3,497,968) $ $ 1,750,000 $ 31,591,029 $ 1,750,000 $ 31,591,029 $ - $ 33,338,997 $ 1,750,000 (1,747,968) $ $ $ $ $ 122 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2015 ADOPTED 790 100 572 573 574 850 100 503 504 860 100 265 532 880 100 506 920 100 940 100 ANIMAL CARE AND CONTROL GENERAL OPERATING ANIMAL CONTROL LICENSE SHELTER OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ANIMAL CONTROL GRANTS OPERATING ANIMAL CONTROL FIELD OPERATION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT FY 2015 REVISED FY 2016 ADOPTED (INC.)/DEC FROM REV. $ 258,954 $ 258,954 $ 258,954 $ $ $ 8,783,032 $ 8,783,032 $ 8,783,032 $ 612,294 9,395,326 $ 9,480,584 $ 502,426 9,983,010 $ $ 1,539,157 $ 1,539,157 $ - $ 1,539,157 $ 3,399,773 $ 378,192 3,777,965 $ 14,359,108 $ 3,399,773 $ 378,192 3,777,965 $ 14,971,402 $ 3,399,773 $ 345,980 3,745,753 $ 13,987,717 $ 32,212 32,212 983,685 $ 788,158 $ 420,850 1,209,008 $ 807,862 $ 420,850 1,228,712 $ 810,957 $ 409,700 1,220,657 $ $ 4,106,337 $ 4,106,337 $ 3,973,521 $ $ $ $ 11,361,342 $ 1,743,828 13,105,170 $ 18,420,515 $ 11,361,342 $ 1,743,828 13,105,170 $ 18,440,219 $ 12,083,397 $ 2,210,731 14,294,128 $ 19,488,306 $ $ 11,364,457 $ 11,880,697 $ 11,844,181 $ 36,516 $ $ 5,559,246 $ 5,559,246 $ 6,166,746 $ 400,000 6,566,746 $ 6,638,299 $ 6,638,299 $ (471,553) 400,000 (71,553) $ $ 41,308,942 $ 58,232,645 $ 42,780,158 $ 61,227,601 $ 44,121,225 $ 62,603,705 $ (1,341,067) (1,376,104) $ 4,184,101 $ 97,739 4,281,840 $ 4,229,914 $ 472,739 4,702,653 $ 4,026,395 $ 142,600 4,168,995 $ 203,519 330,139 533,658 $ $ 19,872,908 $ 2,299,932 22,172,840 $ 26,454,680 $ 19,872,908 $ 2,299,932 22,172,840 $ 26,875,493 $ 19,383,201 $ 471,826 19,855,027 $ 24,024,022 $ 489,707 1,828,106 2,317,813 2,851,471 DEPUTY COUNTY MANAGER 920 GENERAL OPERATING $ 1,419,821 $ 1,458,024 $ 1,473,270 $ ASSISTANT COUNTY MANAGER 940 GENERAL OPERATING $ 611,468 $ 627,424 $ 295,088 $ AIR QUALITY GENERAL OPERATING AIR QUAL MONITORING EQUIP ALL FUNCTIONS AIR QUALITY GRANTS OPERATING AIR QUALITY FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT PUBLIC HEALTH GENERAL OPERATING PUBLIC HEALTH FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PUBLIC HEALTH GRANTS OPERATING TOTAL DEPARTMENT ENVIRONMENTAL SERVICES GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ENVIRONMTL SVCS ENV HEALTH OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT $ $ $ $ $ 123 (697,552) 109,868 (587,684) (3,095) 11,150 8,055 132,816 (722,055) (466,903) (1,188,958) (1,048,087) (15,246) 332,336 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2015 ADOPTED 950 100 249 255 980 900 ASSISTANT COUNTY MANAGER 950 GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS NON DEPARTMENTAL GRANTS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS DETENTION OPERATIONS OPERATING TOTAL DEPARTMENT TOTAL APPOINTED ELIMINATIONS COUNTY ELIMINATIONS OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT TOTAL MARICOPA COUNTY $ FY 2015 REVISED FY 2016 ADOPTED (INC.)/DEC FROM REV. 419,793 $ 534,097 953,890 $ 429,131 $ 534,097 963,228 $ 431,764 $ 529,597 961,361 $ (2,633) 4,500 1,867 - $ 89,121 89,121 $ - $ 1,272,641 1,272,641 $ 68,459 $ 68,459 $ (68,459) 1,272,641 1,204,182 $ 394,478 $ $ 1,437,489 $ $ 1,799,630,564 $ 396,764 $ 2,632,633 $ 1,799,769,469 $ 405,930 $ 1,435,750 $ 1,804,706,880 $ (9,166) 1,196,883 (4,937,411) (366,284,238) $ (79,167,797) (445,452,035) $ (366,424,225) $ (88,099,461) (454,523,686) $ (402,434,555) $ (37,990,530) (440,425,085) $ 36,010,330 (50,108,931) (14,098,601) $ 2,211,128,982 $ 2,221,989,719 $ 2,234,405,833 $ (12,416,114) $ $ $ $ $ 124 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department FY 2014 ACTUAL ALL FUNDS JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ SUBTOTAL $ ELECTED 010 - BOARD OF SUPERVISORS DIST 1 $ 020 - BOARD OF SUPERVISORS DIST 2 030 - BOARD OF SUPERVISORS DIST 3 040 - BOARD OF SUPERVISORS DIST 4 050 - BOARD OF SUPERVISORS DIST 5 120 - ASSESSOR 140 - CALL CENTER 160 - CLERK OF THE SUPERIOR COURT 190 - COUNTY ATTORNEY 210 - ELECTIONS 250 - CONSTABLES 360 - RECORDER 370 - EDUCATION SERVICE 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 87,223,684 24,100,583 56,641,559 94,815,226 262,781,052 FY 2015 ADOPTED $ $ FY 2015 REVISED 91,522,749 $ 24,999,457 60,014,123 100,516,547 277,052,876 $ 335,088 $ 362,240 341,462 358,450 356,457 22,850,464 1,516,414 39,037,358 92,418,837 12,971,936 2,828,706 6,522,293 22,758,228 4,901,981 310,891,701 518,451,615 $ 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 APPOINTED $ 060 - CLERK OF THE BOARD 1,073,174 $ 1,482,760 150 - EMERGENCY MANAGEMENT 180 - FINANCE 2,575,477 200 - COUNTY MANAGER 3,821,456 220 - HUMAN SERVICES 51,995,237 230 - INTERNAL AUDIT 1,704,968 60,403,799 260 - CORRECTIONAL HEALTH 290 - MEDICAL EXAMINER 8,532,920 300 - PARKS AND RECREATION 10,624,832 310 - HUMAN RESOURCES 3,383,540 340 - PUBLIC FIDUCIARY 2,952,556 390 - EMPLOYEE BENEFITS AND HEALTH 165,026,833 410 - ENTERPRISE TECHNOLOGY 37,741,792 420 - INTEGRATED CRIM JUSTICE INFO 1,482,512 440 - PLANNING AND DEVELOPMENT 9,160,839 460 - RESEARCH AND REPORTING 335,437 470 - NON DEPARTMENTAL 800,959,345 490 - MANAGEMENT AND BUDGET 2,111,882 520 - PUBLIC DEFENDER 39,275,806 540 - LEGAL DEFENDER 11,706,079 9,883,667 550 - LEGAL ADVOCATE 560 - CONTRACT COUNSEL 39,503,077 570 - PUBLIC ADVOCATE 7,691,417 640 - TRANSPORTATION 117,883,480 670 - WASTE RESOURCES AND RECYCLING 9,558,940 700 - FACILITIES MANAGEMENT 66,617,915 3,831,755 720 - PROTECTIVE SERVICES 730 - PROCUREMENT SERVICES 3,168,109 740 - EQUIPMENT SERVICES 18,433,366 750 - RISK MANAGEMENT 19,082,687 790 - ANIMAL CARE AND CONTROL 15,172,925 850 - AIR QUALITY 14,223,887 55,617,615 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES 22,658,994 920 - DEPUTY COUNTY MANAGER 920 1,282,359 930 - DEPUTY COUNTY MANAGER 930 2 940 - ASSISTANT COUNTY MANAGER 940 507,801 950 - ASSISTANT COUNTY MANAGER 950 2,005,538 960 - ASSISTANT COUNTY MANAGER 960 SUBTOTAL $ 1,623,474,778 $ 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 ELIMINATIONS 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ SUBTOTAL $ (621,674,690) $ (621,674,690) $ $ 1,783,032,755 $ $ $ 367,304 367,304 367,304 367,304 367,304 24,382,839 1,689,179 44,516,910 100,730,083 21,903,078 3,020,568 8,098,610 31,618,809 5,306,805 350,221,495 593,324,896 $ 1,463,018 2,064,312 2,823,366 4,973,578 66,381,496 1,835,837 65,676,959 8,411,201 11,800,195 4,376,059 3,150,990 163,271,455 55,340,678 1,650,361 9,932,218 338,819 854,193,594 2,412,614 41,396,416 12,397,788 11,005,207 47,048,359 9,376,497 145,048,741 8,052,705 82,460,053 3,974,854 3,376,581 17,711,693 31,591,029 14,971,402 18,440,219 61,227,601 26,875,493 1,458,024 627,424 2,632,633 $ 1,799,769,469 (445,452,035) $ (445,452,035) $ 2,211,128,982 94,521,767 $ 25,301,492 61,385,370 102,210,411 283,419,040 $ -4.8% -1.0% 4.3% -1.0% -1.1% 370,718 $ 370,718 370,718 370,718 370,718 24,132,164 1,719,187 43,442,696 98,732,260 13,817,579 3,076,881 7,676,579 31,078,876 5,363,620 352,601,143 583,494,575 $ (3,414) (3,414) (3,414) (3,414) (3,414) 250,675 (30,008) 1,074,214 1,997,823 8,085,499 (56,313) 422,031 539,933 (56,815) (2,379,648) 9,830,321 -0.9% -0.9% -0.9% -0.9% -0.9% 1.0% -1.8% 2.4% 2.0% 36.9% -1.9% 5.2% 1.7% -1.1% -0.7% 1.7% $ 38,607 (1,943) (32,035) 2,390,659 (1,389,277) (19,520) (1,242,865) (380,300) (376,668) (64,186) (50,358) (11,898,000) (3,980,448) (80,626) 885,195 338,819 21,812,395 (18,542) (858,864) (1,043,282) (1,076,186) (8,495,530) (64,794) (10,049,735) 69,710 9,755,364 2.6% -0.1% -1.1% 48.1% -2.1% -1.1% -1.9% -4.5% -3.2% -1.5% -1.6% -7.3% -7.2% -4.9% 8.9% 100.0% 2.6% -0.8% -2.1% -8.4% -9.8% -18.1% -0.7% -6.9% 0.9% 11.8% $ 43,706 (110,500) (1,747,968) 983,685 (1,048,087) (1,376,104) 2,851,471 (15,246) 332,336 1,196,883 (4,937,411) 1.3% -0.6% -5.5% 6.6% -5.7% -2.2% 10.6% -1.0% N/A 53.0% 45.5% N/A -0.3% (443,247,398) $ (443,247,398) $ (440,425,085) $ (440,425,085) $ (14,098,601) (14,098,601) 3.1% 3.1% $ 1,905,708,451 $ 2,234,405,833 $ (12,416,114) -0.6% $ $ $ 339,139 $ 342,240 347,714 363,118 367,015 23,388,295 1,656,195 40,287,046 97,609,224 18,128,896 2,958,374 6,451,886 27,919,037 4,934,388 333,114,441 558,207,008 $ $ 1,203,940 $ 2,002,346 2,823,366 4,973,578 66,381,496 1,834,785 65,216,018 8,307,978 10,758,641 3,747,454 3,010,912 167,863,356 48,668,355 1,611,726 9,507,067 111,110 600,371,110 2,287,040 41,085,942 12,359,454 10,763,506 46,296,374 8,960,099 138,892,868 7,818,714 70,728,871 3,916,094 3,342,409 19,257,222 27,851,028 15,015,410 16,169,226 62,131,464 25,327,363 1,390,438 599,827 877,730 $ 1,513,464,317 $ (454,523,686) $ (454,523,686) $ $ 2,221,989,719 125 $ (4,536,305) (256,949) 2,641,604 (1,058,773) (3,210,423) $ 93,728,183 24,364,751 58,295,656 100,895,934 277,284,524 REVISED VS ADOPTED VARIANCE % FY 2016 ADOPTED FY 2015 FORECAST 99,058,072 25,558,441 58,743,766 103,269,184 286,629,463 1,424,411 2,066,255 2,855,401 2,582,919 67,770,773 1,855,357 66,919,824 8,791,501 12,176,863 4,440,245 3,201,348 175,169,455 59,321,126 1,730,987 9,047,023 832,381,199 2,431,156 42,255,280 13,441,070 12,081,393 55,543,889 9,441,291 155,098,476 7,982,995 72,704,689 4,190,031 3,332,875 17,822,193 33,338,997 13,987,717 19,488,306 62,603,705 24,024,022 1,473,270 295,088 1,435,750 1,804,706,880 $ Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department (continued) FY 2014 ACTUAL GENERAL FUND JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2015 ADOPTED $ SUBTOTAL $ 46,675,118 16,889,966 16,953,149 79,503,964 160,022,197 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 $ 335,088 362,240 341,462 358,450 356,457 22,850,464 1,516,414 29,857,170 78,093,997 11,147,908 2,828,706 1,831,582 3,542,447 4,901,981 94,523,994 252,848,360 $ $ $ FY 2015 REVISED 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 $ $ $ 50,009,303 17,983,692 17,998,450 85,768,169 171,759,614 FY 2015 FORECAST $ $ 367,304 $ 367,304 367,304 367,304 367,304 24,382,839 1,689,179 35,237,721 84,887,029 21,041,925 3,020,568 2,157,950 2,695,290 5,002,464 117,245,368 299,196,853 $ REVISED VS ADOPTED VARIANCE % 50,005,283 $ 17,395,956 16,829,572 85,659,663 169,890,474 $ 49,255,413 $ 18,337,008 17,872,534 87,424,770 172,889,725 $ 753,890 (353,316) 125,916 (1,656,601) (1,130,111) 1.5% -2.0% 0.7% -1.9% -0.7% 339,139 342,240 347,714 363,118 367,015 23,388,295 1,656,195 32,066,719 83,496,887 17,994,489 2,958,374 2,019,372 2,645,564 4,934,388 106,683,703 279,603,212 $ 370,718 $ 370,718 370,718 370,718 370,718 24,132,164 1,719,187 35,668,456 85,548,461 13,347,301 3,076,881 2,185,621 2,910,770 5,059,279 114,650,913 290,152,623 $ (3,414) (3,414) (3,414) (3,414) (3,414) 250,675 (30,008) (430,735) (661,432) 7,694,624 (56,313) (27,671) (215,480) (56,815) 2,594,455 9,044,230 -0.9% -0.9% -0.9% -0.9% -0.9% 1.0% -1.8% -1.2% -0.8% 36.6% -1.9% -1.3% -8.0% -1.1% 2.2% 3.0% $ $ 38,607 (2,153) (32,035) (21,159) (120,000) (19,520) (46,302) (387,881) 20,000 (64,186) (50,358) (3,866) (2,686,079) 338,819 (17,559,171) (18,542) (1,012,898) (1,021,158) (1,098,487) (8,495,530) (64,794) 69,710 3,718,879 2.6% -0.9% -1.1% -0.8% -5.3% -1.1% -1.4% -4.6% 1.6% -1.5% -1.6% -1.4% -7.4% 0.0% 100.0% -3.4% -0.8% -2.6% -8.3% -10.0% -18.1% -0.7% 2.1% 7.5% (26,294) 8,055 36,516 533,658 (15,246) 332,336 1,867 (27,862,389) (19,948,270) -1.1% 0.0% 0.7% 0.3% 11.3% -1.0% 53.0% 0.2% N/A -3.6% -1.6% APPOINTED 060 - CLERK OF THE BOARD $ 1,073,174 $ 1,447,540 $ 1,463,018 $ 1,203,940 150 - EMERGENCY MANAGEMENT 209,146 242,187 248,836 244,097 180 - FINANCE 2,575,477 2,772,594 2,823,366 2,823,366 200 - COUNTY MANAGER 2,416,892 2,520,696 2,556,760 2,556,760 220 - HUMAN SERVICES 2,081,919 2,260,912 2,260,912 2,260,912 230 - INTERNAL AUDIT 1,704,968 1,799,337 1,835,837 1,834,785 260 - CORRECTIONAL HEALTH 3,091,851 3,180,331 3,243,665 3,218,278 290 - MEDICAL EXAMINER 8,179,772 8,261,393 8,403,620 8,300,399 300 - PARKS AND RECREATION 2,805,320 1,279,802 1,279,802 1,141,417 310 - HUMAN RESOURCES 3,383,540 4,309,478 4,376,059 3,747,454 340 - PUBLIC FIDUCIARY 2,952,556 3,113,186 3,150,990 3,010,912 390 - EMPLOYEE BENEFITS AND HEALTH 246,422 258,539 266,671 263,126 410 - ENTERPRISE TECHNOLOGY 20,512,849 33,991,066 36,462,105 30,162,672 440 - PLANNING AND DEVELOPMENT 868,232 868,232 868,232 853,490 460 - RESEARCH AND REPORTING 335,437 338,603 338,819 111,110 470 - NON DEPARTMENTAL 571,360,149 530,709,227 512,674,906 469,907,193 490 - MANAGEMENT AND BUDGET 2,111,882 2,382,650 2,412,614 2,287,040 520 - PUBLIC DEFENDER 37,544,392 38,760,010 39,477,568 39,385,686 540 - LEGAL DEFENDER 11,581,755 12,005,388 12,237,478 12,237,478 550 - LEGAL ADVOCATE 9,856,953 10,786,783 10,956,938 10,730,378 560 - CONTRACT COUNSEL 39,503,077 47,007,294 47,048,359 46,296,374 570 - PUBLIC ADVOCATE 7,691,417 9,231,279 9,376,497 8,960,099 670 - WASTE RESOURCES AND RECYCLIN 4,807,329 3,277,969 3,301,094 3,076,137 700 - FACILITIES MANAGEMENT 41,632,148 49,263,728 49,428,537 41,428,817 720 - PROTECTIVE SERVICES 3,782,813 3,861,489 3,925,912 3,867,156 730 - PROCUREMENT SERVICES 2,382,287 2,413,764 2,461,364 2,461,364 790 - ANIMAL CARE AND CONTROL 258,954 258,954 258,954 258,954 850 - AIR QUALITY 1,073,924 1,209,008 1,228,712 1,228,712 860 - PUBLIC HEALTH 11,124,410 11,364,457 11,880,697 11,497,877 880 - ENVIRONMENTAL SERVICES 3,911,030 4,281,840 4,702,653 4,495,090 920 - DEPUTY COUNTY MANAGER 920 1,282,359 1,419,821 1,458,024 1,390,438 940 - ASSISTANT COUNTY MANAGER 940 507,801 611,468 627,424 599,827 950 - ASSISTANT COUNTY MANAGER 950 541,565 953,890 963,228 412,831 960 - ASSISTANT COUNTY MANAGER 960 SUBTOTAL $ 803,391,800 $ 796,442,915 $ 783,999,651 $ 722,254,169 MARICOPA COUNTY $ 1,216,262,357 $ 1,253,626,194 $ 1,254,956,118 $ 1,171,747,855 126 FY 2016 ADOPTED $ 1,424,411 250,989 2,855,401 2,577,919 2,380,912 1,855,357 3,289,967 8,791,501 1,259,802 4,440,245 3,201,348 270,537 39,148,184 868,232 530,234,077 2,431,156 40,490,466 13,258,636 12,055,425 55,543,889 9,441,291 3,231,384 45,709,658 4,141,089 2,487,658 258,954 1,220,657 11,844,181 4,168,995 1,473,270 295,088 961,361 $ 811,862,040 $ 1,274,904,388 $ $ Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department (continued) FY 2014 ACTUAL SPECIAL REVENUE JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT FY 2015 ADOPTED $ 40,548,566 $ 7,210,617 39,688,410 15,311,262 SUBTOTAL $ 102,758,855 $ ELECTED 160 - CLERK OF THE SUPERIOR COURT $ 9,180,188 190 - COUNTY ATTORNEY 14,324,840 210 - ELECTIONS 1,824,028 360 - RECORDER 4,690,711 370 - EDUCATION SERVICE 19,215,781 430 - TREASURER 500 - SHERIFF 216,367,707 SUBTOTAL $ 265,603,255 $ $ FY 2015 REVISED 43,722,900 $ 6,968,795 41,466,084 15,236,271 $ 107,394,050 $ 49,802,659 7,221,433 40,871,232 15,844,414 113,739,738 8,385,254 $ 15,843,054 861,153 5,940,660 28,604,284 304,341 230,746,734 290,685,480 $ 9,279,189 15,843,054 861,153 5,940,660 28,923,519 304,341 232,976,127 294,128,043 $ 8,220,327 $ 14,112,337 134,407 4,432,514 25,273,473 226,430,738 $ 278,603,796 $ 7,774,240 $ 13,183,799 470,278 5,490,958 28,168,106 304,341 237,950,230 293,341,952 $ 1,815,476 2,416,818 64,120,584 62,433,294 7,581 10,535,599 7,323,579 1,295,863 1,650,361 9,063,986 56,622,157 1,918,848 160,310 48,269 110,605,038 4,751,611 33,031,516 48,942 14,712,448 17,211,507 49,346,904 22,172,840 1,669,405 472,962,936 $ 1,758,249 $ 2,416,818 64,120,584 61,997,740 7,579 9,663,719 6,642,955 819,018 1,611,726 8,653,577 5,155,525 1,700,256 121,976 33,128 107,399,857 4,742,577 29,300,054 48,938 14,756,456 14,940,514 50,633,587 20,832,273 464,899 $ 407,822,005 $ 1,815,266 5,000 65,389,861 63,629,857 10,917,061 7,935,127 1,151,484 1,730,987 8,178,791 77,121,139 1,764,814 182,434 25,968 131,131,089 4,751,611 26,995,031 48,942 13,728,763 18,267,649 50,759,524 19,855,027 474,389 505,859,814 $ 878,750,405 $ 793,819,851 $ 912,941,504 $ MARICOPA COUNTY $ 859,211,289 $ FY 2014 ACTUAL DEBT SERVICE APPOINTED 470 - NON DEPARTMENTAL MARICOPA COUNTY CAPITAL PROJECTS APPOINTED 470 - NON DEPARTMENTAL 640 - TRANSPORTATION MARICOPA COUNTY REVISED VS ADOPTED VARIANCE % $ 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 $ $ 742,001,238 FY 2016 ADOPTED 43,147,290 $ 44,512,464 7,317,800 7,317,800 42,734,181 43,386,920 15,882,423 16,442,242 109,081,694 $ 111,659,426 APPOINTED 150 - EMERGENCY MANAGEMENT $ 1,273,614 200 - COUNTY MANAGER 1,404,564 220 - HUMAN SERVICES 49,913,318 260 - CORRECTIONAL HEALTH 57,311,948 290 - MEDICAL EXAMINER 353,148 300 - PARKS AND RECREATION 7,930,782 390 - EMPLOYEE BENEFITS AND HEALTH 6,263,995 410 - ENTERPRISE TECHNOLOGY 420 - INTEGRATED CRIM JUSTICE INFO 1,482,512 440 - PLANNING AND DEVELOPMENT 8,292,607 470 - NON DEPARTMENTAL 10,773,280 520 - PUBLIC DEFENDER 1,731,414 540 - LEGAL DEFENDER 124,324 550 - LEGAL ADVOCATE 26,714 640 - TRANSPORTATION 104,201,510 670 - WASTE RESOURCES AND RECYCLING 4,751,611 700 - FACILITIES MANAGEMENT 24,985,767 720 - PROTECTIVE SERVICES 48,942 790 - ANIMAL CARE AND CONTROL 14,913,971 850 - AIR QUALITY 13,149,963 860 - PUBLIC HEALTH 44,493,205 880 - ENVIRONMENTAL SERVICES 18,747,964 930 - DEPUTY COUNTY MANAGER 930 2 950 - ASSISTANT COUNTY MANAGER 950 1,463,973 SUBTOTAL $ 373,639,128 $ FY 2015 FORECAST FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST $ $ (5,290,195) -11.9% 96,367 1.3% 2,515,688 5.8% 597,828 3.6% (2,080,312) -1.9% 1,504,949 2,659,255 390,875 449,702 755,413 (4,974,103) 786,091 16.2% 16.8% 45.4% 7.6% 2.6% 0.0% -2.1% 0.3% 210 2,411,818 (1,269,277) (1,196,563) 7,581 (381,462) (611,548) 144,379 (80,626) 885,195 (20,498,982) 154,034 (22,124) 22,301 (20,526,051) 6,036,485 0.0% 99.8% -2.0% -1.9% 100.0% -3.6% -8.4% 11.1% -4.9% 9.8% -36.2% 8.0% -13.8% 46.2% -18.6% 0.0% 18.3% $ 983,685 (1,056,142) (1,412,620) 2,317,813 1,195,016 (32,896,878) 6.7% -6.1% -2.9% 10.5% N/A 71.6% -7.0% $ (34,191,099) -3.9% REVISED VS ADOPTED VARIANCE % FY 2016 ADOPTED SUBTOTAL $ 16,715,180 16,715,180 $ 16,753,180 16,753,180 $ 18,924,477 18,924,477 $ 16,753,180 16,753,180 $ 9,580,777 9,580,777 $ 9,343,700 9,343,700 49.4% 49.4% $ 16,715,180 $ 16,753,180 $ 18,924,477 $ 16,753,180 $ 9,580,777 $ 9,343,700 49.4% FY 2014 ACTUAL $ 202,110,736 61,816,767 SUBTOTAL $ 263,927,503 $ 263,927,503 FY 2015 ADOPTED $ FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VARIANCE % $ 269,096,564 $ 82,578,500 351,675,064 $ 265,972,054 82,578,500 348,550,554 $ 108,555,212 $ 79,627,808 $ 188,183,020 $ 215,445,206 94,370,570 309,815,776 $ $ 351,675,064 $ 348,550,554 $ 188,183,020 $ 309,815,776 $ 127 $ 50,526,848 19.0% (11,792,070) -14.3% 38,734,778 11.1% 38,734,778 11.1% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department (continued) FY 2014 ACTUAL INTERNAL SERVICE APPOINTED 390 - EMPLOYEE BENEFITS AND HEALTH $ 158,516,416 410 - ENTERPRISE TECHNOLOGY 17,228,943 730 - PROCUREMENT SERVICES 785,822 740 - EQUIPMENT SERVICES 18,433,366 750 - RISK MANAGEMENT 19,082,687 SUBTOTAL $ 214,047,234 MARICOPA COUNTY $ 214,047,234 MARICOPA COUNTY FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED $ 155,681,205 $ 17,566,149 915,217 17,711,693 31,591,029 223,465,293 $ 155,681,205 17,582,710 915,217 17,711,693 31,591,029 223,481,854 $ 160,957,275 $ 17,686,665 881,045 19,257,222 27,851,028 $ 226,633,235 $ 166,963,791 19,021,458 845,217 17,822,193 33,338,997 237,991,656 $ 223,465,293 $ 223,481,854 $ 226,633,235 $ 237,991,656 FY 2015 ADOPTED FY 2015 REVISED $ $ (11,282,586) (1,438,748) 70,000 (110,500) (1,747,968) (14,509,802) -7.2% -8.2% 7.6% -0.6% -5.5% -6.5% $ (14,509,802) -6.5% FY 2016 ADOPTED REVISED VS ADOPTED VARIANCE % - $ (70,403,183) (70,403,183) $ $ (621,674,690) $ (445,452,035) $ (454,523,686) $ (443,247,398) $ SUBTOTAL $ (621,674,690) $ (445,452,035) $ (454,523,686) $ (443,247,398) $ (440,425,085) $ (440,425,085) $ (14,098,601) (14,098,601) 3.1% 3.1% $ (669,920,757) $ (493,602,038) $ (502,673,689) $ (491,428,690) $ (510,828,268) $ 8,154,579 -1.6% (111,270) $ (48,134,797) (48,246,067) $ (15,206) $ (48,134,797) (48,150,003) $ 128 (15,206) $ (48,134,797) (48,150,003) $ FY 2015 FORECAST REVISED VS ADOPTED VARIANCE % (46,495) $ (48,134,797) (48,181,292) $ $ SUBTOTAL $ ELIMINATIONS 980 - ELIMINATIONS COUNTY $ FY 2014 ACTUAL ELIMINATIONS APPOINTED 300 - PARKS AND RECREATION 640 - TRANSPORTATION FY 2015 ADOPTED (15,206) 100.0% 22,268,386 -46.3% 22,253,180 -46.2% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Department and Fund Type FUND TYPE SPECIAL REVENUE GENERAL JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ CAPITAL PROJECTS DEBT SERVICE INTERNAL SERVICE SUBTOTAL SUBTOTAL $ 49,255,413 $ 49,802,659 $ 18,337,008 7,221,433 17,872,534 40,871,232 87,424,770 15,844,414 172,889,725 $ 113,739,738 $ - $ - $ - $ - $ - 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 $ 370,718 $ - $ 370,718 370,718 370,718 370,718 24,132,164 1,719,187 35,668,456 7,774,240 85,548,461 13,183,799 13,347,301 470,278 3,076,881 2,185,621 5,490,958 2,910,770 28,168,106 5,059,279 304,341 114,650,913 237,950,230 290,152,623 $ 293,341,952 $ - $ - $ - $ - $ - 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 HEALT 410 - ENTERPRISE TECHNOLOGY 420 - INTEGRATED CRIM JUSTICE INFO 440 - PLANNING AND DEVELOPMENT 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 RECYCL 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 94 950 - ASSISTANT COUNTY MANAGER 95 SUBTOTAL $ 1,424,411 $ - $ 250,989 1,815,266 2,855,401 2,577,919 5,000 2,380,912 65,389,861 1,855,357 3,289,967 63,629,857 8,791,501 1,259,802 10,917,061 4,440,245 3,201,348 270,537 7,935,127 39,148,184 1,151,484 1,730,987 868,232 8,178,791 530,234,077 77,121,139 2,431,156 40,490,466 1,764,814 13,258,636 182,434 12,055,425 25,968 55,543,889 9,441,291 131,131,089 3,231,384 4,751,611 45,709,658 26,995,031 4,141,089 48,942 2,487,658 258,954 13,728,763 1,220,657 18,267,649 11,844,181 50,759,524 4,168,995 19,855,027 1,473,270 295,088 961,361 474,389 811,862,040 $ 505,859,814 $ 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ - $ $ 1,274,904,388 - $ $ 912,941,504 $ $ $ 99,058,072 25,558,441 58,743,766 103,269,184 286,629,463 $ $ 370,718 370,718 370,718 370,718 370,718 24,132,164 1,719,187 43,442,696 98,732,260 13,817,579 3,076,881 7,676,579 31,078,876 5,363,620 352,601,143 583,494,575 $ - $ - $ - $ 1,424,411 2,066,255 2,855,401 2,582,919 67,770,773 1,855,357 66,919,824 8,791,501 12,176,863 4,440,245 3,201,348 166,963,791 175,169,455 19,021,458 59,321,126 1,730,987 9,047,023 9,580,777 215,445,206 832,381,199 2,431,156 42,255,280 13,441,070 12,081,393 55,543,889 9,441,291 94,370,570 225,501,659 7,982,995 72,704,689 4,190,031 845,217 3,332,875 17,822,193 17,822,193 33,338,997 33,338,997 13,987,717 19,488,306 62,603,705 24,024,022 1,473,270 295,088 1,435,750 9,580,777 $ 309,815,776 $ 237,991,656 $ 1,875,110,063 $ - $ 9,580,777 129 - $ $ 309,815,776 - $ 237,991,656 $ ELIMINATIONS $ $ $ $ TOTAL - $ $ 99,058,072 25,558,441 58,743,766 103,269,184 286,629,463 - $ - $ 370,718 370,718 370,718 370,718 370,718 24,132,164 1,719,187 43,442,696 98,732,260 13,817,579 3,076,881 7,676,579 31,078,876 5,363,620 352,601,143 583,494,575 - $ (70,403,183) (70,403,183) $ 1,424,411 2,066,255 2,855,401 2,582,919 67,770,773 1,855,357 66,919,824 8,791,501 12,176,863 4,440,245 3,201,348 175,169,455 59,321,126 1,730,987 9,047,023 832,381,199 2,431,156 42,255,280 13,441,070 12,081,393 55,543,889 9,441,291 155,098,476 7,982,995 72,704,689 4,190,031 3,332,875 17,822,193 33,338,997 13,987,717 19,488,306 62,603,705 24,024,022 1,473,270 295,088 1,435,750 1,804,706,880 - $ (440,425,085) $ $ 2,745,234,101 $ (510,828,268) $ (440,425,085) 2,234,405,833 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type ALL FUNDS FY 2014 ACTUAL 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 $ 655,026,942 $ 701,853,475 $ 718,831,376 $ 3,049,052 6,416,546 6,229,494 10,694,046 10,944,140 10,329,193 261,302,768 283,090,857 288,567,122 5,019,518 32,022,415 14,014,823 (101,180,961) (105,144,909) (106,042,364) 100,913,765 105,118,977 108,139,778 934,825,130 $ 1,034,301,501 $ 1,040,069,422 $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VARIANCE % FY 2016 ADOPTED 693,463,820 $ 727,340,259 $ 4,725,451 4,835,647 14,735,841 14,579,575 277,707,137 319,276,132 6,144,321 7,907,204 (103,601,200) (114,347,162) 105,738,526 111,238,955 998,913,896 $ 1,070,830,610 $ (8,508,883) 1,393,847 (4,250,382) (30,709,010) 6,107,619 8,304,798 (3,099,177) (30,761,188) -1.2% 22.4% -41.1% -10.6% 43.6% 7.8% -2.9% -3.0% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 51,295,560 $ 9,711,768 9,701,695 11,195,501 (5,110,606) 5,177,030 81,970,948 $ 49,559,987 $ 8,784,017 9,121,822 19,553,760 (5,081,514) 5,504,989 87,443,061 $ 50,743,366 $ 11,700,189 9,113,805 27,782,466 (5,057,387) 5,499,327 99,781,766 $ 45,963,033 $ 11,487,281 8,946,292 17,480,498 (5,028,681) 5,642,653 84,491,076 $ 49,338,959 $ 10,909,171 8,108,783 12,499,921 (5,199,486) 4,996,844 80,654,192 $ 1,404,407 791,018 1,005,022 15,282,545 142,099 502,483 19,127,574 2.8% 6.8% 11.0% 55.0% 2.8% 9.1% 19.2% 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 $ 58,688,685 $ 55,385,704 153,780,495 16,926,140 75,359,101 234,462,683 (7,932,108) 4,721,890 3,250,042 4,644,928 1,492,006 32,924,132 (9,633,127) 9,359,590 633,430,161 $ 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 $ 69,378,448 $ 59,009,710 274,668,326 22,778,652 92,312,289 247,246,925 (5,950,460) 4,570,706 4,968,998 5,569,586 2,032,570 32,685,200 (11,288,175) 11,914,676 809,897,451 $ 71,411,166 $ 59,296,218 177,751,238 18,583,233 74,677,534 244,482,233 (7,293,149) 4,714,648 3,686,828 5,978,841 1,431,878 33,021,476 (12,234,174) 11,611,163 687,120,133 $ 74,631,437 $ 53,432,500 274,019,581 20,384,042 76,294,557 251,956,811 (6,538,202) 4,426,585 4,959,397 5,085,701 1,318,964 34,857,994 (13,163,668) 12,758,488 794,424,187 $ (5,252,989) 5,577,210 648,745 2,394,610 16,017,732 (4,709,886) 587,742 144,121 9,601 483,885 713,606 (2,172,794) 1,875,493 (843,812) 15,473,264 -7.6% 9.5% 0.2% 10.5% 17.4% -1.9% 9.9% 3.2% 0.2% 8.7% 35.1% -6.6% 16.6% -7.1% 1.9% CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 15,488,294 $ 30,977,750 25,678,557 15,380,437 28,566,787 16,717,280 (392,554) 389,964 132,806,515 $ 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 $ 9,495,000 $ 53,007,485 121,266,034 18,735,044 50,429,000 18,939,477 (50,664) 419,704 272,241,080 $ 7,801,995 $ 10,998,327 26,337,332 19,082,215 53,929,120 16,758,180 (34,836) 311,013 135,183,346 $ 15,370,000 $ 122,389,653 60,991,506 11,417,423 68,738,217 9,590,777 (1,952) 1,220 288,496,844 $ (5,875,000) (69,382,168) 60,274,528 7,317,621 (18,309,217) 9,348,700 (48,712) 418,484 (16,255,764) -61.9% -130.9% 49.7% 39.1% -36.3% 49.4% -96.1% 99.7% -6.0% $ (12,416,114) -0.6% 2,234,405,833 $ (12,416,114) -0.6% ALL EXPENDITURES $ 1,783,032,754 $ TOTAL USES $ 1,783,032,755 $ 2,211,128,982 $ 2,221,989,719 $ 1,905,708,451 $ 2,211,128,982 $ 2,221,989,719 $ 1,905,708,451 $ 130 2,234,405,833 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2014 ACTUAL GENERAL FUND FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VARIANCE % FY 2016 ADOPTED PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 368,720,194 $ 2,223,775 4,482,452 146,264,142 2,264,986 (74,888,500) 13,624,513 462,691,562 $ 392,915,076 $ 4,146,687 6,320,219 159,184,541 22,873,168 (80,530,962) 14,608,355 519,517,084 $ 404,630,994 $ 3,963,161 5,889,744 163,537,108 9,156,346 (80,485,739) 13,681,738 520,373,352 $ 393,294,956 $ 3,166,894 7,549,532 158,048,999 2,941,328 (78,646,968) 13,653,726 500,008,467 $ 413,706,957 $ 2,950,949 7,363,582 181,665,876 3,269,954 (87,057,768) 14,338,126 536,237,676 $ (9,075,963) 1,012,212 (1,473,838) (18,128,768) 5,886,392 6,572,029 (656,388) (15,864,324) -2.2% 25.5% -25.0% -11.1% 64.3% 8.2% -4.8% -3.0% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 16,298,139 $ 1,436,273 4,019,700 6,071,608 (2,754,465) 553,848 25,625,103 $ 12,304,337 $ 1,029,592 4,553,507 10,131,217 (2,811,400) 773,956 25,981,209 $ 12,472,503 $ 1,110,474 4,511,316 10,501,890 (2,814,855) 774,036 26,555,364 $ 14,111,597 $ 1,213,363 3,654,860 5,185,238 (2,929,505) 821,611 22,057,164 $ 14,630,838 $ 1,116,607 4,020,597 1,226,439 (3,378,783) 673,190 18,288,888 $ (2,158,335) (6,133) 490,719 9,275,451 563,928 100,846 8,266,476 -17.3% -0.6% 10.9% 88.3% 20.0% 13.0% 31.1% 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 $ 53,552,535 $ 2,806,147 28,306,674 8,566,741 37,721,241 224,592,693 8,212,780 1,847,748 1,915,339 3,788,818 520,446 11,058,006 (3,570,618) 634,670 379,953,220 $ 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 $ 63,641,200 $ 3,131,084 72,550,297 10,576,558 45,028,194 226,477,196 6,062,558 1,917,648 2,767,682 4,824,724 734,155 10,871,628 (4,389,665) 1,927,433 446,120,692 $ 65,471,704 $ 2,741,764 36,148,728 9,493,341 36,677,628 225,092,976 6,049,555 2,005,443 2,024,393 5,226,014 493,859 10,783,076 (5,225,625) 1,937,550 398,920,406 $ 69,521,839 $ 3,065,030 86,141,479 11,337,856 45,604,165 230,466,453 5,489,784 2,107,285 2,861,101 4,259,392 700,292 11,789,482 (5,673,283) 1,888,782 469,559,657 $ (5,880,639) 66,054 (13,591,182) (761,298) (575,971) (3,989,257) 572,774 (189,637) (93,419) 565,332 33,863 (917,854) 1,283,618 38,651 (23,438,965) -9.2% 2.1% -18.7% -7.2% -1.3% -1.8% 9.4% -9.9% -3.4% 11.7% 4.6% -8.4% 29.2% 2.0% -5.3% - $ 4,347,972 11,255,749 10,000 15,000 (50,664) 20,139 15,598,196 $ - $ 4,659,052 11,721,517 10,000 15,000 (50,664) 20,139 16,375,044 $ - $ 71,491 5,641,866 12,219,501 5,000 (34,836) 26,519 17,929,541 $ - $ 51,952 4,503,197 5,326,514 10,000 (1,952) (320,043) 9,569,668 $ (51,952) 155,855 6,395,003 10,000 5,000 (48,712) 340,182 6,805,376 N/A N/A 3.3% 54.6% 100.0% 33.3% -96.1% 1689.2% 41.6% (24,231,437) -2.4% 4,283,167 4,283,167 1.7% 1.7% (19,948,270) -1.6% 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 $ 43,590 394,770 3,539,276 8,670,608 2,100 35,330 12,685,674 ALL EXPENDITURES $ 880,955,559 $ 1,015,901,116 $ 1,009,424,452 $ 938,915,578 $ 1,033,655,889 OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 335,306,798 335,306,798 $ $ $ $ $ $ 232,832,277 232,832,277 $ $ $ $ 237,725,078 237,725,078 245,531,666 245,531,666 $ 241,248,499 $ 241,248,499 $ TOTAL USES $ 1,216,262,357 $ 1,253,626,194 $ 1,254,956,118 $ 1,171,747,855 $ 1,274,904,388 $ 131 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2014 ACTUAL SPECIAL REVENUE FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED PERSONAL SERVICES 0701 - REGULAR PAY $ 276,944,144 $ 299,135,109 $ 304,268,807 $ 290,705,021 $ 0705 - TEMPORARY PAY 780,863 2,259,459 2,245,033 1,524,713 0710 - OVERTIME 5,874,948 4,377,002 4,192,530 6,873,132 0750 - FRINGE BENEFITS 111,585,680 120,347,695 121,454,598 116,185,726 0790 - OTHER PERSONNEL SERVICES 2,712,980 9,072,203 4,853,959 3,171,050 0795 - PERSONNEL SERVICES ALLOC-OUT (25,629,137) (23,730,493) (24,658,517) (24,292,611) 0796 - PERSONNEL SERVICES ALLOC-IN 81,100,253 82,571,419 83,782,688 85,151,785 SUBTOTAL $ 453,369,731 $ 494,032,394 $ 496,139,098 $ 479,318,816 $ REVISED VS ADOPTED VARIANCE % 303,472,158 $ 1,859,548 6,969,074 133,854,225 3,961,176 (26,160,376) 87,524,833 511,480,638 $ 796,649 385,485 (2,776,544) (12,399,627) 892,783 1,501,859 (3,742,145) (15,341,540) 0.3% 17.2% -66.2% -10.2% 18.4% 6.1% -4.5% -3.1% 30,292,667 $ 9,792,564 3,451,808 11,096,510 (1,795,352) 4,281,875 57,120,072 $ (1,950,746) 792,953 209,414 (7,574,695) (447,180) 419,627 (8,550,627) -6.9% 7.5% 5.7% -215.1% -19.9% 8.9% -17.6% SERVICES 0809 - DAMAGES PAID $ - $ - $ - $ 1,000 $ - $ 0810 - LEGAL SERVICES 803,439 715,267 682,248 1,456,438 1,120,873 0811 - HEALTH CARE SERVICES 24,746,127 23,595,171 24,086,788 23,581,936 23,418,099 0812 - OTHER SERVICES 53,447,109 109,950,532 118,676,579 64,058,428 124,449,723 0820 - RENT AND OPERATING LEASES 8,284,586 9,449,819 9,312,751 9,011,286 8,946,862 0825 - REPAIRS AND MAINTENANCE 27,569,719 40,051,713 40,023,633 34,775,581 27,901,958 0830 - INTERGOVERNMENTAL PAYMENTS 9,617,136 18,165,716 20,371,516 18,995,179 21,084,145 0839 - INTERNAL SERVICE CHARGES 27,060,181 27,645,486 28,194,468 28,488,176 28,357,214 0841 - TRAVEL 2,742,350 2,558,853 2,617,213 2,584,069 2,266,278 0842 - EDUCATION AND TRAINING 1,267,012 2,118,590 2,120,307 1,620,069 1,987,387 0843 - POSTAGE/FREIGHT/SHIPPING 781,803 717,018 713,439 723,943 792,666 0845 - SUPPORT AND CARE OF PERSONS 971,560 1,299,306 1,298,415 938,019 618,672 0850 - UTILITIES 13,967,755 14,355,432 14,334,002 14,475,348 14,742,749 0872 - SERVICES-ALLOCATION OUT (5,098,604) (6,649,247) (6,898,510) (7,008,549) (6,995,093) 0873 - SERVICES-ALLOCATION IN 7,319,756 9,478,755 9,900,497 9,353,309 10,262,895 SUBTOTAL $ 173,479,929 $ 253,452,411 $ 265,433,346 $ 203,054,232 $ 258,954,428 $ (438,625) 668,689 (5,773,144) 365,889 12,121,675 (712,629) (162,746) 350,935 132,920 (79,227) 679,743 (408,747) 96,583 (362,398) 6,478,918 N/A -64.3% 2.8% -4.9% 3.9% 30.3% -3.5% -0.6% 13.4% 6.3% -11.1% 52.4% -2.9% 1.4% -3.7% 2.4% 3.9% 23.9% 9.0% N/A 19.6% 14.3% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 27,424,161 $ 8,275,632 3,472,050 4,394,078 (2,356,141) 4,595,905 45,805,685 $ 1,468,667 $ 4,238,817 6,487,907 (392,554) 354,634 12,157,471 $ ALL EXPENDITURES $ 684,812,816 OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ TOTAL USES $ DEBT SERVICE CAPITAL 0950 - DEBT SERVICE 57,188,422 57,188,422 1,332,000 $ 5,560,334 6,493,216 (120,306) 693,258 13,958,502 $ 28,341,921 $ 10,585,517 3,661,222 3,521,815 (2,242,532) 4,701,502 48,569,445 $ 1,833,155 5,517,722 6,691,527 399,565 14,441,969 $ $ 26,084,637 $ 10,271,918 3,364,898 3,276,422 (2,099,176) 4,798,416 45,697,115 $ 1,544,921 4,338,388 6,540,413 284,494 12,708,216 $ $ 1,761,006 4,200,944 6,090,909 321,263 12,374,122 $ 72,149 1,316,778 600,618 78,302 2,067,847 839,929,260 $ (15,345,402) -1.9% 73,012,244 73,012,244 $ $ (18,845,697) (18,845,697) -34.8% -34.8% 912,941,504 $ (34,191,099) -3.9% $ 806,235,337 $ 824,583,858 $ 740,778,379 $ $ $ $ $ $ $ 742,001,238 $ FY 2014 ACTUAL 27,443,444 $ 7,708,177 3,655,908 3,547,371 (2,270,114) 4,707,244 44,792,030 $ 52,975,952 52,975,952 859,211,289 $ FY 2015 ADOPTED 54,166,547 54,166,547 878,750,405 $ FY 2015 REVISED 53,041,472 53,041,472 $ $ 793,819,851 $ FY 2015 FORECAST $ FY 2016 ADOPTED REVISED VS ADOPTED VARIANCE % $ 16,715,180 $ 16,753,180 $ 18,924,477 $ 16,753,180 SUBTOTAL $ 16,715,180 $ 16,753,180 $ 18,924,477 $ 16,753,180 $ $ 9,580,777 9,580,777 $ $ 9,343,700 9,343,700 49.4% 49.4% ALL EXPENDITURES $ 16,715,180 $ 16,753,180 $ 18,924,477 $ 16,753,180 $ 9,580,777 $ 9,343,700 49.4% 9,580,777 $ 9,343,700 49.4% TOTAL USES $ 16,715,180 $ 16,753,180 $ 18,924,477 $ 16,753,180 $ 132 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2014 ACTUAL CAPITAL PROJECTS FY 2015 ADOPTED PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 807,284 531 272,581 101 4,641,395 5,721,892 SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 2,002,843 599,804 2,602,647 $ SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT AND OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 36,731 1,404,413 52,490,503 13,472 7,885,711 79,376 56,907 65 26,338 98,829 62,092,345 $ CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE SUBTOTAL $ 15,444,704 29,114,313 17,810,108 23,585 28,566,787 90,959,497 ALL EXPENDITURES $ 161,376,381 OTHER FINANCING USES 0880 - TRANSFERS OUT $ 102,551,122 ALL OTHER FINANCING USES $ 102,551,122 TOTAL USES $ $ $ $ $ FY 2015 REVISED 6,277,226 6,277,226 $ $ 5,581,226 5,479,200 11,060,426 $ 55,110,516 2,807,360 4,807,096 62,724,972 $ $ 9,007,152 9,007,152 FY 2015 FORECAST $ $ 5,706,016 $ 28,909 13,380,434 19,115,359 $ $ 53,880,669 2,807,360 4,407,096 5,465 3,210 61,103,800 $ $ $ 3,123 $ 966 7 5,394,905 5,399,001 $ 684,285 29,459 8,740,863 9,454,607 $ 3,023 $ 2,364 48,027,354 3,343 418,201 8,958 84,616 445 1,529 3,453 14,276 48,567,562 $ 31,350,528 20,000 31,370,528 $ 22,530,141 2,807,360 4,407,096 5,465 3,210 (20,000) 29,733,272 N/A N/A 41.8% 100.0% 100.0% 100.0% N/A N/A N/A 100.0% N/A 48.7% $ (5,875,000) (69,402,365) 58,835,211 (18,319,217) (34,761,371) -61.9% -135.6% 53.4% N/A -36.3% -15.7% $ 15,169,344 4.9% $ $ 23,565,434 23,565,434 61.8% 61.8% 188,183,020 $ 309,815,776 $ 38,734,778 11.1% $ 313,532,227 $ 310,407,717 $ 150,040,183 $ $ $ $ $ $ 263,927,503 $ 351,675,064 $ 348,550,554 $ 133 N/A N/A N/A N/A 17.3% 12.1% 99.8% 100.0% 100.0% 99.9% $ 38,142,837 38,142,837 $ (461,078) 1,555,012 1,093,934 5,694,166 28,909 13,380,434 19,103,509 9,495,000 51,174,330 110,093,076 50,419,000 $ 221,181,406 38,142,837 38,142,837 $ $ $ $ 461,078 7,452,140 7,913,218 11,850 11,850 8,295,000 56,656,590 111,899,013 56,619,000 $ 233,469,603 $ REVISED VS ADOPTED VARIANCE % FY 2016 ADOPTED 7,801,995 $ 15,370,000 9,381,915 120,576,695 15,493,834 51,257,865 12,149 53,929,120 68,738,217 86,619,013 $ 255,942,777 $ 295,238,373 38,142,837 $ 38,142,837 $ 14,577,403 14,577,403 $ $ $ Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2014 ACTUAL INTERNAL SERVICE FUNDS FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VARIANCE % FY 2016 ADOPTED PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 8,555,320 $ 44,414 336,115 3,180,365 41,451 (663,324) 1,547,604 13,041,945 $ 9,803,290 $ 10,400 246,919 3,558,621 77,044 (883,454) 1,661,977 14,474,797 $ 9,931,575 $ 21,300 246,919 3,575,416 4,518 (898,108) 1,668,200 14,549,820 $ 9,460,720 $ 32,878 313,177 3,472,405 31,943 (661,621) 1,538,110 14,187,612 $ 10,161,144 $ 25,150 246,919 3,756,031 214,996 (1,129,018) 1,923,856 15,199,078 $ (229,569) (3,850) (180,615) (210,478) 230,910 (255,656) (649,258) -2.3% -18.1% 0.0% -5.1% -4658.7% 25.7% -15.3% -4.5% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 5,570,417 $ (137) 8,558,598 130,011 27,277 14,286,166 $ 4,230,980 46,248 7,924,631 395,972 23,789 12,621,620 4,222,926 4,198 7,924,582 378,327 23,789 12,553,822 $ 5,082,514 2,000 8,867,331 277,975 22,626 14,252,446 $ 4,403,604 $ 7,648,602 176,972 (25,351) 41,779 12,245,606 $ (180,678) 4,198 275,980 201,355 25,351 (17,990) 308,216 -4.3% 100.0% 3.5% 53.2% N/A -75.6% 2.5% $ 5,055,000 145,449,492 29,560,781 81,983 2,853,366 398,213 3,875,342 35,845 81,009 31,423 7,476,360 86,746 $ 194,985,560 $ 4,480,001 147,791,490 29,516,728 75,263 2,806,124 394,078 3,780,674 40,520 41,921 27,355 7,759,599 306,028 $ 197,019,781 $ 3,988,725 $ 157,348,196 32,077,851 99,324 2,788,434 406,213 4,193,873 53,022 110,909 33,643 8,325,763 (495,292) 586,811 $ 209,517,472 $ 1,066,275 (11,898,704) (2,517,070) (17,341) 64,932 (8,000) (318,531) (17,177) (29,900) (2,220) (849,403) 495,292 (500,065) (14,531,912) 21.1% -8.2% -8.5% -21.2% 2.3% -2.0% -8.2% -47.9% -36.9% -7.1% -11.4% N/A -576.5% -7.5% 1,010,000 $ 322,000 1,332,000 $ 996,184 $ 322,000 1,318,184 $ (33,316) 322,000 288,684 -3.3% 100.0% 21.9% (14,584,270) -6.5% SERVICES 0810 - LEGAL SERVICES 4,295,980 $ $ 5,055,000 0811 - HEALTH CARE SERVICES 148,343,061 145,407,442 0812 - OTHER SERVICES 19,536,209 29,585,301 0820 - RENT AND OPERATING LEASES 61,341 91,484 0825 - REPAIRS AND MAINTENANCE 2,182,430 2,867,971 0830 - INTERGOVERNMENTAL PAYMENTS 252,854 398,213 0839 - INTERNAL SERVICE CHARGES 3,327,274 3,888,984 0841 - TRAVEL 74,885 37,720 0842 - EDUCATION AND TRAINING 67,626 81,009 0843 - POSTAGE/FREIGHT/SHIPPING 47,969 29,923 0850 - UTILITIES 7,799,542 7,507,083 0872 - SERVICES-ALLOCATION OUT (963,905) 0873 - SERVICES-ALLOCATION IN 1,405,164 86,746 SUBTOTAL $ 186,430,430 $ 195,036,876 CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ 90,356 198,337 288,693 ALL EXPENDITURES $ 214,047,234 OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ TOTAL USES $ $ $ SUBTOTAL $ $ $ 863,244 310,152 1,173,396 $ $ $ 1,029,500 $ 1,029,500 $ $ 223,465,293 $ 223,407,386 $ 226,633,235 $ 237,991,656 $ $ $ $ $ $ $ $ $ $ $ 214,047,234 $ FY 2014 ACTUAL ELIMINATIONS SUPPLIES 0803 - FUEL - $ $ (6,348,653) $ (6,348,653) $ - 223,465,293 $ FY 2015 ADOPTED 74,468 74,468 223,481,854 $ 226,633,235 $ FY 2015 REVISED (7,012,224) $ (7,012,224) $ - (7,012,224) $ (7,012,224) $ FY 2015 FORECAST (6,970,256) $ (6,970,256) $ - 237,991,656 $ FY 2016 ADOPTED 74,468 74,468 (14,509,802) 100.0% 100.0% -6.5% REVISED VS ADOPTED VARIANCE % (7,012,224) $ (7,012,224) $ - 0.0% 0.0% SERVICES 0811 - HEALTH CARE SERVICES $ (121,914,044) $ (113,657,654) $ (113,657,654) $ (114,821,336) $ (130,398,825) $ 0839 - INTERNAL SERVICE CHARGES (46,611,719) (44,088,293) (44,088,293) (45,620,512) (44,579,073) SUBTOTAL $ (168,525,763) $ (157,745,947) $ (157,745,947) $ (160,441,848) $ (174,977,898) $ 16,741,171 490,780 17,231,951 14.7% 1.1% 10.9% ALL EXPENDITURES $ (174,874,416) $ (164,758,171) $ (164,758,171) $ (167,412,104) $ (181,990,122) $ 17,231,951 10.5% (9,077,372) (9,077,372) -2.7% -2.7% 8,154,579 1.6% OTHER FINANCING USES 0880 - TRANSFERS OUT $ (495,046,341) $ (328,843,867) $ (337,915,518) $ (324,016,586) $ (328,838,146) $ ALL OTHER FINANCING USES $ (495,046,341) $ (328,843,867) $ (337,915,518) $ (324,016,586) $ (328,838,146) $ TOTAL USES $ (669,920,757) $ (493,602,038) $ (502,673,689) $ 134 (491,428,690) $ (510,828,268) $ Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Operating FY 2015 ADOPTED Description FY 2015 REVISED FY 2015 FORECAST REVISED TO ADOPTED VARIANCE % FY 2016 ADOPTED Operating General Fund (100) 4711 - Contingency General Fund Operating Contingency $ Animal Care and Control Operations Clerk of the Board Compensation Market Adjustments Data Center Operations EPI Market MCSO Deputy and Sergeants Market Melendres Operating Contingency Mental Health Professionals Market Personnel Savings Not Met Probation Market Public Health Personnel 5,627,010 $ - $ 8,433,773 $ - - 500,000 9,450 - - - (2,797,313) (500,000) - -49.63% N/A N/A 731,860 731,860 - 2,253,551 2,701,900 925,900 - - 925,900 100.00% 41,011 1,039 - - 1,039 100.00% 2,485,654 - - - - - - 2,000,000 35,641 35,641 - - - - - 5,000,000 2,200,570 1,387,335 - - 275,885 Sub Total 5,636,460 $ - - - - $ 14,108,981 $ 8,718,235 $ - $ 18,187,324 $ $ 34,314 $ 34,314 $ 34,314 $ 35,930 $ (1,521,691) -207.92% (2,000,000) 35,641 (5,000,000) N/A N/A 100.00% N/A 1,387,335 100.00% - N/A (9,469,089) -108.61% 4712 - Other Programs Anthem Sheriff Sub Station Board NW Regional Service Charges Board of Equalization Citizen/Community Engagement (1,616) -4.71% 5,280 5,280 5,280 5,280 - 0.00% 150,000 150,000 138,766 140,000 10,000 6.67% - - - 207,267 (207,267) County Single Audit 250,000 250,000 205,000 225,000 25,000 10.00% Downtown Juror/Employee Shuttle 364,342 364,342 241,556 - 364,342 100.00% Economic Development Consultant 10,000 10,000 10,000 10,000 - 0.00% 10,841,809 460,527 160,946 - 460,527 100.00% FY15 Compensation/Merit Gov Docs Improvement District International Genomics Consortium Jail Excise Maint of Effort Jail Excise Maint of Effort Above Base N/A 50,000 50,000 46,716 50,000 - 0.00% 130,545 133,276 133,276 122,453 10,823 8.12% 1,000,000 1,000,000 1,000,000 1,000,000 176,801,288 176,801,288 176,801,288 179,373,932 (2,572,644) - 0.00% -1.46% - - - 18,957,014 (18,957,014) N/A MCSO Court Order 2,825,000 2,825,000 2,825,000 3,023,124 (198,124) -7.01% Outside Counsel Property Tax Billing/Info. Statement Printing and Postage 3,050,000 - - - - N/A 831,000 831,000 831,000 831,000 - 0.00% Real Estate Evaluation Acquisition and Divestiture 50,000 50,000 38,143 50,000 - 0.00% Risk Management 94,957 94,957 94,957 - 94,957 100.00% Vehicle Replacement Sub Total $ 3,000,000 3,000,000 3,000,000 4,609,400 (1,609,400) -53.65% 199,488,535 $ 186,059,984 $ 185,566,242 $ 208,640,400 $ (22,580,416) -12.14% 4713 - Infrastructure/CIP New Revenue Transfer to ERPS for CGI Training $ Transfer Out (Building Maintenance) - $ 4,121,600 Transfer Out (Election Cycle) - $ 4,121,600 511,000 $ 1,000,000 (511,000) 3,121,600 N/A 75.74% 7,205,119 7,205,119 7,205,119 7,205,119 - 0.00% 11,640,000 11,640,000 11,640,000 11,640,000 - 0.00% $ 22,966,719 $ 22,966,719 $ 22,966,719 $ 20,356,119 $ 2,610,600 11.37% $ (13,990,907) $ (13,990,907) $ (13,990,907) $ (14,954,835) $ 963,928 -6.89% Transfer Out (OET MM Project Reserve) Sub Total - $ 4,121,600 4714 - Central Service Costs CSCA Revenue Human Resources System operations Storm Water Permit Fees Sub Total $ 2,764,938 2,764,938 2,382,669 2,552,681 212,257 7.68% 7,500 7,500 7,500 7,500 - 0.00% (12,394,654) $ 1,176,185 -10.48% 10,000 50.00% 5,000 33.33% 15,000 42.86% (11,218,469) $ (11,218,469) $ (11,600,738) $ 4716 - Debt Service/Capital Lease Admin Fee $ Arbitrage Sub Total $ 20,000 $ 20,000 $ 5,000 $ 10,000 $ 15,000 15,000 5,000 10,000 35,000 $ 35,000 $ 135 10,000 $ 20,000 $ Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Operating (continued) FY 2015 ADOPTED Description FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE % 4719 - Outside Legal Counsel Billing Outside Counsel $ - $ 3,050,000 $ 5,756,584 $ 5,809,610 $ (2,759,610) -90.48% 4721 - Dues and Memberships Arizona Association of Counties $ County Supervisors Association 70,082 $ 174,822 Government Finance Officers Association 70,082 $ 174,822 70,082 $ 179,822 70,082 $ - 0.00% 198,806 (23,984) -13.72% (150) -3.25% 4,620 4,620 4,770 4,770 Maricopa Association of Government 50,389 50,389 50,389 50,389 - 0.00% National Association of Counties 50,000 50,000 50,000 50,000 - 0.00% Sub Total $ 349,913 $ 349,913 $ 355,063 $ 374,047 $ (24,134) -6.90% $ 175,000 $ 175,000 $ 175,000 $ 175,000 $ - 0.00% 5,000 $ - 0.00% 4722 - Taxes and Assessments City of Phoenix Downtown Municipal Service District 4724 - Miscellaneous Services Board of Supervisors Discretionary $ Internal Audit Luke Air Force Consulting Sub Total 4726 - Tuition Reimbursement 5,000 $ 5,000 $ 3,713 $ 324,000 324,000 324,000 324,000 - 0.00% 27,273 27,273 27,273 27,273 - 0.00% $ 356,273 $ 356,273 $ 354,986 $ 356,273 $ - 0.00% $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ - 0.00% $ 4774 - Non Profit Support 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% Phoenix Chamber of Commerce 146,805 146,805 146,805 146,805 - 0.00% $ 942,911 $ 942,911 $ 942,911 $ 942,911 $ - 0.00% 4776 - Cooperative Extension $ 266,437 $ 266,437 $ 266,437 $ 230,000 $ 36,437 13.68% 4782 - Industrial Development Authority $ 142,664 $ 142,664 $ 162,596 $ 336,027 $ 4783 - AHCCCS Contribution $ 19,523,400 $ 19,523,400 $ 19,523,400 $ 19,203,200 $ 4784 - ALTCS Contribution $ 150,220,100 $ 150,220,100 $ 150,220,100 $ 153,303,200 $ (3,083,100) -2.05% 4785 - Arnold v. Sarn $ 47,992,438 $ 47,992,438 $ 47,992,438 $ 50,392,060 $ (2,399,622) -5.00% 4786 - General Mental Health $ 3,366,705 $ 3,366,705 $ 3,366,705 $ 3,366,705 $ - 0.00% 4787 - LARC $ 1,489,871 $ 1,489,871 $ 1,489,871 $ 1,489,871 $ - 0.00% 4788 - Mental Health Testimony $ 800,000 $ 800,000 $ 643,338 $ 750,000 $ 50,000 6.25% 4789 - Mental Health Transports $ 105,000 $ 105,000 $ 83,967 $ 85,000 $ 20,000 19.05% 4791 - County Residual Long Term Care $ 320,618 $ 320,618 $ 129,852 $ 287,314 $ 33,304 10.39% 4792 - SVP Commitment Payments $ 3,360,000 $ 3,360,000 $ 1,910,473 $ 2,200,000 $ 1,160,000 34.52% 4793 - Tuberculosis Services $ 500,000 $ 500,000 $ - $ 350,000 $ 150,000 30.00% 4794 - MMCS Run Out Operations $ 10,432 $ 10,432 $ - $ - $ 10,432 100.00% Total General Fund $ 456,302,528 $ 440,533,231 $ 431,315,944 $ 475,460,407 $ Sub Total 136 (193,363) -135.54% 320,200 (34,927,176) 1.64% -7.93% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Operating (continued) FY 2015 ADOPTED Description FY 2015 REVISED FY 2015 FORECAST REVISED TO ADOPTED VARIANCE % FY 2016 ADOPTED Non Departmental Grants (249) Unassigned $ EPI Market 9,826,907 $ 9,185,157 $ 32,597 32,597 - $ - 6,500,000 $ - 2,685,157 29.23% 32,597 100.00% MCSO Deputy and Sergeants Market 40,892 40,892 - - 40,892 100.00% Mental Health Professionals Market 69,120 69,120 - - 69,120 100.00% 9,969,516 $ 9,327,766 $ 2,827,766 30.32% Total Non Departmental Grants $ - $ 6,500,000 $ 868,000 $ Detention Fund (255) 4711 - Contingency CHS Increased Registry and Overtime $ - $ - $ 15,927 - - - Market 159,951 159,951 - 880,907 Probation Market 963,776 629,081 - - 789,032 $ - $ MCSO Deputy and Sergeants Market Sub Total - $ $ 1,139,654 $ $ 4,908,790 $ 1,748,907 $ (868,000) - N/A N/A (720,956) -450.74% 629,081 100.00% (959,875) -121.65% 4712 - Other Programs FY 15 Compensation Merit Vehicle Replacement 363,141 $ 124,202 $ - $ 1,000,000 1,000,000 1,000,000 1,000,000 $ 5,908,790 $ 1,363,141 $ 1,124,202 $ $ 587,500 $ 587,500 $ Total Detention Fund $ 7,635,944 $ Total Operating All Funds $ 473,907,988 $ Sub Total 363,141 100.00% - 0.00% 1,000,000 $ 363,141 0.2664 587,500 $ 587,500 $ - 0.00% 2,739,673 $ 1,711,702 $ 3,336,407 $ (596,734) -21.78% 452,600,670 $ 433,027,646 $ 485,296,814 $ (32,696,144) -7.22% 4713 - Infrastructure/CIP Transfer Out (Building Maintenance) 137 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Non Recurring FY 2015 ADOPTED Description FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE % Non Recurring General Fund (100) 4711 - Contingency $ Unreserved Contingency 25,305,974 $ 25,305,974 $ 18,712,450 $ 75,000 18,787,450 $ Sub Total $ - $ 12,000 154,616 37,853 150,000 9,145,560 3,517,901 1,684,065 424,000 15,125,995 $ 126,436 $ 12,000 154,616 37,853 150,000 8,616,710 216,672 3,517,901 1,684,065 424,000 14,940,253 $ 92,493 $ 12,000 19,145 7,589 37,853 216,672 424,000 809,752 $ $ 32,725,105 $ 32,725,105 $ 32,725,105 $ Clerk of the Court RFR System Reserve for Melendres Contingency Vector Control (reserved) Sub Total $ - $ $ 24,782,052 $ (6,069,602) 1,500,000 (1,500,000) 4,350,000 (4,350,000) 75,000 30,632,052 $ (11,844,602) 132.44% N/A N/A 0.00% 163.05% 4712 - Other Programs Board of Health Fee Waiver Fund Transfer $ Bus Passes Court Master Plan Dell Professional Services Employee Communication Monitors Improvement District Allocation MCESA Staffing and Mandate Study PC/Laptop Replacement Transfer to Education Services Transfer to Risk Management (675) Transfer to Risk Management (676) Vehicle Replacement - $ 278,850 780,988 208,119 3,517,901 300,346 5,086,204 $ 126,436 12,000 154,616 (278,850) 37,853 150,000 7,835,722 8,553 1,684,065 123,654 9,854,049 0.00% 0.00% 0.00% N/A N/A 0.00% 0.00% 9.06% 96.05% 100.00% 0.00% 70.84% 34.04% 10,969,692 $ 21,755,413 33.52% 4713 - Infrastructure/CIP Transfers Out 4715 - Technology Projects $ Transfer Out - $ - $ - $ 7,835,722 $ (7,835,722) N/A 4724 - Miscellaneous Services $ Arias Case/Martinson 499,625 $ 499,625 $ 117,150 $ 117,150 $ - $ $ 499,625 499,625 0.00% 0.00% $ 4,439,242 $ 4,439,242 $ - $ 4,439,242 0.00% $ 750,000 $ 750,000 $ 500,000 $ 250,000 $ 500,000 33.33% Total General Fund $ 74,406,699 $ 72,141,675 $ 38,591,249 $ 54,773,670 $ 17,368,005 75.93% $ 51,763 $ 118,832 195,637 47,146 23,424 32,030 468,832 $ 79,787 $ 176,856 225,691 105,171 31,447 618,952 $ 10,000 $ 10,000 9,342 9,342 38,684 $ 4,214,034 $ 4,214,034 $ 12,193,523 $ 12,193,523 $ Sub Total $ $ 4742 - Judgments 499,625 $ 499,625 $ - 4774 - Economic Development Silicon Bank Incentive Payments Waste Management Fund (210) 4751 - District 1 4752 - District 2 4753 - District 3 4754 - District 4 4755 - District 5 4756 - County Wide Unincorporated Total Waste Management Fund $ 84,399 $ 181,468 240,303 110,441 36,717 653,328 $ (4,612) (4,612) (14,612) (5,270) (5,270) (34,376) 105.78% 102.61% 106.47% 105.01% 116.76% N/A 105.55% 30,591,664 $ (18,398,141) 30,591,664 $ (18,398,141) 250.88% 250.88% Non-Departmental Grants (249) 4711 Unassigned $ Total Non-Departmental Grants $ 138 - $ $ Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Non Recurring (continued) FY 2015 ADOPTED Description FY 2015 REVISED FY 2015 FORECAST REVISED TO ADOPTED VARIANCE % FY 2016 ADOPTED Detention Fund (255) 4711 - Contingency $ 23,924,548 $ 23,924,548 $ 19,691,733 $ 19,691,733 $ Sub Total $ - $ 400,000 8,916,521 63,000 9,379,521 $ $ 2,572,889 $ Unreserved Contingency CHS Medication Contingency TJST (Transforming Juveniles Through Successful Transitions) Sub Total $ - $ 24,700,000 $ 800,000 838,219 26,338,219 $ (5,008,267) (800,000) (838,219) (6,646,486) 125.43% N/A N/A 133.75% - $ 69,250 8,645,371 63,000 8,777,621 $ - $ 69,250 63,000 132,250 $ 256,150 $ 500,000 8,063,678 8,819,828 $ (256,150) (430,750) 581,693 63,000 (42,207) N/A 722.02% 93.27% 0.00% 100.48% 2,572,889 $ 2,572,889 $ 300,000 $ 2,272,889 11.66% 581,693 $ (581,693) N/A $ 4712 - Other Programs $ Dell Professional Services Graves vs. Arpaio PC/Laptop Replacement Vehicle Replacement 4713 - Infrastructure/CIP Transfer Out 4715 - Technology Projects $ - $ $ - $ 700,000 $ 700,000 $ Total Detention Fund $ 35,876,958 $ 31,742,243 $ 3,405,139 $ 36,039,740 $ (4,297,497) 113.54% County Improvement Debt Fund (320) $ 16,753,180 $ 16,753,180 $ 16,753,180 $ 7,409,480 $ 9,343,700 44.23% County Improvement Debt Fund #2 (321) $ Intergovernmental Capital Projects (422) $ County Improvement Fund (440) $ General Fund County Improvements (445) $ 71,550,351 $ Detention Capital Projects (455) $ Technology Capital Improvements (460) Transfer Out 4742 - Judgments - - $ - $ - $ - N/A $ 2,171,297 $ - $ 2,171,297 $ - 100.00% 127,500 $ 127,500 $ - $ 127,500 $ - 100.00% - $ 160,985,109 $ (160,985,109) N/A 69,292,751 $ 39,029,503 $ 14,091,063 $ 55,201,688 20.34% 5,796,583 $ 5,813,742 $ 3,315,936 $ $ 148,478,606 $ 148,745,977 $ Detention Technology Capital Improvements (461) $ 43,143,524 $ Intergovernmental Technology Projects (462) $ Total Non-Recurring Funds $ - $ - $ 12,650,837 $ (6,837,095) 217.60% 55,772,816 $ 21,646,362 $ 127,099,615 14.55% 41,751,367 $ 9,919,634 $ 5,944,335 $ 35,807,032 14.24% $ 240,717 $ 240,717 $ 400,816,267 $ 401,592,924 $ 167,066,858 $ - 139 - $ 240,717 0.00% 347,084,385 $ 54,508,539 86.43% Maricopa County Annual Business Strategies FY 2016 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 Phoenix Forward Initiative Economic Development Funding FY 2015 REVISED $ 573,675 222,431 146,805 $ 942,911 FY 2015 FORECAST $ 573,675 222,431 146,805 $ 942,911 FY 2016 ADOPTED $ 573,675 222,431 146,805 $ 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 2015 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 Excellence" Economic Development Related Funding $ $ FY 2015 FORECAST 1,000,000 750,000 1,750,000 $ 1,000,000 500,000 1,500,000 $ FY 2016 ADOPTED $ 1,000,000 250,000 1,250,000 $ *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 2015 REVISED Program University of Arizona Cooperative Extension Maricopa County Cooperative Extension Total Agricultural Extension Funding $ $ FY 2015 FORECAST 266,437 $ 266,437 $ FY 2016 ADOPTED 266,437 $ 266,437 $ 230,000 230,000 Health Care Programs Summary FY 2015 ADOPTED Description FY 2015 REVISED FY 2015 FORECAST REVISED VS. ADOPTED VARIANCE % FY 2016 ADOPTED Operating General Fund State Healthcare Contributions: SMI Mental Health (Arnold v. Sarn ) $ General Mental Health Local Alcoholism Reception Center (LARC) Subtotal Arnold v. Sarn IGA $ 47,992,438 3,366,705 1,489,871 52,849,014 AHCCCS Acute Care $ ALTCS Subtotal State Contribution $ 19,523,400 150,220,100 169,743,500 Other Mental Health: Mental Health Testimony Mental Health Orders Mental Health Residency Training SVP Commitment Payments $ $ 800,000 105,000 3,547,896 3,360,000 7,812,896 County Residual Long Term Care $ Tuberculosis Services MMCS Run Out Operations Total $ $ $ $ $ 47,992,438 3,366,705 1,489,871 52,849,014 19,523,400 150,220,100 169,743,500 $ 800,000 105,000 3,547,896 3,360,000 7,812,896 320,618 $ $ 500,000 $ $ $ $ $ $ $ 47,992,438 3,366,705 1,489,871 52,849,014 19,523,400 150,220,100 169,743,500 $ 643,338 83,967 2,069,606 1,910,473 4,707,384 320,618 $ $ 500,000 10,432 $ 231,236,460 $ $ $ $ $ 19,203,200 153,303,200 172,506,400 $ 750,000 85,000 2,200,000 3,035,000 129,852 $ $ - 10,432 $ 231,236,460 $ 140 $ 50,392,060 3,366,705 1,489,871 55,248,636 $ $ $ $ $ (2,399,622) (2,399,622) -5.00% 0.00% 0.00% -4.54% 320,200 (3,083,100) (2,762,900) 1.64% -2.05% -1.63% $ 50,000 20,000 3,547,896 1,160,000 4,777,896 6.25% 19.05% 100.00% 34.52% 61.15% 287,314 $ 33,304 10.39% $ 350,000 $ 150,000 30.00% - $ - $ 10,432 100.00% 227,429,750 $ 231,427,350 $ (190,890) -0.08% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Fund Transfers In FY 2015 ADOPTED Fund/Function/Transfer GENERAL FUND FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED $ 14,805,346 $ 14,805,346 $ 14,805,346 $ 5,809,670 $ 14,805,346 12,081,146 2,724,200 $ 14,805,346 12,081,146 2,724,200 $ 14,805,346 12,081,146 2,724,200 $ 5,809,670 2,652,821 3,156,849 $ - $ - $ - $ 208,119 Non-Recurring $ - $ - $ - $ 208,119 715 - SCHOOL GRANTS Non-Recurring General Fund (100) - Juvenile Transitions Program $ $ - $ $ - $ $ - $ $ 208,119 208,119 208,119 $ 177,371,494 $ 177,757,957 $ 177,746,179 $ 198,513,977 Operating Non-Recurring $ $ 176,846,494 525,000 $ $ 176,846,494 911,463 $ $ 176,877,783 868,396 $ $ 198,360,946 153,031 226 - PLANNING AND DEVELOPMENT FEES Non-Recurring Del Webb Fund (235) $ $ 525,000 525,000 525,000 $ $ 525,000 525,000 525,000 $ $ 515,876 515,876 515,876 $ $ - 241 - PARKS ENHANCEMENT FUND Operating Parks Souvenir Fund (239) $ $ 15,206 15,206 15,206 $ $ 15,206 15,206 15,206 $ $ 46,495 46,495 46,495 $ $ - 255 - DETENTION OPERATIONS Operating General Fund (100) - Jail Maint. of Effort Non-Recurring General Fund (100) - Juvenile Transitions Program Small School Service (669) Detention Capital Projects (455) $ $ 176,801,288 176,801,288 176,801,288 - $ $ 177,061,315 176,801,288 176,801,288 260,027 216,672 43,355 - $ $ 177,061,315 176,801,288 176,801,288 260,027 216,672 43,355 - $ $ 198,483,977 198,330,946 198,330,946 153,031 153,031 Non-Recurring General Fund County Improvement Fund (445) Technology Improvement Fund (460) GRANT SPECIAL REVENUE OTHER SPECIAL REVENUE $ $ $ $ 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 $ $ - $ $ 126,436 126,436 126,436 $ $ 92,493 92,493 92,493 $ $ - DEBT SERVICE $ 6,415,560 $ 15,100,748 $ 6,415,560 $ 12,147,283 Operating Non-Recurring $ $ 1,140,560 5,275,000 $ $ 1,280,547 13,820,201 $ $ 1,140,560 5,275,000 $ $ 1,139,868 11,007,415 141 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Fund Transfers In (continued) FY 2015 ADOPTED Fund/Function/Transfer 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) $ $ FY 2015 REVISED 6,415,560 1,140,560 1,034,032 106,528 5,275,000 5,275,000 $ $ - $ $ $ 125,049,501 Operating Non-Recurring $ $ 234 - TRANSPORTATION CAPITAL PROJECT Non-Recurring Transportation Operations (232) FY 2015 FORECAST 6,415,560 1,140,560 1,034,032 106,528 5,275,000 5,275,000 $ $ 8,685,188 139,987 107,506 21,293 11,188 8,545,201 7,463,480 953,575 74,974 17,145 16,561 11,185 8,281 $ $ $ 125,049,501 23,554,219 101,495,282 $ $ $ $ 48,134,797 48,134,797 48,134,797 445 - GENERAL FUND CTY IMPROV Operating General Fund (100) Non-Recurring General Fund (100) Technology Capital Improvement (460) Detention Fund (255) $ $ 455 - DETENTION CAPITAL PROJECTS Operating Detention Fund (255) Non-Recurring Detention Technology Capital Improvement (461) Detention Fund (255) $ $ 460 - TECHNOLOGY CAP IMPROVEMENT Operating General Fund (100) $ $ $ 6,415,560 1,140,560 1,034,032 106,528 5,275,000 5,275,000 $ $ - $ $ $ 125,049,501 $ 108,641,196 23,554,219 101,495,282 $ $ 23,554,219 101,495,282 $ $ 20,943,619 87,697,577 $ $ 48,134,797 48,134,797 43,134,797 $ $ 48,134,797 48,134,797 48,134,797 $ $ 70,403,183 70,403,183 70,403,183 44,051,824 11,326,719 11,326,719 32,725,105 32,725,105 - $ $ 44,051,824 11,326,719 11,326,719 32,725,105 32,725,105 - $ $ 44,051,824 11,326,719 11,326,719 32,725,105 32,725,105 - $ $ 24,903,524 8,716,119 8,716,119 16,187,405 10,969,692 4,917,713 300,000 5,973,777 587,500 587,500 5,386,277 2,813,388 2,572,889 $ $ 5,973,777 587,500 587,500 5,386,277 2,813,388 2,572,889 $ $ 5,973,777 587,500 587,500 5,386,277 2,813,388 2,572,889 $ $ 26,889,103 11,640,000 11,640,000 $ $ 26,889,103 11,640,000 11,640,000 $ $ 26,889,103 11,640,000 11,640,000 $ $ 321 - CAPITAL LEASE DEBT SERVICE $ $ Operating Transportation Operations (232) - Desktop Refresh Risk Management (675) - Desktop Refresh Benefits Administration (618) - Desktop Refresh $ Non-Recurring General Fund (100) - Desktop Refresh Detention Fund (255) - Desktop Refresh Animal Control License Shelter (654) - Desktop Refresh Equipment Services (654) - Desktop Refresh Technology Infrastructure (681) - Desktop Refresh Emergency Management (215) - Desktop Refresh Reprographics (673) - Desktop Refresh CAPITAL PROJECTS $ $ FY 2016 ADOPTED 142 $ $ $ $ $ $ $ $ $ $ $ $ 3,729,868 1,139,868 1,033,405 106,463 2,590,000 2,590,000 8,417,415 8,417,415 7,835,722 581,693 - 1,694,489 587,500 587,500 1,106,989 1,106,989 11,640,000 11,640,000 11,640,000 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Fund Transfers In (continued) FY 2015 ADOPTED Fund/Function/Transfer FY 2016 ADOPTED FY 2015 FORECAST FY 2015 REVISED $ 15,249,103 15,249,103 $ 15,249,103 15,249,103 $ 15,249,103 15,249,103 $ - $ 5,201,966 $ 5,201,966 $ - $ 3,517,901 Non-Recurring $ 5,201,966 $ 5,201,966 $ - $ 3,517,901 675 - RISK MANAGEMENT Non-Recurring General Fund (100) $ $ 3,517,901 3,517,901 3,517,901 $ $ 3,517,901 3,517,901 3,517,901 $ $ - $ $ 3,517,901 3,517,901 3,517,901 676 - COUNTY MANAGER RISK MANAGEMENT Non-Recurring General Fund (100) $ $ 1,684,065 1,684,065 1,684,065 $ $ 1,684,065 1,684,065 1,684,065 $ $ - $ $ - $ 328,843,867 $ 337,915,518 $ 324,016,586 $ 328,838,146 Operating Non-Recurring $ $ 201,541,273 122,100,628 $ $ 201,681,260 131,032,292 $ $ 201,572,562 122,444,024 $ $ 220,444,433 104,875,812 ELIMINATIONS $ (328,843,867) $ (337,915,518) $ (324,016,586) $ (328,838,146) Operating Non-Recurring $ $ (201,541,273) $ (127,302,594) $ (201,681,260) $ (201,572,562) $ (136,234,258) $ (122,444,024) $ (220,444,433) (108,393,713) Non-Recurring Detention Capital Projects (455) INTERNAL SERVICE TOTAL BEFORE ELIMINATIONS ALL FUNDS $ - 143 $ - $ - $ - Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Fund Transfers Out Fund/Function/Transfer GENERAL FUND Operating $ $ FY 2015 FY 2015 FY 2015 FY 2016 ADOPTED REVISED FORECAST ADOPTED 237,725,078 $ 245,531,666 $ 232,832,277 $ 241,248,499 199,798,007 $ 199,798,007 $ 199,798,007 $ 218,717,065 176,801,288 176,801,288 176,801,288 179,373,932 30,000 30,000 30,000 18,957,014 30,000 General Fund Capital Improvement Fund (445) 11,326,719 11,326,719 11,326,719 8,716,119 Technology Capital Improvement Fund (460) 11,640,000 11,640,000 11,640,000 11,640,000 Detention Fund (255) - Jail Maint. of Effort Detention Fund (255) - Jail Maint. of Effort (Above Base) Public Health Fee Fund (265) - Vital Statistics Non-Recurring $ 37,927,071 $ 45,733,659 $ 33,034,270 $ 22,531,434 32,725,105 32,725,105 32,725,105 10,969,692 Risk Management Fund (675) 3,517,901 3,517,901 - 3,517,901 County Manager Risk Management Fund (676) 1,684,065 1,684,065 - - - 216,672 216,672 - General Fund Capital Improvement Fund (445) Detention Fund (255) - Juvenile Transitions Program Environmental Services Fund (506) - Board of Health Fee Waiver - 126,436 92,493 - Capital Lease Debt Service Fund (321) - 7,463,480 - 7,835,722 School Grants Fund (715) - Juvenile Transitions Program - - - 208,119 OTHER SPECIAL REVENUE $ 52,975,952 $ 54,166,547 $ 53,041,472 $ 73,012,244 Operating $ 1,743,266 $ 1,850,772 $ 1,774,555 $ 1,727,368 Non-Recurring $ 51,232,686 $ 52,315,775 $ 51,266,917 $ 71,284,876 215 - EMERGENCY MANAGEMENT $ - $ 11,185 $ - $ - Non-Recurring $ - $ 11,185 $ - $ - 70,403,183 Capital Lease Debt Service (321) - Desk top Refresh 11,185 232 - TRANSPORTATION OPERATIONS $ 48,134,797 $ 48,242,303 $ 48,134,797 $ Operating $ - $ 107,506 $ - $ - - 107,506 - - Capital Lease Debt Service (321) - Desk top Refresh Non-Recurring $ Transportation Capital Project (234) 48,134,797 $ 48,134,797 $ 48,134,797 $ 70,403,183 48,134,797 48,134,797 48,134,797 70,403,183 235 - DEL WEBB $ 525,000 $ 525,000 $ 515,876 $ - Non-Recurring $ 525,000 $ 525,000 $ 515,876 $ - 525,000 525,000 515,876 - Planning and Development Fees (226) 239 - PARKS SOUVENIR $ 15,206 $ 15,206 $ 46,495 $ Operating $ 15,206 $ 15,206 $ 46,495 $ - 15,206 15,206 46,495 - Park s Enhancement Fund (241) - 255 - DETENTION OPERATIONS $ 3,160,389 $ 4,113,964 $ 3,160,389 $ Operating $ 587,500 $ 587,500 $ 587,500 $ 587,500 587,500 587,500 587,500 587,500 Detention Capital Project Fund (455) Non-Recurring $ 1,469,193 2,572,889 $ 3,526,464 $ 2,572,889 $ 2,572,889 2,572,889 2,572,889 - General Fund County Improvement Fund (445) - - - 300,000 Capital Lease Debt Service (321) - Desk top Refresh - 953,575 - 581,693 Detention Capital Project Fund (455) 144 881,693 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Fund Transfers Out (continued) FY 2015 ADOPTED Fund/Function/Transfer 572 - ANIMAL CONTROL LICENSE SHELTER Operating County Improvement Debt (320) Non-Recurring Capital Lease Debt Service (321) - Desktop Refresh FY 2015 $ $ $ FY 2015 REVISED 1,034,032 1,034,032 1,034,032 - $ $ $ FY 2016 FORECAST 1,109,006 1,034,032 1,034,032 74,974 74,974 $ $ $ ADOPTED 1,034,032 1,034,032 1,034,032 - $ $ $ 1,033,405 1,033,405 1,033,405 - 574 - ANIMAL CONTROL FIELD OPERATION Operating County Improvement Debt (320) $ $ 106,528 106,528 106,528 $ $ 106,528 106,528 106,528 $ $ 106,528 106,528 106,528 $ $ 106,463 106,463 106,463 669 - SMALL SCHOOL SERVICE Non-Recurring Detention Fund (255) $ $ - $ $ 43,355 43,355 43,355 $ $ 43,355 43,355 43,355 $ $ - $ 38,142,837 $ 38,142,837 $ 38,142,837 $ 14,577,403 Non-Recurring $ 38,142,837 $ 38,142,837 $ 38,142,837 $ 14,577,403 445 - GENERAL FUND CTY IMPROV Non-Recurring General Fund (100) County Improvement Debt (320) Technology Capital Improvement (460) $ $ 32,605,249 32,605,249 12,081,146 5,275,000 15,249,103 $ $ 32,605,249 32,605,249 12,081,146 5,275,000 15,249,103 $ $ 32,605,249 32,605,249 12,081,146 5,275,000 15,249,103 $ $ 5,242,821 5,242,821 2,652,821 2,590,000 - 455 - DETENTION CAPITAL PROJECTS Non-Recurring Detention Fund (255) $ $ - $ $ - $ $ - $ $ 153,031 153,031 153,031 460 - TECHNOLOGY CAP IMPROVEMENT Non-Recurring General Fund (100) General Fund County Improvement (445) $ $ 2,724,200 2,724,200 2,724,200 - $ $ 2,724,200 2,724,200 2,724,200 - $ $ 2,724,200 2,724,200 2,724,200 - $ $ 8,074,562 8,074,562 3,156,849 4,917,713 461 - DETENTION TECH CAP IMPROVEMENT Non-Recurring Detention Capital Projects (455) $ $ 2,813,388 2,813,388 2,813,388 $ $ 2,813,388 2,813,388 2,813,388 $ $ 2,813,388 2,813,388 2,813,388 $ $ 1,106,989 1,106,989 1,106,989 $ - $ 74,468 $ - $ - Operating Non-Recurring $ $ - $ $ 32,481 41,987 $ $ - $ $ - 654 - EQUIPMENT SERVICES Non-Recurring Capital Lease Debt Service (321) - Desktop Refresh $ $ - $ $ 17,145 17,145 17,145 $ $ - $ $ - CAPITAL PROJECTS INTERNAL SERVICE 145 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Fund Transfers Out (continued) ADOPTED FORECAST REVISED ADOPTED Fund/Function/Transfer FY 2016 FY 2015 FY 2015 FY 2015 673 - REPROGRAPHICS Non-Recurring Capital Lease Debt Service (321) - Desktop Refresh $ $ - $ $ 8,281 8,281 8,281 $ $ - $ $ - 675 - RISK MANAGEMENT Operating Capital Lease Debt Service (321) - Desktop Refresh $ $ - $ $ 21,293 21,293 21,293 $ $ - $ $ - 681 - TECHNOLOGY INFRASTRUCTURE Non-Recurring Capital Lease Debt Service (321) - Desktop Refresh $ $ - $ $ 16,561 16,561 16,561 $ $ - $ $ - $ 328,843,867 $ 337,915,518 $ 324,016,586 $ 328,838,146 Operating Non-Recurring $ $ 201,541,273 127,302,594 $ $ 201,648,779 136,192,271 $ $ 201,572,562 122,444,024 $ $ 220,444,433 108,393,713 ELIMINATIONS $ (328,843,867) $ (337,915,518) $ (324,016,586) $ (328,838,146) Operating Non-Recurring $ $ (201,541,273) $ (127,302,594) $ (201,681,260) $ (201,572,562) $ (136,234,258) $ (122,444,024) $ (220,444,433) (108,393,713) TOTAL BEFORE ELIMINATIONS ALL FUNDS $ - 146 $ - $ - $ - Maricopa County Annual Business Strategies FY 2016 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: FY 2014 ACTUAL DESCRIPTION FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Fund Transfers (See Schedule) Operating $ Non-Recurring $ (199,165,162) $ (295,881,179) (495,046,341) $ (201,541,273) $ (127,302,594) (328,843,867) $ (201,771,260) $ (151,189,940) (352,961,200) $ (201,572,562) $ (122,444,024) (324,016,586) $ (220,444,433) (108,393,713) (328,838,146) $ (174,874,416) $ (164,758,171) $ (165,938,000) $ (167,412,104) $ (181,990,122) $ (669,920,757) $ (493,602,038) $ (518,899,200) $ (491,428,690) $ (510,828,268) Internal Service Charges Totals Personnel Year-over-year, the total number of positions in FY 2016 is increasing by 0.6% or 85.65 Full-time Equivalent (FTE) positions over the FY 2015 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 30.0 Full-Time Equivalent (FTE) positions added in FY 2016. The compliments of these positions include 1.0 FTE Surveillance Officer and 1.0 FTE Probation Officer for Domestic Violence, 2.0 FTE Surveillance Officers and 2.0 FTE Probation Officers for the Sex Offender Activity, 12.0 FTE for the Standard Probation activity, 3.0 FTE for the Prison Reentry service, 2.0 FTE for the Drug Court service, and 7.0 FTE for the Intensive Probation activity. These positions will allow the Department to meet the demands for FY 2016. Assessor (120) There were 11.48 FTE’s inactivated to fund the on-going operating costs of the Environmental Systems Research Institute (ESRI) desktop pilot project. Assistant County Manager (940) Three Real Estate positions were moved to Facilities Management as part of the centralization of this function. Finance (180) The department reduced their staff by 6.0 FTE. These positions were dedicated to Enterprise Resource Planning (ERP) and the cost savings are reflected in the capital project. 147 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Juvenile Probation (270) In FY 2016, 14.0 additional Full-Time Equivalent (FTE) positions are being created in the Detention Operations Fund (255) to provide meals out of the new Juvenile Kitchen. Juvenile Probation had previously been purchasing kitchen services from the Maricopa County Sheriff’s Office. In late FY 2015, positions were deleted in the Mental Health area. These deletions will be made in FY 2016 Revised bringing the total new positions to 14.0 FTE. Education Service (370) At the end of FY 2015, funding for the three-year pilot program Transforming Juveniles through Successful Transition (TJST) ended. This program funded eight Community Justice Coordinators, two Educational Service Program Coordinators, an Education Service Program Manager and a Management Assistant. These twelve staff were funded out of the Detention Fund (255) and assisted post-conviction youth in transitioning back into education services upon release from corrections custody. In FY 2016, these twelve positions are funded on a temporary basis (for 3 months) from MCESA’s Grant Fund (715) in order to complete an evaluation of the effectiveness and impact of the program. Should the program be reauthorized, additional funding will need to be authorized by the Board of Supervisors. Sheriff’s Office (500) In the Detention Fund (255), 4.0 FTE Criminal Intelligence Analysts were added to Jail Intelligence due to an increase in the workload caused by the new video visitation system. Eight Detention Officers were added to the inmate medical transport unit. These positions will not have an impact on the Sheriff’s Office budget as these costs will be allocated to Correctional Health Services. One FTE Equipment Operator and two FTE Detention Officers have been added but will not have an impact on the budget as supplies and services have been reduced to fund these positions. A total of 7.0 FTE Justice System Clerks will be added for Sheriff’s Information Management Services (SIMS) (3.0 FTE), Victim Notification Unit (3.0 FTE) and Sexually Violent Person Unit (1.0 FTE). Facilities Management (700) The variance between FY 2015 Revised and FY 2016 Adopted is due to the consolidation of 30 positions within the Real Estate group to Facilities Management. Superior Court (800) The Superior Court of Maricopa County had staffing increases due to the addition of two new Initial Appearance Courts. Each division requires a Judge, a Bailiff, and a Judicial Assistant for a total of 6.0 FTE. One FTE was added to the Probate and Mental Health Activity. This increase is offset by a reduction of 0.5 FTE as a result of reducing 3.0 FTE in Fill the Gap to 2.5 FTE and moving these positions to the General Fund. 148 Maricopa County Annual Business Strategies FY 2016 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - 0.0% 0.0% 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - 0.0% 0.0% 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 2.75 2.75 (.25) (.25) (8.3%) (8.3% ) 3.00 3.00 3.00 3.00 3.00 3.00 2.88 2.88 2.88 2.88 (.13) (.13) (4.2%) (4.2% ) 2.80 2.80 3.00 3.00 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 13.00 13.00 - 0.0% 0.0% 746.90 1.50 34.75 317.00 1,100.15 758.00 1.50 28.25 329.00 1,116.75 758.00 2.00 25.00 329.00 1,114.00 758.00 1.50 24.75 329.00 1,113.25 776.00 1.50 24.75 341.00 1,143.25 18.00 (.50) (.25) 12.00 29.25 2.4% (25.0%) (1.0%) 3.6% 2.6% 320.39 320.39 321.91 321.91 330.00 330.00 330.91 330.91 315.43 315.43 (14.58) (14.58) (4.4%) (4.4% ) 27.00 27.00 27.00 27.00 27.00 27.00 27.00 27.00 27.00 27.00 - 0.0% 0.0% 2.00 5.00 7.50 14.50 2.00 5.00 7.50 14.50 2.00 6.00 9.00 17.00 2.00 6.00 8.50 16.50 2.00 6.00 8.50 16.50 (.50) (.50) 0.0% 0.0% (5.6%) (2.9% ) 549.00 25.00 2.00 4.00 47.00 48.00 675.00 556.50 25.00 2.00 4.00 47.00 48.00 682.50 555.50 25.00 2.00 4.00 47.00 48.00 681.50 550.50 25.00 2.00 4.00 47.00 48.00 676.50 558.50 25.00 1.00 47.00 48.00 679.50 3.00 (1.00) (4.00) (2.00) 0.5% 0.0% (50.0%) (100.0%) 0.0% 0.0% (0.3% ) 35.00 35.00 39.00 39.00 45.00 45.00 39.00 39.00 39.00 39.00 (6.00) (6.00) (13.3%) (13.3% ) 742.00 1.00 86.00 37.00 36.50 9.00 24.00 935.50 804.00 58.00 35.00 26.00 3.00 20.00 946.00 836.50 58.00 33.00 25.00 2.00 20.00 974.50 831.00 58.00 33.00 25.00 2.00 20.00 969.00 849.48 59.00 29.00 25.00 2.00 20.00 984.48 12.98 1.00 (4.00) 9.98 1.6% N/A 1.7% (12.1%) 0.0% 0.0% 0.0% 1.0% 18.00 18.00 18.00 18.00 19.00 19.00 19.00 19.00 18.00 18.00 (1.00) (1.00) (5.3%) (5.3% ) 149 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) 210 100 220 100 217 222 230 100 240 100 204 250 100 260 100 255 270 100 227 255 275 290 100 300 225 239 240 241 310 100 340 100 360 100 236 370 100 255 669 715 782 795 390 100 532 615 618 DEPARTMENT/FUND ELECTIONS GENERAL Department Total HUMAN SERVICES GENERAL CDBG HOUSING TRUST HUMAN SERVICES GRANTS 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 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 GRANTS SCHOOL COMMUNICATION EDUCATIONAL SUPPLEMENTAL PROG Department Total EMPLOYEE BENEFITS AND HEALTH GENERAL PUBLIC HEALTH GRANTS WELLNESS BENEFIT ADMINISTRATION Department Total FY 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 52.00 52.00 52.00 52.00 51.00 51.00 52.00 52.00 52.00 52.00 1.00 1.00 2.0% 2.0% 5.00 359.50 364.50 5.00 367.00 372.00 5.00 394.00 399.00 5.00 381.00 386.00 1.00 5.00 392.50 398.50 1.00 (1.50) (.50) N/A 0.0% (0.4%) (0.1% ) 19.00 19.00 18.00 18.00 19.75 19.75 16.75 16.75 17.75 17.75 (2.00) (2.00) (10.1%) (10.1% ) 329.03 3.00 332.03 333.00 3.00 336.00 331.50 5.00 336.50 331.50 5.00 336.50 332.50 4.00 336.50 1.00 (1.00) - 0.3% (20.0%) 0.0% 36.00 36.00 36.00 36.00 36.00 36.00 36.00 36.00 36.00 36.00 - 0.0% 0.0% 16.00 460.75 476.75 16.00 447.50 463.50 16.00 459.50 475.50 16.00 458.50 474.50 15.50 459.50 475.00 (.50) (.50) (3.1%) 0.0% (0.1% ) 267.00 60.00 362.10 4.00 693.10 271.00 53.00 361.10 4.00 689.10 270.00 53.00 360.10 4.00 687.10 270.00 53.00 360.10 4.00 687.10 273.00 53.00 373.10 4.00 703.10 3.00 13.00 16.00 1.1% 0.0% 3.6% 0.0% 2.3% 86.50 86.50 87.50 87.50 86.50 86.50 85.50 85.50 87.50 87.50 1.00 1.00 1.2% 1.2% 1.00 1.00 22.00 59.00 83.00 1.00 1.00 26.00 53.00 81.00 1.00 1.00 25.00 52.00 79.00 1.00 1.00 25.00 50.75 77.75 2.00 2.00 27.00 46.75 77.75 1.00 1.00 2.00 (5.25) (1.25) 100.0% 100.0% 8.0% (10.1%) (1.6% ) 46.00 46.00 46.00 46.00 46.00 46.00 46.00 46.00 46.00 46.00 - 0.0% 0.0% 41.30 41.30 41.80 41.80 44.40 44.40 43.80 43.80 43.80 43.80 (.60) (.60) (1.4%) (1.4% ) 35.00 27.00 62.00 29.00 27.00 56.00 29.00 28.00 57.00 29.00 28.00 57.00 29.00 27.00 56.00 (1.00) (1.00) 0.0% (3.6%) (1.8% ) 22.00 12.00 1.00 81.00 4.00 14.00 134.00 27.00 12.00 2.00 100.00 6.00 5.00 152.00 26.00 12.00 2.00 103.50 7.00 7.00 157.50 26.00 12.00 2.00 103.50 7.00 7.00 157.50 24.00 1.00 105.50 6.00 8.00 144.50 (2.00) (12.00) (1.00) 2.00 (1.00) 1.00 (13.00) (7.7%) (100.0%) (50.0%) 1.9% (14.3%) 14.3% (8.3% ) 4.00 11.00 6.00 16.00 37.00 4.00 11.00 7.00 17.00 39.00 4.00 13.00 6.00 18.00 41.00 4.00 12.00 6.00 17.50 39.50 4.00 11.00 6.00 17.50 38.50 (2.00) (.50) (2.50) 0.0% (15.4%) 0.0% (2.8%) (6.1% ) 150 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) 410 100 681 420 255 430 100 440 226 460 100 490 100 500 100 251 252 255 258 520 100 209 233 262 540 100 550 100 560 100 570 100 640 223 232 670 100 290 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 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 113.99 55.00 168.99 143.50 58.00 201.50 154.50 57.00 211.50 156.00 57.00 213.00 159.00 57.00 216.00 4.50 4.50 2.9% 0.0% 2.1% 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 - 0.0% 0.0% 53.00 53.00 55.00 55.00 55.00 55.00 54.00 54.00 55.00 55.00 - 0.0% 0.0% 77.00 77.00 85.00 85.00 80.00 80.00 81.00 81.00 80.00 80.00 - 0.0% 0.0% 5.75 5.75 5.75 5.75 5.75 5.75 - - 19.00 19.00 18.00 18.00 19.00 19.00 19.00 19.00 19.00 19.00 - 0.0% 0.0% 1,044.00 24.00 118.00 2,390.00 2.00 3,578.00 1,129.75 27.00 135.00 2,523.00 2.00 3,816.75 1,174.75 27.00 134.00 2,511.00 2.00 3,848.75 1,174.75 27.00 134.00 2,511.00 2.00 3,848.75 1,174.75 27.00 134.00 2,533.00 2.00 3,870.75 22.00 22.00 0.0% 0.0% 0.0% 0.9% 0.0% 0.6% 406.48 3.00 3.00 9.00 421.48 422.58 3.00 2.00 7.00 434.58 433.78 3.00 2.00 9.00 447.78 432.78 3.00 2.00 9.00 446.78 431.78 3.00 2.00 9.00 445.78 (2.00) (2.00) (0.5%) 0.0% 0.0% 0.0% (0.4% ) 114.49 114.49 115.49 115.49 126.49 126.49 126.49 126.49 126.49 126.49 - 0.0% 0.0% 93.50 93.50 103.50 103.50 114.50 114.50 114.50 114.50 114.50 114.50 - 0.0% 0.0% 28.00 28.00 29.00 29.00 31.00 31.00 31.00 31.00 31.00 31.00 - 0.0% 0.0% 71.65 71.65 87.65 87.65 90.00 90.00 89.00 89.00 89.00 89.00 (1.00) (1.00) (1.1%) (1.1% ) 1.00 415.50 416.50 1.00 409.00 410.00 1.00 415.00 416.00 1.00 415.00 416.00 416.00 416.00 (1.00) 1.00 - (100.0%) 0.2% 0.0% 21.00 2.00 23.00 21.00 2.00 23.00 20.00 2.00 22.00 20.00 2.00 22.00 20.00 2.00 22.00 - 0.0% 0.0% 0.0% 151 (5.75) (100.0%) (5.75) (100.0% ) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) 700 100 255 720 100 730 100 673 740 654 750 675 790 572 573 574 800 100 208 238 256 261 264 850 503 504 860 100 265 532 880 100 506 920 100 930 226 940 100 950 100 249 255 960 100 572 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 PROBATE FEES LAW LIBRARY SUPERIOR COURT FILL THE GAP Department Total AIR QUALITY AIR QUALITY GRANTS 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 GRANTS DETENTION OPERATIONS Department Total ASSISTANT COUNTY MANAGER 960 GENERAL ANIMAL CONTROL LICENSE SHELTER Department Total COUNTY FY 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 136.00 30.00 166.00 137.00 32.00 169.00 135.00 32.00 167.00 135.00 32.00 167.00 165.00 32.00 197.00 30.00 30.00 22.2% 0.0% 18.0% 74.50 74.50 73.50 73.50 74.50 74.50 73.50 73.50 73.50 73.50 (1.00) (1.00) (1.3%) (1.3% ) 30.00 9.00 39.00 27.50 9.00 36.50 30.50 9.00 39.50 30.50 9.00 39.50 30.50 9.00 39.50 - 0.0% 0.0% 0.0% 54.00 54.00 54.00 54.00 54.00 54.00 54.00 54.00 54.00 54.00 - 0.0% 0.0% 29.00 29.00 29.75 29.75 29.75 29.75 29.75 29.75 30.75 30.75 1.00 1.00 3.4% 3.4% 106.00 9.00 50.00 165.00 108.00 11.00 51.00 170.00 120.00 50.00 170.00 121.00 50.00 171.00 119.00 50.00 169.00 (1.00) (1.00) (0.8%) N/A 0.0% (0.6% ) 1,145.00 6.00 26.00 33.00 1,210.00 1,163.00 6.00 27.00 33.00 1,229.00 1,169.10 6.00 26.00 3.00 33.00 1,237.10 1,169.10 6.00 26.00 3.00 33.00 1,237.10 1,177.60 6.00 26.00 1.00 3.00 30.00 1,243.60 (11.50) (1.00) 1.00 (1.00) (3.00) (15.50) (1.0%) 0.0% (3.8%) N/A -33.30% (9.1%) (1.3% ) 20.60 120.50 141.10 20.00 121.50 141.50 20.00 123.15 143.15 20.00 122.65 142.65 21.00 124.12 145.12 1.00 .97 1.97 5.0% 0.8% 1.4% 134.75 63.00 415.20 612.95 137.25 59.00 428.80 625.05 143.25 62.00 425.75 631.00 143.25 62.00 426.75 632.00 145.25 60.00 427.75 633.00 2.00 (2.00) 2.00 2.00 1.4% (3.2%) 0.5% 0.3% 45.00 248.00 293.00 45.00 245.00 290.00 46.00 246.00 292.00 46.00 246.00 292.00 46.00 242.00 288.00 (4.00) (4.00) 0.0% (1.6%) (1.4% ) 13.00 13.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 - 0.0% 0.0% 40.50 40.50 13.00 13.00 16.00 16.00 16.00 16.00 16.00 16.00 - 0.0% 0.0% 7.30 7.30 6.63 6.63 8.00 8.00 8.00 8.00 5.00 5.00 (3.00) (3.00) (37.5%) (37.5% ) 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 3.00 1.00 4.00 8.00 - 0.0% 0.0% 0.0% 0.0% 1.00 2.00 3.00 13,548.22 2.00 2.00 13,913.69 2.00 2.00 14,110.01 2.00 2.00 14,066.94 2.00 2.00 14,171.65 39.64 N/A 0.0% 0.0% 0.3% 152 Maricopa County Annual Business Strategies FY 2016 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 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 Planner Senior 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 Lead Applications Development Mgr Applications Development Supv Appraiser Appraiser - Assistant Chief Appraiser - Chief 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 Analyst Senior Budget Supervisor Business Systems Analyst Business Systems Analyst-Sr/Ld Call Center Representative FY 2014 ADOPTED 42.00 1.00 83.00 1.00 2.00 181.50 3.00 9.00 3.00 45.00 61.00 9.00 2.00 4.00 3.00 1.00 6.00 2.00 1.00 39.00 6.00 2.00 2.00 38.00 3.00 34.00 3.00 1.00 11.00 1.00 13.00 7.00 100.48 1.00 7.00 11.48 17.00 17.00 3.00 1.00 697.11 5.00 13.00 6.00 5.00 1.00 117.00 5.00 1.00 11.00 3.00 26.00 22.00 18.00 FY 2015 ADOPTED 43.50 86.50 1.00 1.00 190.50 9.00 3.00 38.00 60.00 11.00 2.00 3.00 3.00 1.00 1.00 6.00 2.00 1.00 31.00 6.00 7.00 2.00 2.00 41.00 3.00 32.00 3.00 3.00 1.00 13.00 1.00 13.00 5.00 102.00 1.00 7.00 13.48 18.00 15.00 3.00 1.00 719.71 5.00 13.00 6.00 5.00 1.00 120.00 5.00 2.00 1.00 1.00 11.00 2.00 31.00 25.25 18.00 153 FY 2015 FY 2015 REVISED FORECAST 49.50 51.50 88.00 86.00 1.00 1.00 1.00 1.00 192.50 191.50 8.00 8.00 4.00 4.00 36.00 35.00 55.00 56.00 11.00 10.00 2.00 2.00 3.00 3.00 2.00 2.00 2.00 2.00 1.00 1.00 3.75 6.75 3.00 2.00 2.00 1.00 1.00 30.40 30.40 9.00 9.00 7.00 7.00 2.00 2.00 2.00 2.00 41.00 41.00 3.00 3.00 32.00 32.00 3.00 3.00 2.00 2.00 1.00 1.00 13.00 13.00 1.00 1.00 14.00 14.00 6.00 6.00 93.00 93.00 1.00 1.00 1.00 2.00 6.00 6.00 19.00 18.48 19.00 19.00 17.00 17.00 3.00 3.00 1.00 1.00 760.76 755.26 5.00 5.00 14.00 14.00 7.00 7.00 5.00 5.00 1.00 1.00 121.60 120.60 5.00 5.00 3.00 3.00 1.00 1.00 1.00 1.00 8.00 8.00 3.00 3.00 3.00 3.00 38.00 38.00 28.00 28.00 18.00 18.00 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 48.50 (1.00) (2.0%) N/A 87.00 (1.00) (1.1%) 1.00 0.0% 1.00 0.0% 189.99 (5.51) (2.9%) N/A 9.00 1.00 12.5% 4.00 0.0% 36.00 0.0% 52.00 (3.00) (5.5%) 12.00 1.00 9.1% 2.00 0.0% 3.00 0.0% 2.00 0.0% 2.00 0.0% 1.00 0.0% 7.75 4.00 106.7% (3.00) (100.0%) 2.00 0.0% 1.00 0.0% 30.38 (.03) (0.1%) 9.00 0.0% 7.00 0.0% 2.00 0.0% 2.00 0.0% 41.00 0.0% 3.00 0.0% 32.00 0.0% 3.00 0.0% 2.00 0.0% 1.00 0.0% 13.00 0.0% 1.00 0.0% 16.00 2.00 14.3% 4.00 (2.00) (33.3%) 78.00 (15.00) (16.1%) (1.00) (100.0%) 2.00 1.00 100.0% 8.00 2.00 33.3% 16.00 (3.00) (15.8%) 18.00 (1.00) (5.3%) 26.00 9.00 52.9% 3.00 0.0% 1.00 0.0% 754.74 (6.03) (0.8%) 5.00 0.0% 14.00 0.0% 7.00 (1.00) (14.3%) 5.00 0.0% 1.00 0.0% 120.60 (3.00) (2.4%) 5.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% 8.00 0.0% 3.00 0.0% 3.00 0.0% 36.00 (2.00) (5.3%) 27.00 (1.00) (3.6%) 18.00 0.0% Maricopa County Annual Business Strategies FY 2016 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 Deputy - Clk of Crt Chief Deputy - County Attorney Chief Deputy - Recorder Chief Deputy - Schools Chief Deputy - Sheriff Chief Deputy - Treasurer Chief Deputy Assessor Chief Informatn Security Ofcr Chief Medical Examiner Chief Technology Officer Chief Veterinarian CHS Legal Services Manager 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 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 Lead 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 ADOPTED 4.00 2.00 7.00 4.00 27.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 2.00 4.00 3.00 20.00 1.00 26.00 4.00 3.00 3.00 8.00 3.00 1.00 3.00 12.00 4.00 13.00 10.00 1.00 1.00 2.00 32.00 4.00 1.00 1.00 59.00 11.00 33.00 1.00 3.00 6.00 51.50 1.00 213.50 16.00 11.00 23.00 9.00 6.00 5.00 FY 2015 ADOPTED 4.00 2.00 6.00 4.00 27.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 2.00 1.00 4.00 3.00 20.00 1.00 24.00 6.00 4.00 3.00 15.00 3.00 3.00 11.00 5.00 13.00 10.00 1.00 1.00 3.00 33.00 4.00 1.00 1.00 59.00 14.00 33.00 1.00 3.00 6.00 51.50 1.00 218.00 16.00 11.00 21.00 10.00 7.00 4.00 154 FY 2015 FY 2015 REVISED FORECAST 4.00 4.00 2.00 2.00 6.00 6.00 4.00 4.00 26.00 26.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 5.00 6.00 3.00 3.00 19.00 19.00 1.00 1.00 26.00 28.00 7.00 6.00 4.00 4.00 4.00 5.00 8.00 8.00 3.00 3.00 3.00 3.00 11.00 11.00 5.00 5.00 13.00 13.00 9.00 9.00 2.00 2.00 28.00 28.00 4.00 4.00 1.00 1.00 1.00 1.00 59.00 59.00 14.00 14.00 34.00 34.00 1.00 1.00 3.00 3.00 6.00 6.00 50.50 50.50 1.00 1.00 1.00 1.00 217.00 217.00 15.00 15.00 16.00 16.00 20.00 20.00 10.00 10.00 6.00 6.00 5.00 5.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 4.00 0.0% 2.00 0.0% 6.00 0.0% 4.00 0.0% 27.00 1.00 3.8% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% (1.00) (100.0%) 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 4.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 5.00 0.0% 3.00 0.0% 19.00 0.0% 1.00 0.0% 25.00 (1.00) (3.8%) 6.00 (1.00) (14.3%) 4.00 0.0% 4.00 0.0% (8.00) (100.0%) 3.00 0.0% N/A 3.00 0.0% 11.00 0.0% 5.00 0.0% 13.00 0.0% 9.00 0.0% N/A N/A 2.00 0.0% 34.00 6.00 21.4% 4.00 0.0% 1.00 0.0% 1.00 0.0% 61.00 2.00 3.4% 14.00 0.0% 34.00 (1.00) (2.9%) 1.00 0.0% 3.00 0.0% 6.00 0.0% 50.50 (1.00) (2.0%) 1.00 0.0% 1.00 0.0% 219.00 2.00 0.9% 15.00 0.0% 15.00 (1.00) (6.3%) 20.00 0.0% 10.00 0.0% 6.00 0.0% 9.00 4.00 80.0% Maricopa County Annual Business Strategies FY 2016 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 - 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 Supv -Probation Detention Officer Detention Officer - Probation Detention Officer Captain Detention Officer Lieutenant Detention Officer Sergeant Development Services Supervisor Development Svcs Technician Development Svcs Technician Ld Development Svcs Technician Sr Dietitian/Nutritionist Dietitian/Nutritionist Princpl Dietitian/Nutritionist Supv 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 Director - Geographic Information Systems Director - Govt Relations Director - Human Services FY 2014 ADOPTED 10.00 18.49 4.00 3.00 1.00 1.50 3.00 4.80 8.00 2.00 1.00 1.00 1.00 2.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 2.00 7.50 1.00 1.00 4.00 26.00 1,894.00 220.10 13.00 65.00 203.00 7.00 99.93 27.60 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 FY 2015 ADOPTED 1.00 5.00 33.00 9.00 13.00 3.50 4.00 3.00 1.00 2.00 3.00 5.00 1.00 8.00 2.00 1.00 1.00 2.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 2.00 6.50 1.00 1.00 7.00 27.00 1,975.00 221.10 13.00 70.00 203.00 6.00 97.93 39.35 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 155 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 5.00 5.00 35.00 35.00 2.00 2.00 8.00 8.00 12.00 12.00 5.00 6.00 3.00 3.00 1.00 1.00 2.00 2.00 3.00 3.00 5.00 4.88 1.00 1.00 8.00 8.00 2.00 2.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 7.00 6.50 1.00 1.00 1.00 1.00 7.00 7.00 26.00 26.00 1,967.00 1,967.00 220.10 220.10 13.00 13.00 71.00 71.00 208.00 208.00 8.00 9.00 69.00 67.93 14.00 14.00 31.00 31.00 36.35 36.35 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 5.00 0.0% 35.00 0.0% 2.00 0.0% 8.00 0.0% 12.00 0.0% 5.00 0.0% 3.00 0.0% 1.00 0.0% 2.00 0.0% 3.00 0.0% 4.63 (.38) (7.6%) 1.00 0.0% 8.00 0.0% 2.00 0.0% N/A 1.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% N/A N/A 3.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 6.50 (.50) (7.1%) 1.00 0.0% 1.00 0.0% 7.00 0.0% 26.00 0.0% 1,977.00 10.00 0.5% 220.10 0.0% 13.00 0.0% 71.00 0.0% 208.00 0.0% 7.00 (1.00) (12.5%) 91.93 22.93 33.2% (14.00) (100.0%) (31.00) (100.0%) 36.35 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Director - Internal Audit Director - Justice Courts Director - Legal Defense Director - Materials Mgt Director - Medical Examiner Director - Parks & Recreation Director - Plng & Development Director - Probation Director - Protective Services 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 Program Aide Education Service Assistant Superintendent Education Service Finance Coordinator Education Service Peer Evaluator Education Svc Finance Mgr 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 Enforcement Specialist - Trainee Environmental Services Division Manger Environmental Services Operations Supervisor Environmental Spec Trainee FY 2014 ADOPTED 1.00 1.00 4.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 29.00 1.00 3.00 34.00 10.00 27.00 41.00 26.00 55.00 45.50 39.00 2.00 38.00 12.00 3.00 8.00 1.00 4.00 29.00 6.00 8.50 3.00 2.00 1.00 4.00 37.00 37.00 1.00 4.00 21.00 10.00 23.00 6.00 7.00 3.00 8.00 10.00 FY 2015 ADOPTED 1.00 1.00 4.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 29.00 2.00 3.00 44.00 12.00 32.00 41.00 27.00 36.50 63.50 28.00 2.00 38.00 13.00 2.00 8.00 1.00 7.00 35.00 6.00 10.50 3.00 3.00 1.00 4.00 39.00 2.00 36.00 1.00 5.00 21.00 10.00 23.00 8.00 7.00 3.00 7.00 15.00 156 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 8.00 4.00 4.00 2.00 2.00 11.00 5.00 3.00 3.00 1.00 1.00 44.00 44.00 1.00 1.00 17.50 17.50 30.00 30.00 38.00 37.00 27.00 27.00 35.00 34.00 66.00 65.00 33.00 33.00 2.00 2.00 38.00 38.00 12.00 12.00 2.00 2.00 8.00 8.00 1.00 7.00 7.00 35.00 35.00 6.00 6.00 10.00 9.50 1.00 1.00 2.00 2.00 3.00 2.50 1.00 1.00 4.00 4.00 39.00 39.00 3.00 3.00 31.00 31.00 1.00 1.00 5.00 5.00 15.00 15.00 10.00 10.00 2.00 2.00 16.00 16.00 8.00 8.00 5.00 5.00 1.00 1.00 3.00 3.00 7.00 7.00 15.00 15.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% 4.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% (1.00) (100.0%) 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 8.00 0.0% 4.00 0.0% 2.00 0.0% 5.50 (5.50) (50.0%) 3.00 0.0% 1.00 0.0% 44.00 0.0% 1.00 0.0% 16.50 (1.00) (5.7%) 28.00 (2.00) (6.7%) 39.00 1.00 2.6% 27.00 0.0% 35.00 0.0% 65.00 (1.00) (1.5%) 32.00 (1.00) (3.0%) 2.00 0.0% 38.00 0.0% 12.00 0.0% 2.00 0.0% 8.00 0.0% 1.00 1.00 N/A 7.00 0.0% 35.00 0.0% 6.00 0.0% 10.50 .50 5.0% 1.00 0.0% 2.00 0.0% 2.50 (.50) (16.7%) 1.00 0.0% 4.00 0.0% 42.00 3.00 7.7% 3.00 0.0% 32.00 1.00 3.2% 1.00 0.0% 5.00 0.0% 18.00 3.00 20.0% 10.00 0.0% 2.00 0.0% 22.00 6.00 37.5% 9.00 1.00 12.5% 5.00 0.0% 1.00 0.0% 3.00 0.0% 7.00 0.0% 15.00 0.0% Maricopa County Annual Business Strategies FY 2016 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 Grant-Contract Administrator FY 2014 ADOPTED 128.00 29.00 18.50 1.00 1.00 1.00 53.00 1.00 3.00 4.00 20.00 8.00 1.00 1.00 4.00 6.00 5.00 1.00 2.00 6.00 1.00 4.00 1.00 24.30 2.00 3.00 18.00 1.00 8.00 5.00 12.00 1.00 11.00 34.00 16.00 4.00 16.00 3.00 14.00 3.00 10.00 1.00 1.00 12.00 1.00 .75 8.00 1.00 .75 1.00 9.00 78.00 5.00 70.00 8.00 2.00 21.50 5.00 15.60 FY 2015 ADOPTED 127.00 28.00 15.00 1.00 1.00 3.00 1.00 3.00 73.00 1.00 3.00 5.00 21.00 8.00 1.00 1.00 5.00 8.00 4.00 1.00 2.00 6.00 1.00 5.00 1.00 23.80 2.00 4.00 17.00 1.00 9.75 4.00 12.00 1.00 14.00 35.00 22.00 4.00 16.00 3.00 14.00 3.00 38.00 1.00 1.00 11.00 2.00 .75 7.00 1.00 1.00 .75 1.00 9.00 43.00 50.00 8.00 3.00 23.50 4.00 17.00 157 FY 2015 FY 2015 REVISED FORECAST 125.00 125.00 28.00 28.00 13.00 13.00 1.00 1.00 6.00 6.00 4.00 4.00 1.00 1.00 2.00 2.00 66.00 67.00 1.00 1.00 2.00 2.00 5.00 5.00 20.00 20.00 10.00 10.00 1.00 1.00 1.00 1.00 6.00 6.00 8.00 8.00 4.00 4.00 1.00 1.00 2.00 2.00 6.00 6.00 1.00 1.00 5.00 5.00 1.00 1.00 24.40 23.80 2.00 2.00 5.00 5.00 17.00 17.00 1.00 1.00 10.75 10.75 4.00 4.00 13.00 13.00 1.00 1.00 14.00 14.00 33.00 28.00 26.00 20.00 4.00 4.00 16.00 16.00 3.00 3.00 14.00 14.00 3.00 3.00 37.00 37.00 1.00 1.00 2.00 2.00 11.00 11.00 2.00 2.00 .75 .75 7.00 7.00 1.00 1.00 1.00 1.00 .75 .75 1.00 1.00 8.50 8.50 42.00 42.00 49.00 49.00 15.00 15.00 6.00 6.00 25.50 25.50 3.00 3.00 16.00 17.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 125.00 0.0% 28.00 0.0% 14.00 1.00 7.7% 1.00 0.0% 5.00 (1.00) (16.7%) 4.00 0.0% 1.00 0.0% 2.00 0.0% 68.00 2.00 3.0% 1.00 0.0% 2.00 0.0% 5.00 0.0% 20.00 0.0% 10.00 (2.00) (20.0%) 1.00 0.0% 1.00 0.0% 6.00 0.0% 8.00 0.0% 4.00 0.0% 1.00 0.0% 2.00 0.0% 5.00 (1.00) (16.7%) 1.00 0.0% 5.00 0.0% 1.00 0.0% 23.80 (.60) (2.5%) 2.00 0.0% 5.00 0.0% 17.00 0.0% 1.00 0.0% 10.75 0.0% 4.00 0.0% 12.00 (1.00) (7.7%) 1.00 0.0% 14.00 0.0% 28.00 (5.00) (15.2%) 19.00 (7.00) (26.9%) 4.00 0.0% 16.00 0.0% 3.00 0.0% 14.00 0.0% 3.00 0.0% 49.00 12.00 32.4% 1.00 0.0% 2.00 0.0% 13.00 2.00 18.2% 2.00 0.0% .75 0.0% 7.00 0.0% 1.00 0.0% 1.00 0.0% .75 0.0% 1.00 0.0% 8.50 0.0% 41.00 (1.00) (2.4%) N/A 49.00 0.0% 17.00 2.00 13.3% 3.00 (3.00) (50.0%) 26.50 1.00 3.9% 3.00 0.0% 18.00 2.00 12.5% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE 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 – County Human Resources Support Supv Human Services Program Administrator HVAC Technician HVAC Technician Senior Infection Control Specialist Infection Control Supervisor Inmate Class Spec Supv Inmate Classification Spec 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 Senior/Lead Judicial Clerk Supervisor Justice Of The Peace Justice System Administrator Justice System Clerk Justice System Clerk Associate FY 2014 ADOPTED 45.35 10.00 109.80 29.00 26.00 10.00 3.00 30.00 10.00 11.00 1.00 1.00 3.00 1.00 31.00 5.00 2.00 4.00 14.00 32.00 1.00 7.00 32.00 13.00 2.50 3.00 2.00 4.50 5.00 2.50 12.00 6.00 5.00 1.00 1.00 42.00 48.00 1.00 11.50 12.00 1.00 3.00 13.00 12.00 3.00 2.00 8.00 13.00 156.00 4.00 1.00 26.00 15.00 875.53 - FY 2015 ADOPTED 53.75 11.00 106.80 29.00 23.00 11.00 3.00 3.00 32.00 11.00 10.00 2.00 1.00 4.00 1.00 27.00 5.00 2.00 4.00 16.00 2.00 31.00 1.00 7.00 32.00 11.00 2.50 3.00 2.00 3.75 5.00 2.25 12.00 6.00 5.00 1.00 42.00 47.00 1.00 11.50 16.00 3.00 3.00 14.00 12.00 3.00 4.00 9.00 11.00 163.00 4.00 26.00 15.00 889.50 - 158 FY 2015 FY 2015 REVISED FORECAST 50.00 50.00 10.00 10.00 104.00 104.00 26.00 25.00 4.00 4.00 23.00 23.00 10.00 10.00 3.00 3.00 3.00 3.00 35.00 35.00 13.00 13.00 11.00 11.00 2.00 2.00 1.00 1.00 5.00 5.00 23.00 23.00 4.00 4.00 4.00 3.00 5.00 5.00 17.00 17.00 2.00 2.00 28.00 28.00 4.00 4.00 8.00 8.00 42.00 42.00 1.00 1.00 7.00 6.00 30.00 31.00 11.00 11.00 3.50 4.50 3.00 3.00 1.00 1.00 2.50 2.50 7.00 7.00 6.25 5.25 11.00 11.00 5.00 5.00 5.00 4.00 1.00 1.00 43.00 43.00 47.00 47.00 1.00 1.00 11.00 11.50 15.00 16.00 2.00 2.00 3.00 3.00 15.00 15.00 10.00 10.00 3.00 3.00 4.00 4.00 9.00 9.00 12.00 12.00 163.00 163.00 4.00 4.00 26.00 26.00 16.00 16.00 486.00 480.00 304.00 309.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 52.00 2.00 4.0% 12.00 2.00 20.0% 104.00 0.0% 25.00 (1.00) (3.8%) 4.00 0.0% 23.00 0.0% 10.00 0.0% 3.00 0.0% 3.00 0.0% 35.00 0.0% 12.00 (1.00) (7.7%) 11.00 0.0% 2.00 0.0% 1.00 0.0% 5.00 0.0% N/A 24.00 1.00 4.3% 4.00 0.0% 3.00 (1.00) (25.0%) 5.00 0.0% 17.00 0.0% 2.00 0.0% 28.00 0.0% 6.00 2.00 50.0% (8.00) (100.0%) (42.00) (100.0%) 1.00 0.0% 7.00 0.0% 30.00 0.0% 12.00 1.00 9.1% 1.50 (2.00) (57.1%) 3.00 0.0% (1.00) (100.0%) (1.00) (100.0%) 2.50 0.0% 7.00 0.0% 6.25 0.0% 11.00 0.0% 5.00 0.0% 5.00 0.0% 1.00 0.0% N/A 43.00 0.0% 47.00 0.0% 1.00 0.0% 11.50 .50 4.5% 15.00 0.0% 2.00 0.0% 3.00 0.0% 15.00 0.0% 10.00 0.0% 4.00 1.00 33.3% 5.00 1.00 25.0% 10.00 1.00 11.1% 12.00 0.0% 165.00 (2.00) (1.2%) 4.00 0.0% N/A 26.00 0.0% 16.00 0.0% 493.00 9.00 1.9% 306.00 0.0% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Justice System Clerk Associate Justice System Clerk Lead Justice System Clerk Senior Justice System Clerk Senior 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 Paraprofessional Library Small Branch Manager Licensed Practical Nurse Locksmith Management Analyst Management Assistant Managing for Results Faciltatr Materials Testing Supervisor Materials Testing Technician Mechanic - Automotive Mechanic - Automotive Lead Mechanic - Aviation Mechanic - Heavy Equip Lead Mechanic - Heavy Equipment Mechanic Supervisor Mechanic Supervisor - Aviation Media Specialist Medical Assistant Medical Death Investigations Manager Medical Director Medical Examiner Medical Records Manager Medication Admin Coordinator Mental Health Director Mental Health Director – Juvenile Mental Health Professional Mental Health Professional Supervisor Mitigation Specialist Mitigation Specialist - Capital Mitigation Specialist - Capital Supervisor Mitigation Specialist Supervisor Network Engineer Network Engineer Senior/Lead Nurse Nurse - Public Health FY 2014 ADOPTED 79.00 95.00 23.00 1.00 1.00 2.00 6.25 22.00 30.00 550.00 88.00 150.00 17.00 5.00 5.00 7.00 190.00 49.00 2.00 1.00 6.00 1.50 6.00 76.75 73.30 13.00 1.00 1.00 5.00 16.00 2.00 2.00 2.00 13.00 2.00 1.00 15.00 79.50 2.00 11.00 2.00 1.00 2.00 39.00 6.00 15.00 20.00 2.00 1.00 2.00 4.00 116.50 50.60 FY 2015 ADOPTED 83.00 97.00 21.00 1.00 1.00 3.00 6.25 1.00 4.00 23.00 34.00 578.00 104.00 151.00 17.00 6.00 4.00 7.00 200.00 48.00 3.00 1.00 5.00 1.50 6.00 1.00 84.50 7.00 79.13 16.00 1.00 1.00 5.00 16.00 2.00 2.00 2.00 13.00 2.00 1.00 16.00 80.25 2.00 10.00 2.00 1.00 2.00 40.00 6.00 15.00 21.00 2.00 1.00 3.00 5.00 122.75 51.80 159 FY 2015 FY 2015 REVISED FORECAST 90.00 90.00 89.00 90.00 165.00 157.00 33.00 40.00 110.00 110.00 19.00 19.00 1.00 1.00 2.00 2.00 6.00 6.00 6.25 6.25 1.00 1.00 4.00 4.00 23.00 23.00 37.00 37.00 586.00 586.00 127.00 127.00 153.00 153.00 21.00 21.00 7.00 7.00 5.00 5.00 7.00 7.00 208.00 208.00 49.00 49.00 3.00 3.00 2.00 2.00 4.00 4.00 1.00 1.00 5.00 5.00 2.00 2.00 82.50 81.50 7.00 7.00 79.25 78.25 18.00 18.00 1.00 1.00 1.00 1.00 5.00 5.00 17.00 17.00 2.00 2.00 2.00 2.00 2.00 2.00 13.00 13.00 2.00 2.00 1.00 1.00 18.00 19.00 82.25 82.25 1.00 1.00 2.00 2.00 10.00 9.00 2.00 2.00 1.00 1.00 1.00 1.00 2.00 2.00 47.00 47.00 9.00 9.00 16.00 16.00 21.00 21.00 2.00 2.00 1.00 1.00 5.00 5.00 6.00 6.00 131.75 131.75 55.30 56.30 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 98.00 8.00 8.9% 90.00 1.00 1.1% 157.00 (8.00) (4.8%) 42.00 10.00 30.3% 111.00 1.00 0.9% 19.00 0.0% 1.00 0.0% 2.00 0.0% 5.00 (1.00) (16.7%) 6.25 0.0% 1.00 0.0% 4.00 0.0% 23.00 0.0% 37.00 0.0% 588.00 2.00 0.3% 127.00 0.0% 158.00 5.00 3.3% 17.00 (4.00) (19.0%) 7.00 0.0% 5.00 0.0% 7.00 0.0% 208.00 0.0% 49.00 0.0% 3.00 0.0% 2.00 0.0% 4.00 0.0% 1.50 .50 50.0% 5.00 0.0% 2.00 (1.00) (50.0%) 82.50 0.0% 5.00 (2.00) (28.6%) 79.25 0.0% 18.00 (1.00) (5.6%) 1.00 0.0% 1.00 0.0% 5.00 0.0% 17.00 0.0% 2.00 0.0% 2.00 0.0% 2.00 0.0% 13.00 0.0% 2.00 0.0% 1.00 0.0% 18.00 (1.00) (5.6%) 82.25 0.0% 1.00 0.0% 2.00 0.0% 11.00 1.00 10.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 41.00 (6.00) (12.8%) 9.00 0.0% 16.00 0.0% 21.00 0.0% 2.00 0.0% 1.00 0.0% 4.00 (1.00) (20.0%) 6.00 0.0% 131.75 0.0% 53.30 (2.00) (3.6%) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Nurse Legal Consultant Nurse Practitioner Nurse Practitioner - Psychiatric Nurse Practitioner - Public Health Nursing Administrator Nursing Director 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 Planner - Senior 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 Dispatcher Probation Dispatcher Supervisor 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 FY 2014 ADOPTED 1.00 27.00 4.00 4.00 1.00 20.00 406.85 363.65 7.00 5.00 4.00 28.00 29.00 2.00 2.00 2.00 7.00 1.00 3.00 1.00 2.00 48.00 18.00 4.00 1.00 2.00 12.00 3.00 9.00 1.00 7.00 5.00 1.00 1.00 12.00 1.00 4.00 1.00 52.00 4.00 45.75 15.00 856.00 129.00 10.50 1.00 1.00 28.00 2.00 4.00 61.50 3.00 FY 2015 ADOPTED 1.00 27.00 4.00 6.00 1.00 19.00 373.35 340.50 6.00 12.00 4.00 18.00 28.00 2.00 2.00 2.00 7.00 1.00 3.00 1.00 2.00 46.50 20.00 2.00 1.00 1.50 1.00 1.00 12.00 3.00 11.00 1.00 6.00 5.00 1.00 1.00 12.00 5.00 1.00 52.00 4.00 44.75 15.00 864.00 133.00 9.00 1.00 1.00 28.00 2.00 4.00 62.50 1.00 160 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 8.00 8.00 3.00 3.00 4.00 4.00 2.00 2.00 1.00 1.00 8.00 8.00 11.00 11.00 205.35 204.10 335.50 333.25 3.00 3.00 6.00 6.00 4.00 4.00 21.00 21.00 34.00 34.00 2.00 2.00 2.00 2.00 2.00 2.00 7.00 7.00 1.00 1.00 3.00 3.00 1.00 1.00 2.00 2.00 46.50 46.50 20.00 20.00 2.00 2.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 10.00 10.00 13.00 13.00 1.00 1.00 5.50 5.50 3.00 3.00 8.00 7.00 3.00 3.00 1.00 4.00 4.00 5.00 5.00 1.00 1.00 1.00 1.00 12.00 12.00 5.00 5.00 1.00 1.00 49.00 49.00 3.00 3.00 44.00 43.75 21.00 21.00 3.00 3.00 16.00 16.00 863.00 863.00 134.00 134.00 11.00 11.00 2.00 2.00 1.00 1.00 26.00 26.00 2.00 2.00 4.00 4.00 66.50 66.00 1.00 1.00 FY 2016 ADOPTED 8.00 3.00 5.00 2.00 1.00 8.00 11.00 203.10 365.25 3.00 8.00 4.00 21.00 31.00 2.00 2.00 2.00 7.00 1.00 3.00 1.00 2.00 46.50 20.00 2.00 1.00 2.00 1.00 1.00 10.00 13.00 1.00 5.50 3.00 8.00 3.00 1.00 4.00 5.00 1.00 1.00 12.00 5.00 1.00 49.00 3.00 43.75 21.00 3.00 16.00 890.00 136.00 11.00 2.00 1.00 25.00 2.00 4.00 66.00 1.00 REVISED TO ADOPTED VARIANCE VAR % (1.00) (100.0%) 0.0% 0.0% 1.00 25.0% 0.0% 0.0% 0.0% 0.0% (2.25) (1.1%) 28.75 8.5% 0.0% 2.00 33.3% 0.0% 0.0% (3.00) (8.8%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 N/A 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% (.25) (0.6%) 0.0% 0.0% 0.0% 27.00 3.1% 2.00 1.5% 0.0% 0.0% 0.0% (1.00) (3.8%) 0.0% 0.0% (2.50) (3.6%) 0.0% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Programmer/Analyst Programmer/Analyst - Senior/Lead Project Administrator Project Manager Project Manager Property & Evidence Custodian Psychiatrist Psychologist Psychometrist Public Health OPR Manager Public Health Policy Consultnt Public Health Program Admin Public Works Chief Appraiser Quality Assurance Analyst Quality Assurance Anlyst-Sr/Ld Radiologic Technologist RDSA Ombudsman Real Estate Chief Officer Real Estate Manager - County Real Property Specialist Real Property Supervisor Recruiter Regression Modeler Regression Modeler Supervisor Reprographic Supervisor Reprographic Technician Research Director Risk Environmental Analyst Sr Risk Management Manager Risk Mgmt Supervisor Road Technician 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 Executive Chief of Admn 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 Program Supv Technical Support Mgr Telecomm Engineer FY 2014 ADOPTED 35.00 50.00 1.00 4.00 5.00 12.00 16.00 1.00 1.00 1.00 3.00 3.00 4.00 2.50 2.00 1.00 3.00 4.00 5.00 2.00 1.00 6.00 2.00 21.00 8.00 1.00 2.00 2.00 192.50 6.00 15.00 49.00 3.00 8.00 166.00 25.00 1.00 13.50 .50 95.00 122.00 4.00 3.00 22.00 27.00 6.00 6.00 FY 2015 ADOPTED 35.00 49.00 2.00 2.00 6.00 12.50 15.00 1.00 1.00 1.00 3.00 6.00 4.00 3.50 2.00 1.00 2.00 4.00 5.00 2.00 1.00 6.00 2.00 40.00 7.00 1.00 2.00 2.00 189.50 6.00 17.00 51.00 3.00 8.00 1.00 173.00 26.00 1.00 11.50 .50 98.00 124.00 6.00 2.00 20.00 27.00 6.00 6.00 161 FY 2015 FY 2015 REVISED FORECAST 34.00 34.00 51.00 50.00 1.00 1.00 6.00 6.00 11.50 11.50 13.00 13.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 6.00 6.00 4.00 4.00 3.50 3.50 3.00 3.00 1.00 1.00 2.00 2.00 4.00 4.00 6.00 6.00 2.00 2.00 1.00 1.00 6.00 6.00 3.00 3.00 2.00 2.00 3.00 3.00 44.00 44.00 7.00 7.00 1.00 1.00 1.00 1.00 2.00 2.00 191.50 191.50 7.00 6.00 16.00 16.00 1.00 1.00 1.00 1.00 139.00 138.00 16.00 16.00 6.00 6.00 1.00 1.00 18.50 18.50 .50 .50 98.00 98.00 124.00 124.00 2.00 2.00 1.00 1.00 5.00 5.00 4.00 4.00 7.00 7.00 2.00 2.00 20.00 20.00 21.00 21.00 6.00 6.00 6.00 6.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 34.00 0.0% 50.00 (1.00) (2.0%) N/A N/A 1.00 0.0% 6.00 0.0% 11.50 0.0% 13.50 .50 3.8% 1.00 0.0% 1.00 0.0% 1.00 0.0% 4.00 0.0% 1.00 1.00 N/A 5.00 (1.00) (16.7%) 4.00 0.0% 3.50 0.0% 3.00 0.0% 1.00 1.00 N/A 1.00 0.0% 12.00 10.00 500.0% 3.00 3.00 N/A 4.00 0.0% 6.00 0.0% 2.00 0.0% 1.00 0.0% 6.00 0.0% 3.00 0.0% (2.00) (100.0%) (3.00) (100.0%) 2.00 2.00 N/A 44.00 0.0% 8.00 1.00 14.3% 1.00 0.0% 1.00 0.0% 2.00 0.0% 191.50 0.0% 6.00 (1.00) (14.3%) 16.00 0.0% N/A N/A N/A 1.00 0.0% 1.00 0.0% 184.00 45.00 32.4% 25.00 9.00 56.3% 6.00 0.0% 1.00 0.0% 18.50 0.0% .50 0.0% 98.00 (3.00) (3.1%) 125.00 1.00 0.8% 2.00 0.0% 1.00 0.0% 5.00 0.0% 4.00 0.0% 7.00 0.0% 2.00 0.0% 21.00 1.00 5.0% 21.00 0.0% 1.00 1.00 N/A 6.00 0.0% 6.00 0.0% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Telecomm Engineer - Sr/Ld Telecomm Prgrmr/Analyst Telecomm Prgrmr/Analyst-Sr/Ld Telecommunications Tech Telecommunications Tech-Sr/Ld Title Examiner Trades Generalist Trades Specialist Trades Supervisor Traffic Signal Supervisor Traffic Signal Technician Trainer Training Officer Training Supervisor Transportation Division Manager Treasurer Manager Treasurer Supervisor Treasurer’s Portfolio Manager Veterinarian Vital Records Manager Vital Records Managing Supv Vital Records Specialist Vital Records Supervisor Warehouse/Inventory Specialist Warehouse/Inventory Specialist Lead Warehouse/Inventory Supervisor Web Designer/Developer Web Designer/Developer - Senior/Lead Wellness Manager Workforce Development Coordinator Workforce Development Manager Workforce Development Spec Workforce Development Specialist Supervisor Workforce Development Supervisor Workforce Development Trainer Total FY 2014 ADOPTED 3.00 2.00 5.00 12.00 11.00 25.00 40.00 35.00 13.00 9.00 20.00 5.00 2.00 1.00 1.00 3.00 43.00 5.00 14.00 7.00 5.00 4.00 23.00 2.00 2.00 7.00 13,548.22 FY 2015 ADOPTED 3.00 1.00 6.00 14.00 11.00 28.00 38.00 20.00 13.00 9.00 23.00 7.00 2.00 1.00 4.00 2.00 1.00 4.00 47.00 6.00 10.00 6.00 5.00 4.00 31.00 2.00 5.00 7.00 13,913.69 162 FY 2015 FY 2015 REVISED FORECAST 3.00 3.00 1.00 1.00 10.00 8.00 13.00 13.00 9.00 9.00 5.00 6.00 41.00 41.00 14.00 14.00 13.00 13.00 1.00 1.00 9.00 9.00 23.00 22.00 9.00 9.00 2.00 2.00 2.00 1.00 5.00 4.00 2.00 2.00 1.00 1.00 4.00 4.00 1.00 1.00 3.00 2.00 28.00 29.00 3.00 3.00 44.00 44.00 3.00 3.00 4.00 4.00 9.00 11.00 6.00 6.00 1.00 1.00 10.00 8.00 3.00 3.00 38.00 37.00 7.00 7.00 9.00 9.00 14,110.01 14,066.94 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 3.00 0.0% 1.00 0.0% 6.00 (4.00) (40.0%) 13.00 0.0% 11.00 2.00 22.2% 25.00 20.00 400.0% 41.00 0.0% 16.00 2.00 14.3% 13.00 0.0% 1.00 0.0% 9.00 0.0% 24.00 1.00 4.3% 8.00 (1.00) (11.1%) 2.00 0.0% 1.00 (1.00) (50.0%) 5.00 0.0% 2.00 0.0% 1.00 0.0% 4.00 0.0% 1.00 0.0% 2.00 (1.00) (33.3%) (28.00) (100.0%) 2.00 (1.00) (33.3%) 44.00 0.0% 3.00 0.0% 4.00 0.0% 9.00 0.0% 6.00 0.0% 1.00 0.0% 12.00 2.00 20.0% 3.00 0.0% 42.00 4.00 10.5% N/A 7.00 0.0% 11.00 2.00 22.2% 14,171.65 39.64 0.3% Maricopa County Annual Business Strategies FY 2016 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 $153.3 million, the Arizona Health Care Cost Containment System (AHCCCS) of $19.2 million, contributions to the State Department of Health Services for behavioral health (required by the Arnold v. Sarn judgment), which total $55.2 million and $2.2 million to pay for Sexually Violent Persons (SVP) at the Arizona State Hospital. The growth in mandated state payments is driven by Arizona Long-Term Care System (ALTCS) and Arnold v. Sarn which increased respectively by $3.1 million and $2.4 million. Overall, these mandated contributions are budgeted to marginally increase in FY 2016. Mandated State Payments FY 2015 FY 2016 % Chg ALTCS Contribution Arnold v Sarn AHCCCS Contribution SVP Commitment Payments $ 150,200,100 52,849,014 19,523,400 3,360,000 153,303,200 55,248,636 19,203,200 2,200,000 2.07% 4.54% -1.64% -34.52% Total $ 225,932,514 $ 229,955,036 1.78% 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 are categorized as either Essential Services in Lieu of Mandates or 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. 163 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Mandates Summary The FY 2016 Adopted budget of $2,234,405,833 is an increase of $23,276,851 from the FY 2015 Adopted budget. There are very minor changes in the composition of mandated service categories and functional areas between FY 2015 and FY 2016. 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, nearly $1.6 billion (71.4%) of Maricopa County’s budget directly supports mandated payments and services. Of the remaining budget, $490.5 million (22.0%) is associated with administrative mandates. Only $148.2 million or 6.6% of the County’s budgeted expenditures are for non-mandated services, with 0.4% spent on essential services in lieu of mandates and 6.2% on discretionary services. Summary of FY 2016 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 $ 961,019,980 141,990,092 135,542,760 96,584,569 30,674,312 - 43.0% $ 6.3% 6.1% 229,955,036 4.3% 1.4% 0.0% - 0.0% $ 162,943,610 0.0% 13,199,069 10.3% 32,474,210 0.0% 281,452,459 0.0% 404,564 0.0% - 7.3% 0.6% 1.5% 12.6% 0.0% 0.0% Totals $ 1,365,811,713 61.1% $ 229,955,036 10.3% $ 490,473,912 22.0% Summary of FY 2016 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 $ 7,381,425 3,231,360 - 0.3% $ 0.0% 0.1% 0.0% 0.0% 0.0% 12,471,526 111,929,280 247,294 12,904,287 0.6% 0.0% 5.0% 0.0% 0.0% 0.6% Totals $ 10,612,785 0.4% $ 137,552,387 6.2% 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 on the following page illustrate the year-over-year distribution of the overall mandated and non-mandated expenditures by category. Discussion of the variances between the categories follows. 164 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Mandates 165 Maricopa County Annual Business Strategies FY 2016 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 approximately 51% of the County’s total budget. Less than 1% of the County’s budgeted expenditures are for non-mandated Public Safety activities.The table below illustrates the distribution of Public Safety expenditures for FY 2016. Public Safety FY 2015 FY 2016 949,192,902 $ 160,618,403 8,013,700 13,676,004 % Chg Mandated Mandated State Payments Administrative Mandates Essential Services in Lieu of Mandates Discretionary Services $ 961,019,980 162,943,610 7,381,425 12,471,526 1.25% 1.45% -7.89% -8.81% Total $ 1,131,501,009 $ 1,143,816,541 1.09% There were significant investments in the FY 2016 budget for public safety operating services for the Sheriff’s Office to comply with the Melendres court order and Public Defense and Probation to address increasing caseloads. Furthermore, the employer retirement contribution rate for the Public Safety Personnel Retirement System (PSPRS) increased from 39.66% to 48.83% while the Probation Officers Retirement Plan (PORP) increased from 16.12% to 19.95%. 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 enforcement, shelter, licensing and animal adoption services. The Waste Resources and Recycling Department is responsible for solid waste collection and tire recycling. 166 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Mandates The FY 2016 budget includes over $115 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 $229.9 million for mandated state payments, mandated expenditures for Health, Welfare and Sanitation activities total $135.5 million or 6.1% of the County’s overall expenditures. The increase in mandated services is attributable to growth in outpatient treatment and evaluation services in Correctional Health and vital records activities in Public Health. The distribution of mandated versus non-mandated services within the category of Health, Welfare and Sanitation in the FY 2016 budgets is shown in the table below. Health, Welfare & Sanitation FY 2015 FY 2016 % Chg Mandated Mandated State Payments Administrative Mandates Essential Services in Lieu of Mandates Discretionary Services $ 131,067,575 $ 225,932,514 29,634,055 3,991,646 103,729,445 135,542,760 229,955,036 32,474,210 3,231,360 111,929,280 3.41% 1.78% 9.58% -19.05% 7.91% Total $ 494,355,235 $ 513,132,646 3.80% 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 $155.2 million, or 6.9% of the County’s total expenditures. Due to the continued diversion of HURF revenue to other departments within the State of Arizona in recent years, this has reduced the amount of revenue available for transportation projects, resulting in a reduction of funding available for capital improvement expenditures. While, the FY 2016 Arizona State Budget continues a partial reversion of HURF funding, it is estimated that an additional $5 million of potential revenue will be diverted in FY 2016. The table below reflects the FY 2016 expenditures for Highways and Streets. Highways & Streets Mandated Mandated State Payments Administrative Mandates Essential Services in Lieu of Mandates Discretionary Services $ Total $ FY 2015 FY 2016 130,969,843 $ 14,199,309 - 141,990,092 13,199,069 - -7.04% 145,169,152 $ 155,189,161 6.90% 167 % Chg 8.41% Maricopa County Annual Business Strategies FY 2016 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 $378.3 million budgeted for General Government expenditures, 99.9% are mandated, either directly or administratively. The table below illustrates the mandated versus non-mandated expenditures in FY 2016. General Government Mandated Mandated State Payments Administrative Mandates Essential Services in Lieu of Mandates Discretionary Services $ Total $ FY 2015 FY 2016 101,050,334 $ 294,608,733 659,135 96,584,569 281,452,459 247,294 % Chg -62.48% 396,318,202 $ 378,284,322 -4.55% -4.42% -4.47% General Government mandated expenditures decreased by $7.6 million as a result of anticipated reductions in election services for FY 2016; this is considered an off-year election since the presidential election will occur in FY 2017. 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 2016 expenditures for Culture and Recreation. Culture & Recreation FY 2015 Mandated $ FY 2016 - $ % Chg - Mandated State Payments - - Administrative Mandates - - Essential Services in Lieu of Mandates - - Discretionary Services Total $ 12,483,382 12,904,287 3.37% 12,483,382 $ 12,904,287 3.37% 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 168 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Mandates 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 $31.1 million, about 1.4% of the County’s total expenditures. Education FY 2015 Mandated $ FY 2016 30,770,018 Mandated State Payments $ - Administrative Mandates 531,984 % Chg 30,674,312 404,564 Essential Services in Lieu of Mandates - - Discretionary Services - - Total $ 31,302,002 $ 169 -0.31% 31,078,876 -23.95% -0.71% Maricopa County Annual Business Strategies FY 2016 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 by 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 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 2016 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 2016 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 sustained economic recovery without a recession. Primary property tax valuations increased year-over-year in FY 2016 for the second 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 continued to increase in FY 2016, 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. • 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 170 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Financial Forecast 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 2016, the Board of Supervisors adopted a tax rate of 1.3609, increasing the tax levy by $28 million. This amount is $157 million less than the constitutional maximum and results in a $158 median-valued residential property tax bill. The forecast assumes the property tax rate for FY 2017 through FY 2020 will remain consistent at $1.3609 per $100 of Net Assessed Value. • The FY 2016 state shared sales tax growth rate is budgeted at 5.7% and is expected to peak in FY 2017 at 6.4%. For the remaining three years modeled, the growth rate is forecasted to normalize around 4.8% to 5.0% annual growth. Therefore, forecasts are estimated to increase annually over the next five years at an average rate of 5.4%. 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) has been an integral revenue source in the economic recovery. Automotive analysts ascribe the growth in new car sales (a major driver of VLT revenue) in FY 2013 to pent-up demand for new cars as the average age of the cars on the road reached record levels and lowering car loan interest rates. VLT revenue is also impacted by increased migration rates 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% into the near future. • Highway User Revenue Funds (HURF) continue to be subject to reductions by the State of Arizona, which diverted funds to support their Department of Public Safety (DPS) and Motor Vehicle Division (MVD). In FY 2014, highway user revenue increased significantly as a result of the state eliminating the revenue shift to MVD. In FY 2015, the State Legislature returned an additional $30 million of diverted HURF revenue back to the revenue distribution model. It is 171 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Financial Forecast estimated that $4 million of these reversion funds were distributed to Maricopa County in FY 2015. Growth expectations for FY 2016 to FY 2020 are expected to remain steady and increase by an average of 4.1% annually if there are no subsequent changes to the HURF distribution model. • County jail excise tax revenue is projected to follow similar growth trends as state shared sales tax revenue. • Collectively, in FY 2015, annual receipts for all these five major revenue sources returned to the peak collections of $1.269 billion received in FY 2007, denoting 7 years of decreased revenue. In FY 2016, revenue for these major sources is expected to reach $1.340 billion and surpass the FY 2007 peak by $70 million. The cumulative growth rate for these revenue sources is 5.3% in FY 2016; annual growth rates from FY 2017 to FY 2020 are forecasted to fluctuate from 5.0% to 5.9%. Structural Balance The five-year forecast model indicates that Maricopa County will be nearly structurally balanced in the General, Detention and Transportation Funds throughout the five-year time horizon. Although, the General Fund is forecasted to have operating structural deficits of $6.0 million and $93.1 thousand in FY 2017 and FY 2018, respectively, these imbalances are well within expected forecasting margin of error and could be addressed by additional revenue receipts or operational efficiencies. Within the General Fund expenditure forecast there are annual operating transfers to Detention Fund revenue, beginning with $19.0 million in FY 2016 and increasing to more than $42.2 million by FY 2020 to address the structural imbalance of the Detention Fund based on current assumptions. Maricopa County Operating Structural Balance 70 60 49.0 Millions ($) 50 57.4 55.7 53.9 52.4 40 30 20 10 5.9 4.6 0 0 0 0 0 0 2018 2019 2020 (0.1) (10) (6.0) 2016 2017 General Fund Detention Fund Transportation Fund A zero structural balance denotes all operating revenue is forecasted to cover all operating expenditures. With limited contingency levels, unanticipated expenditures or lower revenue collections in a fiscal year can quickly result in structural imbalance. 172 Maricopa County Annual Business Strategies FY 2016 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 1.7% in FY 2016 to 2.1% by FY 2020. 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 a slower economic recovery than in previous downturns. Despite lower than average population growth rates, the County’s population is projected to reach 4.4 million in FY 2020. Maricopa County Population 4.6 3.3% 3.5% 2.8% 4.4 3.0% Population (Millions) 2.0% 2.0% 4.0 1.6% 1.6% 1.7% 1.8% 2.1% 1.9% 1.3% 3.8 0.9% 3.6 2.0% 1.5% 0.8% 1.0% 0.2% 0.3% 3.4 2.5% 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 2020 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 2.2% in FY 2016 and slightly increase to 2.5% in FY 2020. The Medical CPI is expected to continue to outpace the standard CPI by more than 1.5 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 2020 CPI Medical CPI 173 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Financial Forecast Retail sales are estimated to increase in FY 2015 by 6.8% to $49 billion in sales. Retail sales are expected to continue increasing annually by an average of 4.9% in FY 2016 through FY 2020. 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 evidenced by the decrease in number of residential property foreclosures and the increase in median sales price of residential homes. However, as noted by local economists, 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. Accordingly, 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 22,166 in FY 2016, far less than the 54,718 permits in FY 2005. Permits are projected to reach 34,146 by FY 2020, which represents less than 63% of the total building permits at the peak in FY 2005. Maricopa County Building Permits 60,000 60.0% 50% 38% 20% 18% 15% 15% Building Permits 40,000 6% 5% 20.0% 10% 3% -4% 0.0% -11% 30,000 -25% -28% -34% -20.0% 20,000 -40.0% Annual % Change 40.0% 50,000 -56% 10,000 -60.0% -80.0% 0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 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 did not affect net assessed valuations 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 on the next page demonstrates both the slow growth expected in LPV and the wide gap between the growth rate of the FCV of properties and the LPV utilized for taxation. 174 Maricopa County Annual Business Strategies FY 2016 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 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Primary (LPV) Secondary (FCV) Primary Growth Rate Secondary Growth Rate Forecast Assumptions The five-year forecast is based on the following general assumptions: • The FY 2016 property tax rate is 1.3609. The forecast models a flat tax rate of 1.3609 through FY 2020. • Major revenue sources (sales tax, VLT, jail tax, HURF and property tax net assessed values) will increase based on the most likely scenario provided by the County’s contract economist in the July 2015 forecast. • The County incurs additional debt in FY 2016 through FY 2020 to finance capital projects and remain within the County’s expenditure limit. The County continues to utilize a modified “pay-asyou-go” financing model for specified capital projects 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 consumer price index (CPI), the gross domestic price (GDP) price deflator, population growth or other inflators as provided by the County’s economist. • Supplies, Services and Capital growth rates are forecasted at the growth rate of CPI plus population, which accounts for increases in costs as well as increased service demands. 175 Maricopa County Annual Business Strategies FY 2016 Adopted Budget • Financial Forecast When the Detention Fund does not receive sufficient operating revenue to cover operating expenditures and remain in structural balance, the General Fund will transfer the operating revenue necessary to regain structural balance. Revenues Property Taxes: Property taxes are levied on net assessed value (NAV), which includes locally assessed real property and improvements, secured and unsecured personal property, and centrally assessed real property and improvements. The aggregate assessed value in each of these categories changes from year to year due to market trends, depreciation, legislative changes and construction activity. Each component of change was forecasted separately for each category of property. Market and growth estimates are based on historical trends. The impacts of legislative changes are also factored in where they are known. FY 2010 net assessed values began to show the impact of the real estate downturn and the trend worsened through FY 2014. The forecast assumes the tax rate will remain flat for FY 2017 through FY 2020. 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 on the growth of CPI and population. Licenses and Permits: The sources of license and permit revenue are forecasted to increase based on the growth in population. 176 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Financial Forecast Other Intergovernmental Revenue: Other Intergovernmental revenue is forecasted to grow based on the CPI and population. 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. State shared sales taxes are forecasted to increase by an average of 5.3% in FY 2017 through FY 2020 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 FY 2016, representing nearly a decade of decreased revenue collections. State Shared Vehicle License Taxes: During FY 2008 through FY 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 2015 is projected to increase annual collections by 5.3%. Annual growth rates are expected to taper downward to 4.1% in FY 2016 and 3.8% in FY 2020, as older cars are replaced with newer vehicles during a time of moderate population growth. Jail Per Diem & Other Charges: This revenue is primarily from municipal jurisdictions that arrest an individual and pay the County for the costs associated with housing the individual while they await trial and sentencing. The factors which influence this revenue source are then number of arrests by municipalities and amount of time an individual waits until trial. It is very difficult to forecast these variables far into the future, therefore the growth rate associated with Detention Fund operating expenditures is used as a proxy measure, under the assumption that there will be full cost recovery for detention services provided. 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 to be flat through FY 2020. 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 growth. 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 $153.4 million from the General Fund from FY 2016 through FY 2020 to cover the shortfall in revenue collections in the Detention Fund and retain structural balance. Expenditures Wages & Salaries: The forecast assumes that salary expenditures will increase annually by 2.5% for performance pay. 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. 177 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Financial Forecast Other Personal Services: Other personal services are forecasted to increase by the CPI and population growth rate. Respectively, total personal services represent 45%, 78% and 48% of the General, Detention and Transportation Funds’ operating expenditures. Supplies & Services: Growth rates are forecasted based on CPI and population. Capital Outlay: Growth rates are forecasted based on CPI and population. 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 contributions are forecasted based on estimates of ALTCS growth rates. The AHCCCS Acute Care State Match contributions reduction is based upon the statutory formula of one-half the GDP Price Deflator, decreasing annually. SVP payments and Arnold v. Sarn are estimated to grow by 5% annually. General Mental Health and LARC, subcomponents of Arnold v. Sarn, are estimated to be flat from the FY 2016 estimate. 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, the Technology Capital Improvement Fund 460, the Detention Capital Projects Fund 455 and the Detention Technology Capital Improvement Fund 461. Contingency: The operating contingency set aside for FY 2016 is $8.4 million. This forecast assumes a flat amount to be budgeted annually through FY 2020. Transfers Out: The General Fund is forecasted to transfer out $153.4 million to the Detention Fund in order to cover the shortfall in annual revenue collections from FY 2016 through FY 2020. This contributes to a structural imbalance for the General Fund in FY 2017 and FY 2018 and a negative fund balance of $8.7 million in FY 2020. 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. 178 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Financial Forecast Transportation Capital Fund Projects reflect these priorities. The majority of the five-year capital projects are forecasted to be from the Arterial Street Life Cycle Program (ALCP) of the Maricopa Association of Governments (MAG) Regional Transportation Plan (RTP). 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 provided by the County’s contracted economist (Optimistic, Most Likely and Pessimistic) incrementally diverge and by FY 2020, estimates of sales tax revenue differ by $57.7 million, from $572.8 to $630.6 million. 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. 179 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Financial Forecast Financial Forecast Schedules 1 FY 2016 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 Fines & Forfeits Interest Earnings Miscellaneous Revenue Total Recurring Sources Net Growth Rate 2 FY 2017 $ 82,902,015 $ $ 3 FY 2018 - 4 FY 2019 5 FY 2020 $ (6,029,714) $ (6,122,847) $ (9,871,464) 476,626,393 $ 2,311,877 2,728,302 13,686,679 492,019,045 138,282,676 17,844,891 24,566,626 9,802,082 2,800,000 2,782,364 500,357,928 $ 2,353,000 2,840,162 14,280,085 523,701,725 147,517,318 18,255,323 25,008,699 9,978,519 2,800,000 2,832,447 532,123,354 $ 2,400,000 2,962,289 15,052,423 549,886,811 153,418,011 18,675,196 25,508,734 10,178,090 2,800,000 2,889,095 562,332,929 $ 2,446,000 3,092,630 15,798,407 576,281,378 159,247,895 19,142,076 25,993,267 10,371,474 2,800,000 2,943,988 $ 1,183,450,935 $ 5.4% 1,249,925,207 $ 5.6% 1,315,894,003 $ 5.3% 1,380,450,044 $ 4.9% $ $ - $ - $ - $ - $ - 594,524,275 2,497,000 3,234,891 16,589,447 603,942,884 165,299,315 19,620,628 26,538,979 10,589,275 2,800,000 3,005,812 1,448,642,505 4.9% Non-Recurring: Other Revenue Transfers In Total Non-Recurring Sources $ 2,741,768 $ 5,809,670 8,551,438 $ Total Sources $ 1,192,002,373 $ 1,249,925,207 $ 1,315,894,003 $ 1,380,450,044 $ 1,448,642,505 $ 535,618,408 $ 15,035,238 170,527,015 5,164,400 229,955,036 179,373,932 18,957,014 20,386,119 8,433,773 567,819,454 $ 15,651,683 177,518,623 5,376,140 252,460,669 183,320,159 24,988,302 20,386,119 8,433,773 596,986,475 $ 16,324,705 185,151,923 5,607,314 263,581,782 187,719,842 31,795,202 20,386,119 8,433,773 627,094,017 $ 17,042,992 193,912,483 5,854,036 275,272,348 192,412,838 35,425,482 20,386,119 8,433,773 660,058,926 17,826,970 202,828,744 6,123,322 287,584,276 197,223,159 42,275,119 20,386,119 8,433,773 $ 1,183,450,935 $ 5.4% 1,255,954,921 $ 6.1% 1,315,987,137 $ 4.8% 1,375,834,088 $ 4.5% $ $ 619,268 $ 3,253,650 60,643,833 4,405,268 22,531,434 91,453,453 $ - $ - $ - $ - $ - $ 8,364,572 8,364,572 $ 4,704,490 4,704,490 Total Uses $ 1,274,904,388 $ 1,255,954,921 $ 1,315,987,137 $ 1,384,198,660 $ 1,447,444,897 Structural Balance $ - $ (6,029,714) $ (93,133) $ 4,615,955 $ 5,902,098 Ending Fund Balance $ - $ (6,029,714) $ (6,122,847) $ (9,871,464) $ (8,673,856) Uses of Funds Recurring: Personal Services Supplies Services Capital Mandated State Contributions Detention Fund Maintenance of Effort Transfer to Detention Fund Other Financing Uses Contigency Total Recurring Uses Net Growth Rate Non-Recurring: Personal Services Supplies Services Capital Other Financing Uses Total Non-Recurring Uses - 180 $ 1,442,740,407 4.9% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Financial Forecast Financial Forecast Schedules (continued) GENERAL FUND CAPITAL FUND (445) 1 2 3 4 5 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Beginning Fund Balance $ 304,955,506 $ 315,767,967 $ 296,498,308 $ 276,200,929 $ 270,031,219 Sources of Funds Transfers In Total Sources $ 24,903,524 $ 24,903,524 $ $ 8,205,119 8,205,119 $ $ 8,205,119 8,205,119 $ $ 8,205,119 8,205,119 $ $ 8,205,119 8,205,119 $ 135,910 11,850 300,000 8,400,482 5,242,821 $ 14,091,063 $ 8,849,998 18,624,780 $ 27,474,778 $ 8,205,119 20,297,379 28,502,498 $ 8,205,119 6,169,710 14,374,829 $ 28,997,136 72,123,809 101,120,945 Structural Balance $ 10,812,461 $ (19,269,659) $ (20,297,379) $ Ending Fund Balance $ 315,767,967 $ 296,498,308 $ 276,200,929 $ 270,031,219 1 2 3 4 5 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Beginning Fund Balance $ 207,358,808 $ 197,352,446 $ 116,801,637 $ 27,018,951 $ 27,018,951 Sources of Funds Transfers In Total Sources $ 11,640,000 $ 11,640,000 $ 11,640,000 $ 11,640,000 $ $ 11,640,000 11,640,000 $ $ 11,640,000 11,640,000 $ $ 11,640,000 11,640,000 $ $ $ 11,640,000 89,782,686 $ 101,422,686 $ $ $ 11,640,000 11,640,000 $ 38,658,951 38,658,951 Structural Balance $ (10,006,362) $ (80,550,809) $ (89,782,686) $ - $ (27,018,951) Ending Fund Balance $ 197,352,446 27,018,951 $ Uses of Funds Personal Services Supplies Services Capital Transfers Out Total Uses GENERAL FUND IT CAPITAL FUND (460) Uses of Funds Services Capital Transfers Out Total Uses 755,434 12,816,366 8,074,562 $ 21,646,362 11,640,000 80,550,809 $ 92,190,809 $ 116,801,637 181 $ $ 27,018,951 $ $ $ (6,169,710) $ $ (92,915,826) 177,115,393 - Maricopa County Annual Business Strategies FY 2016 Adopted Budget Financial Forecast Financial Forecast Schedules (continued) DETENTION FUND (255) Beginning Fund Balance 1 2 3 4 5 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 $ 44,353,482 $ 5,594,940 $ 5,594,940 $ 5,594,940 $ 4,742,557 Recurring: Jail Excise Tax Jail Per Diem & Other Charges Interest Income Miscellaneous General Fund Maintenance of Effort Transfer from General Fund Total Recurring Sources Net Growth Rate $ 146,085,926 30,456,852 1,100,000 60,000 179,373,932 18,957,014 $ 376,033,724 7.4% $ 154,607,774 32,086,855 1,100,000 60,000 183,320,159 24,988,302 $ 396,163,089 5.4% $ 162,647,378 33,782,662 1,100,000 60,000 187,719,842 31,795,202 $ 417,105,085 5.3% $ 170,617,099 35,218,260 1,100,000 60,000 192,412,838 35,425,482 $ 434,833,679 4.3% $ 178,977,337 36,982,266 1,100,000 60,000 197,223,159 42,275,119 $ 456,617,882 5.0% Non-Recurring: Transfers In Total Non-Recurring Sources $ $ $ $ $ $ $ $ $ $ Total Sources $ 376,186,755 $ 396,163,089 $ 417,105,085 $ 434,833,679 $ 456,617,882 Uses of Funds Recurring Uses: Personal Services Supplies Services Capital Outlay Other Financing Uses Total Recurring Uses Net Growth Rate $ 294,246,734 23,570,425 56,524,065 1,105,000 587,500 $ 376,033,724 4.3% $ 309,772,664 24,536,812 60,115,808 1,150,305 587,500 $ 396,163,089 5.4% $ 325,151,982 25,591,895 64,573,939 1,199,768 587,500 $ 417,105,085 5.3% $ 341,110,899 26,717,939 65,164,784 1,252,558 587,500 $ 434,833,680 4.3% $ 358,572,915 27,946,964 68,200,327 1,310,176 587,500 $ 456,617,882 5.0% $ 8,119,478 28,268,402 1,642,000 881,693 $ 38,911,573 $ $ $ $ Total Uses $ 414,945,297 $ 396,163,089 $ 417,105,085 $ 435,686,063 $ 456,855,670 Structural Balance $ - $ - $ - $ - $ - Ending Fund Balance $ 5,594,940 $ 5,594,940 $ 5,594,940 $ 4,742,557 $ 4,504,769 Sources of Funds Non-Recurring Uses: Supplies Services Capital Other Financing Uses Total Non-Recurring Uses 153,031 153,031 - - $ 182 $ - - $ - 852,383 852,383 $ - 237,788 237,788 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Financial Forecast Financial Forecast Schedules (continued) DETENTION CAPITAL PROJECTS (455) 1 2 3 4 5 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Beginning Fund Balance $ 192,899,782 $ 181,943,434 $ 156,943,434 $ 53,943,434 $ 6,943,434 Sources of Funds Transfers In Total Sources $ $ $ $ $ $ - $ $ - $ $ - Uses of Funds Capital Other Financing Uses Total Uses $ 12,497,806 153,031 $ 12,650,837 $ 25,000,000 $ 25,000,000 $ 103,000,000 $ 103,000,000 $ $ $ 47,000,000 47,000,000 $ 1,762,500 1,762,500 Ending Fund Balance $ 181,943,434 $ 156,943,434 $ 53,943,434 $ 6,943,434 $ 5,180,934 1 2 3 4 5 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Beginning Fund Balance $ 34,383,870 $ 28,439,535 $ 13,417,836 $ - $ - Total Sources $ - $ - $ - $ - $ - $ 243,261 4,594,085 1,106,989 5,944,335 $ 15,021,699 $ 15,021,699 $ 13,417,836 $ 13,417,836 $ $ $ - $ - $ 13,417,836 $ $ - $ - DETENTION TECHNOLOGY IMPROVEMENTS (461) Uses of Funds Personal Services Capital Other Financing Uses Total Uses Ending Fund Balance $ 1,694,489 1,694,489 $ 28,439,535 - 183 - Maricopa County Annual Business Strategies FY 2016 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 2016 FY 2017 FY 2018 FY 2019 FY 2020 $ 31,339,704 $ 9,261,680 $ 20,000,000 $ 20,000,000 $ $ 935,311 98,175,564 8,808,030 11,800 500,000 171,421 200,000 108,802,126 2.5% $ 952,147 104,088,967 9,177,967 12,071 500,000 171,421 200,000 115,102,574 5.8% $ 971,190 108,215,195 9,545,086 12,349 500,000 171,421 200,000 119,615,240 3.9% $ 989,642 112,723,641 9,907,799 12,658 500,000 171,421 200,000 124,505,161 4.1% $ $ $ $ $ $ Total Non-Recurring Sources $ - $ - $ - $ - Total Sources $ 108,802,126 $ 115,102,574 $ 119,615,240 $ 124,505,161 $ 28,460,430 5,632,646 22,512,322 3,217,520 59,822,918 0.5% $ 30,103,355 5,863,584 23,435,327 3,349,438 62,751,705 4.9% $ 31,649,665 6,115,719 24,443,046 3,493,464 65,701,894 4.7% $ 33,245,838 6,384,810 25,518,540 3,647,177 68,796,365 4.7% $ $ 175,804 478,245 70,403,183 71,057,232 Total Uses $ Structural Balance Ending Fund Balance Uses of Funds Recurring Uses: Personal Services Supplies Services Capital Outlay Total Recurring Uses Net Growth Rate Non-Recurring Uses: Supplies Capital Outlay Transfer to Capital Projects Total Non-Recurring Uses $ $ $ 478,245 41,134,304 41,612,549 130,880,150 $ $ 48,979,208 $ 9,261,680 TRANSPORTATION CAPITAL FUND (234) Beginning Fund Balance $ $ $ $ $ 20,000,000 1,010,425 117,412,425 10,284,296 12,974 500,000 171,421 200,000 $ 129,591,541 4.1% - $ 129,591,541 $ $ $ 34,993,496 6,678,512 26,692,393 3,814,947 72,179,348 4.9% $ 478,245 53,435,101 53,913,346 $ 478,245 55,230,551 55,708,796 104,364,254 $ 119,615,240 $ 124,505,161 $ 52,350,869 $ 53,913,346 $ 55,708,796 $ 57,412,193 $ 20,000,000 $ 20,000,000 $ 20,000,000 $ 20,000,000 $ 478,245 56,933,948 57,412,193 $ 129,591,541 1 2 3 4 5 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 $ 23,598,218 $ 28,995,449 $ 19,417,624 $ 2,627,328 $ 12,633,896 $ $ $ $ 8,835,000 7,529,247 55,230,551 71,594,798 $ $ 6,347,586 8,666,247 53,435,101 68,448,934 $ $ 27,720,873 4,976,914 41,134,304 38,182,614 112,014,705 $ 13,204,747 6,666,247 56,933,948 76,804,942 Sources of Funds Other Intergovernmental Grants Intergovernmental Charges for Service Miscellaneous Transfer from Trans. Operations Carry Forward Fund Balance Total Sources $ 18,713,118 10,651,500 70,403,183 99,767,801 Total Uses $ 94,370,570 $ 121,592,530 $ 85,239,230 $ 61,588,230 $ 78,514,230 Ending Fund Balance $ 28,995,449 $ 19,417,624 $ 2,627,328 $ 12,633,896 $ 10,924,608 184 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Analysis by Cole St. Arnold, 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 2020, Maricopa County Adult Probation Department (MCAPD) will enhance public safety by achieving the following benchmarks: • Maintain the rate of successful completions from probation at 70% or higher; • Reduce the number of probationers convicted of a new felony offense to 8% or lower; • Reduce the number of probationers committed to the Department of Corrections to 25% or lower; • Increase the rate of successful completions from Pretrial Supervision to 75% or higher. Status: The rate of successful completions from probation is currently 74%, while the revocation from probation to the Department of Corrections is 26%. Furthermore, if the Department continues at its current rate, the rate of new felony convictions will be less than 8.0% at the end of FY 2015. Pretrial Supervision is currently operating at a 77% successful completion rate. Department Specific By the end of FY 2020, 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 to 75% or higher; • Maintain the average department years of service for badged staff retention rate of 10 years or more. Status: During FY 2014, the Department participated in its first Employee Satisfaction Survey utilizing CourTools with an overall satisfaction rate of 87.4%. It is noteworthy that the satisfaction of employees was the highest around issues of “using their own judgment, when appropriate, in getting the job done” (98%), 185 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Adult Probation 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 Adult Probation “badged staff” is 11.09 years, exceeding the goal of 9 years or more. 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, and will continue to attract a qualified candidate pool for hiring. Safe Communities By the end of FY 2020, 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 to 65% or higher; • Increase community restitution work hours completed to 52% or higher; • Increase the use of the Offender Screening Tool for probation-eligible offenders to 90% or higher. Status: As of February 2015, presentence is meeting its goal at 98%. The projections suggest that presentence will meet its goal in FY 2015 and FY 2016. Based on current data the growth in the number of presentence reports has slowed down. It is anticipated that the goal for on-time reports will be maintained. The percentage of probationers paying restitution in FY 2014 decreased from the previous year to 48.5%, falling short of the goal of 65%. It is anticipated that this result will improve in FY 2015. However, high rates of unemployment amongst probationers, the challenges of obtaining employment for individuals with a felony conviction, and the overall labor environment in Maricopa County can have an impact on the ability of probationers to pay restitution. The collection of restitution may be impacted in the future if the Department is unable to maintain current caseload ratios. The percentage of probationers performing community work service hours increased in FY 2014 to 48.2% and is projected to maintain this rate in FY 2015 and FY 2016 which is below the department goal of 65%. The program has been limited in its ability to coordinate enough community service projects to meet the number of needs of those ordered to perform community hours by the court with current staffing levels. Adult Probation strives to improve in the collection of victim restitution payments, as well as ensuring that community restitution work hours are completed by probationers. 186 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Safe Communities Department Strategic Plans and Budgets Adult Probation By the end of FY 2020, MCAPD will improve services to neighborhoods, courts, offenders, and victims as evidenced by achieving the following benchmarks: • Maintain victim satisfaction at 70% or higher; • Maintain offender satisfaction at 86% or higher; • Maintain criminal court bench satisfaction at 85% or higher; • Maintain criminal justice partner satisfaction at 85% or higher. Status: During FY 2014, Adult Probation achieved a 63.9% satisfaction rate through its victim survey and an 89.8% satisfaction rate from its treatment providers and community partners. The victim satisfaction rate fell below the goal of 70%. With the victim empathy training completed and revised victim communication letters in place, the Department anticipates that the victim satisfaction rate will increase in FY 2015 and FY 2016. During FY 2015, surveys will be conducted of criminal justice partners and offenders. The Department is anticipating being able to maintain this high rate of success in FY 2015. However, due to the workload growth Adult Probation is experiencing, if there is not sufficient growth, it may be difficult to continue to maintain these high rates of customer satisfaction. Department Specific In support of previously goals, by the end of FY 2020, 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 benchmark: • Maintain staff satisfaction with MCAPD equipment, facilities, and support services from an overall satisfaction survey score at 85%. Status: In FY 2015, Facilities Management has selected a number of projects for major maintenance. Some of the projects scheduled for this fiscal year include: resurfacing the parking lot of the Black Canyon office, an external payment window at our Southport office which will alleviate some congestion in the lobby, remodeling the former dentist office at the Sunnyslope field office which will provide separate interview space to meet with the public and defendants outside of our secure space, a remodeling of the Downtown Justice Center lobby and Pretrial space to address overcrowding in the lobby and Pretrial space, as well as required safety improvements in various facilities throughout the Department. The Adult Probation Department completed its process of upgrading the Windows operating system department-wide. Over the past several years the department has been proactively replacing older laptops and desktops. In FY 2016, the Department is moving towards iPhones. 187 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES EDUC - ADULT EDUCATION TTAC - TRANSITION AND TREATMENT 11BC - BEHAVIORAL CHANGE $ 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 $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ $ FY 2015 ADOPTED 362,657 2,456,565 2,819,222 $ 194,631 783,868 436,991 47,518 8,033,929 58,114 9,555,051 $ $ $ $ FY 2015 REVISED 388,687 2,332,992 2,721,679 $ 99,657 596,967 446,135 36,466 55,964 8,009,776 52,000 9,296,965 $ $ $ $ FY 2015 FORECAST 931,874 2,332,992 3,264,866 $ 99,657 596,967 446,135 36,466 55,964 8,009,776 52,000 9,296,965 $ $ $ $ FY 2016 ADOPTED 558,218 2,125,454 2,683,672 $ 111,480 757,453 444,124 137,751 47,559 8,056,551 50,050 9,604,968 $ $ $ $ REVISED VS ADOPTED VAR % 1,131,214 1,931,369 3,062,583 $ 129,699 960,000 447,500 33,240 8,034,297 40,000 9,644,736 $ $ $ $ 199,340 (401,623) (202,283) 21.4% -17.2% -6.2% 30,042 363,033 1,365 (36,466) (22,724) 24,521 (12,000) 347,771 30.1% 60.8% 0.3% -100.0% -40.6% 0.3% -23.1% 3.7% $ 17,079 2,741,507 2,758,586 $ 13,263 3,188,637 3,201,900 $ 13,263 3,188,637 3,201,900 $ 6,298 3,571,360 3,577,658 $ 2,807,600 2,807,600 $ (13,263) (381,037) (394,300) -100.0% -11.9% -12.3% TOTAL PROGRAMS $ 15,132,859 $ 15,220,544 $ 15,763,731 $ 15,866,298 $ 15,514,919 $ (248,812) -1.6% 847,246 9,195,896 2,262,792 5,973,739 4,820,423 23,100,096 $ 1,017,958 9,218,824 2,459,660 6,908,713 4,949,977 24,555,132 $ 1,427,733 9,196,079 2,552,459 7,158,576 5,155,598 25,490,445 $ 1,644,721 9,262,805 2,566,715 6,973,136 4,851,868 25,299,245 $ 1,577,205 9,502,334 2,688,768 7,489,796 4,917,046 26,175,149 $ (149,472) (306,255) (136,309) (331,220) 238,552 (684,704) -10.5% -3.3% -5.3% -4.6% 4.6% -2.7% 3,033,265 1,702,666 2,702,404 1,216,771 7,107,518 4,508,784 1,698,426 6,314,831 30,141,835 715,587 2,492,766 61,634,853 $ 3,164,779 2,065,444 2,845,112 1,325,971 7,960,199 4,703,616 1,604,736 7,043,555 32,072,193 792,650 2,541,180 66,119,435 $ $ (77,500) (248,793) (60,489) (135,405) (569,060) (131,200) 102,804 (331,548) (1,708,463) (83,998) (119,242) (3,362,894) -2.5% -13.7% -2.2% -11.4% -7.7% -2.9% 6.0% -4.9% -5.6% -11.9% -4.9% -5.4% 596,126 337,623 345,961 168,180 768,741 1,556,150 3,772,781 $ 610,812 $ 387,064 277,644 (107,173) 168,180 1,015,466 993,084 3,345,077 $ (15,060) (44,357) 21,974 120,564 (343,904) (35,516) (296,299) -2.5% -12.9% 7.3% 900.3% 0.0% -51.2% -3.7% -9.7% 946,777 201,589 495,486 1,643,852 $ 3,369 (16,126) (10,196) (128,767) (151,720) 100.0% -1.7% N/A -5.3% -35.1% -10.2% $ $ (12,737) (24,148) (3,803) (40,688) -3.5% N/A -1.9% -3.7% -2.3% $ (4,536,305) -4.8% USES EDUC - ADULT EDUCATION PRES - PRESENTENCE PTRI - PRETRIAL INIT AP RELEASE INFO PTSV - PRETRIAL SUPERVISION TTAC - TRANSITION AND TREATMENT 11BC - BEHAVIORAL CHANGE CMRS - COMMUNITY RESTORATION DVIO - DOMESTIC VIOLENCE ICMA - IN CUSTODY MANAGEMENT INDS - INDIRECT SERVICES INPB - INTENSIVE PROBATION RPRT - COMPLIANCE MONITORING SMIL - SERIOUS MENTALLY ILL SOFF - SEX OFFENDER STDP - STANDARD PROBATION TYTH - TRANSFERRED YOUTH WARR - FUGITIVE APPREHENSION 11CJ - COMMUNITY JUSTICE $ $ $ $ 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 $ GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ BUAS - BUSINESS APPLICATION DEV SUPP GISA - GIS APPLICATION DEV AND SUPP TSPT - TECHNOLOGY SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS 99IT - INFORMATION TECHNOLOGY $ 3,126,729 1,531,488 2,782,048 1,120,095 6,423,778 4,728,701 1,652,097 5,730,788 28,721,640 714,805 2,394,411 58,926,580 $ $ $ 595,946 367,187 1,371,592 168,180 638,040 3,140,945 $ 357,114 357,114 $ $ $ 409,562 46,180 1,166,646 76,561 1,698,949 TOTAL PROGRAMS $ 87,223,684 $ $ 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 $ $ $ 595,752 336,182 270,373 103,584 168,180 663,072 478,691 2,615,834 $ 930,651 186,929 366,719 1,484,299 $ $ $ 358,784 1,267,479 100,574 1,726,837 $ 91,522,749 $ $ 188 $ $ 3,087,279 1,816,651 2,784,623 1,190,566 7,391,139 4,572,416 1,707,540 6,712,007 30,363,730 708,652 2,421,938 62,756,541 $ 595,752 342,707 299,618 13,391 168,180 671,562 957,568 3,048,778 $ $ $ 3,369 930,651 191,393 366,719 1,492,132 $ $ $ 361,943 1,270,386 101,542 1,733,871 $ 94,521,767 $ $ $ $ 736,866 198,557 366,717 1,302,140 $ $ $ 357,632 1,261,441 100,091 1,719,164 $ 374,680 1,294,534 105,345 1,774,559 $ 93,728,183 $ 99,058,072 $ $ $ $ Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category FY 2014 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 2,433,326 2,433,326 $ $ 2,726,995 2,726,995 $ $ 3,270,182 3,270,182 $ $ 3,269,725 3,269,725 $ $ 3,071,370 $ 3,071,370 $ (198,812) (198,812) -6.1% -6.1% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 9,340,707 9,340,707 $ $ 9,196,900 9,196,900 $ $ 9,196,900 9,196,900 $ $ 9,410,958 9,410,958 $ $ 9,528,089 $ 9,528,089 $ 331,189 331,189 3.6% 3.6% 3,359,810 3,359,810 $ $ 3,293,269 3,293,269 $ $ 3,293,269 3,293,269 $ $ 3,180,800 3,180,800 $ $ 2,911,860 $ 2,911,860 $ (381,409) (381,409) 3,380 $ 3,380 $ 3,380 3,380 $ $ 4,815 4,815 $ $ 3,600 3,600 FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ SUBTOTAL $ (984) $ (984) $ ALL REVENUES $ 15,132,859 $ 15,220,544 $ 15,763,731 $ 15,866,298 $ TOTAL SOURCES $ 15,132,859 FY 2014 ACTUAL $ 15,220,544 $ FY 2015 ADOPTED 15,763,731 FY 2015 REVISED $ 15,866,298 FY 2015 FORECAST $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ $ $ 15,514,919 $ 220 220 (248,812) -11.6% -11.6% 6.5% 6.5% -1.6% 15,514,919 $ (248,812) -1.6% REVISED VS ADOPTED FY 2016 ADOPTED VAR % 54,361,065 $ 242,661 496,800 21,609,910 214,470 (12,193,751) 13,790,823 78,521,978 $ 56,651,477 $ 482,002 403,224 23,022,322 117,480 (12,220,376) 13,868,383 82,324,512 $ 58,061,864 $ 517,946 528,224 23,380,354 117,480 (12,220,376) 13,936,642 84,322,134 $ 57,468,648 $ 334,313 475,139 22,948,646 106,381 (12,104,171) 14,692,140 83,921,096 $ 59,142,240 $ 517,922 649,085 27,148,138 262,827 (16,233,359) 17,860,957 89,347,810 $ (1,080,376) 24 (120,861) (3,767,784) (145,347) 4,012,983 (3,924,315) (5,025,676) -1.9% 0.0% -22.9% -16.1% -123.7% 32.8% -28.2% -6.0% 754,948 $ 995 227,244 480,409 1,463,596 $ 687,189 $ 50,000 241,332 305,610 1,284,131 $ 700,180 $ 241,332 605,610 1,547,122 $ 780,098 $ 2,680 240,020 579,737 1,602,535 $ 1,098,468 $ 4,800 276,362 336,756 1,716,386 $ (398,288) (4,800) (35,030) 268,854 (169,264) -56.9% N/A -14.5% 44.4% -10.9% 1,032 $ 370,383 2,487,548 966,367 97,087 1,188,648 1,651,565 308,703 32,578 49,778 270,063 235 (625,312) 50 6,798,725 $ - $ 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 $ - $ 346,020 3,710,825 1,055,099 31,200 1,204,436 1,590,711 324,252 58,560 67,637 309,081 (625,310) 8,072,511 $ - $ 359,583 2,487,559 1,042,837 155,308 1,208,605 1,744,290 328,219 52,986 66,193 298,398 37 (621,241) 7,122,774 $ - $ 380,552 3,059,501 1,050,051 126,021 1,234,000 1,728,710 338,129 55,240 58,556 383,000 (619,884) 7,793,876 $ (34,532) 651,324 5,048 (94,821) (29,564) (137,999) (13,877) 3,320 9,081 (73,919) (5,426) 278,635 N/A -10.0% 17.6% 0.5% -303.9% -2.5% -8.7% -4.3% 5.7% 13.4% -23.9% N/A -0.9% N/A 3.5% $ - $ 93,762 345,623 439,385 $ - $ 80,000 500,000 580,000 $ - $ 80,000 500,000 580,000 $ 165,000 $ 916,778 1,081,778 $ - $ 80,000 120,000 200,000 $ ALL EXPENDITURES $ 87,223,684 $ 91,522,749 $ 94,521,767 $ 93,728,183 $ 99,058,072 $ (4,536,305) -4.8% TOTAL USES $ 87,223,684 $ 91,522,749 $ 94,521,767 $ 93,728,183 $ 99,058,072 $ (4,536,305) -4.8% 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 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ $ $ 189 380,000 380,000 N/A 0.0% 76.0% 65.5% Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Fund and Function FY 2015 ADOPTED FY 2014 ACTUAL FUND / FUNCTION CLASS 211 ADULT PROBATION GRANTS OPERATING $ FUND TOTAL SOURCES $ 201 ADULT PROBATION FEES $ 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 3,420,182 $ 3,420,182 $ 3,420,182 $ 3,420,182 $ 3,171,370 $ 3,171,370 $ 12,567,099 $ 32,209 12,599,308 $ 12,343,549 $ 12,343,549 $ 12,343,549 $ 12,343,549 $ 12,446,116 $ 12,446,116 $ 12,343,549 $ 12,343,549 $ 15,100,650 $ 32,209 $ 15,132,859 $ FY 2014 ACTUAL 15,220,544 $ - $ 15,220,544 $ FY 2015 ADOPTED 15,763,731 $ - $ 15,763,731 $ FY 2015 REVISED 15,866,298 $ - $ 15,866,298 $ FY 2015 FORECAST $ $ $ 49,984,303 20,980 50,005,283 $ $ 49,984,303 25,000 50,009,303 FUND TOTAL USES $ $ 48,350,459 25,000 48,375,459 $ FUND TOTAL USES $ 2,634,741 2,634,741 $ $ 2,876,995 2,876,995 $ $ 3,420,182 3,420,182 $ $ $ 12,120,218 397,125 12,517,343 $ 12,343,549 1,083,459 13,427,008 $ 12,343,549 1,083,459 13,427,008 $ $ $ 27,465,274 200,000 27,665,274 $ $ 26,643,287 200,000 26,843,287 $ FUND TOTAL USES $ 25,199,622 196,860 25,396,482 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 86,449,605 774,079 87,223,684 $ $ $ 90,214,290 1,308,459 91,522,749 $ $ $ 93,213,308 1,308,459 94,521,767 FUND TOTAL USES $ 255 DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT $ REVISED VS ADOPTED VAR % 2,876,995 $ 2,876,995 $ $ 201 ADULT PROBATION FEES OPERATING NON RECURRING NON PROJECT FY 2016 ADOPTED 2,533,551 $ 2,533,551 $ 46,495,024 180,094 46,675,118 211 ADULT PROBATION GRANTS OPERATING $ FY 2015 FORECAST FY 2015 REVISED $ $ (248,812) (248,812) - -7.3% -7.3% 0.0% N/A 0.0% (248,812) -1.6% 15,514,919 $ N/A - $ -1.6% (248,812) 15,514,919 $ REVISED VS ADOPTED FY 2016 ADOPTED VAR % $ $ 49,084,413 171,000 49,255,413 3,420,182 3,420,182 $ $ 3,171,370 3,171,370 $ $ 248,812 248,812 7.3% 7.3% 12,160,560 909,033 13,069,593 $ 12,343,549 428,787 12,772,336 $ 654,672 654,672 0.0% 60.4% 4.9% $ $ 33,803,153 55,800 33,858,953 $ $ 27,033,221 199,904 27,233,125 $ $ $ 92,598,266 1,129,917 93,728,183 $ $ $ 98,402,485 655,587 99,058,072 $ $ $ $ 899,890 1.8% (146,000) -584.0% 753,890 1.5% $ (6,337,879) 144,200 (6,193,679) -23.1% 72.1% -22.4% $ $ $ (5,189,177) 652,872 (4,536,305) -5.6% 49.9% -4.8% 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 OR STATUTORY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 12.10 130.60 30.00 69.68 76.45 318.83 12.10 130.60 30.00 75.68 50.95 299.33 13.10 124.10 30.00 72.68 47.70 287.58 13.10 124.10 30.00 75.68 47.45 290.33 13.10 124.10 30.00 75.68 47.45 290.33 3.00 (.25) 2.75 0.0% 0.0% 0.0% 4.1% (0.5%) 1.0% 49.14 68.30 20.75 31.00 39.32 16.05 81.18 19.25 76.28 344.30 8.25 753.82 45.97 68.30 23.75 31.00 37.32 16.05 88.18 19.25 80.28 371.32 8.25 789.67 45.03 51.30 23.75 32.00 34.32 18.05 93.46 19.25 81.80 382.46 7.25 788.67 45.03 62.30 23.75 32.00 36.32 18.05 87.46 19.25 81.80 370.96 8.25 785.17 45.03 62.30 25.75 32.00 36.32 18.05 94.46 19.25 85.80 387.96 8.25 815.17 11.00 2.00 2.00 1.00 4.00 5.50 1.00 26.50 0.0% 21.4% 8.4% 0.0% 5.8% 0.0% 1.1% 0.0% 4.9% 1.4% 13.8% 3.4% - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 11.00 3.75 4.00 18.75 2.50 3.50 7.00 4.00 17.00 2.50 3.50 17.00 4.00 27.00 2.50 3.50 17.00 4.00 27.00 2.50 3.50 17.00 4.00 27.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 5.65 .50 .90 1.70 8.75 1,100.15 4.75 1.25 3.75 9.75 1,116.75 4.75 .00 1.25 3.75 9.75 1,114.00 4.75 1.25 3.75 9.75 1,113.25 4.75 1.25 3.75 9.75 1,143.25 29.25 0.0% N/A 0.0% 0.0% 0.0% 2.6% 190 Maricopa County Annual Business Strategies FY 2016 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 Executive Assistant General Laborer Help Desk Coordinator Human Resources Analyst IT Project Manager IT Security Analyst Justice System Clerk Justice System Clerk Associate Justice System Clerk Lead Justice System Clerk Supervisor Management Analyst Office Assistant Specialized Operations/Program Supervisor Presentence Screener Probation Assistant Probation Dispatcher Probation Dispatcher Supervisor Probation Manager Probation Officer Probation Officer Supervisor Program Coordinator Surveillance Officer Trades Generalist Trainer Training Supervisor Department Total FY 2014 ADOPTED 23.00 2.00 1.00 1.00 14.00 2.00 13.00 3.50 1.00 21.00 1.00 7.00 1.00 3.00 2.00 1.00 1.00 1.00 71.00 2.00 9.00 5.00 3.90 1.00 52.00 45.75 9.00 626.00 91.00 6.00 77.00 1.00 1.00 1.00 1,100.15 FY 2015 ADOPTED 22.00 2.00 1.00 1.00 14.00 2.00 14.00 3.50 1.00 21.00 1.00 6.00 1.00 3.00 2.00 1.00 1.00 1.00 73.00 2.00 9.00 5.50 3.00 1.00 52.00 44.75 9.00 640.00 95.00 5.00 78.00 1.00 1.00 1,116.75 FY 2015 FY 2015 REVISED FORECAST 19.00 19.00 2.00 2.00 1.00 1.00 1.00 1.00 14.00 14.00 2.00 2.00 14.00 14.00 4.00 3.50 1.00 1.00 1.00 1.00 6.00 6.00 1.00 1.00 3.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 72.00 72.00 2.00 2.00 9.00 9.00 5.00 5.00 2.00 2.00 1.00 1.00 49.00 49.00 44.00 43.75 21.00 21.00 3.00 3.00 10.00 10.00 640.00 640.00 96.00 96.00 6.00 6.00 78.00 78.00 1.00 1.00 1.00 1.00 1,114.00 1,113.25 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 19.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 14.00 0.0% 2.00 0.0% 14.00 0.0% 3.50 (.50) (12.5%) 1.00 0.0% N/A 1.00 0.0% 6.00 0.0% 1.00 0.0% 3.00 0.0% 2.00 0.0% 1.00 0.0% N/A 1.00 0.0% 1.00 0.0% 72.00 0.0% 2.00 0.0% 9.00 0.0% 5.00 0.0% 3.00 1.00 50.0% 1.00 0.0% 49.00 0.0% 43.75 (.25) (0.6%) 21.00 0.0% 3.00 0.0% 10.00 0.0% 665.00 25.00 3.9% 98.00 2.00 2.1% 5.00 (1.00) (16.7%) 81.00 3.00 3.8% N/A 1.00 0.0% 1.00 0.0% 1,143.25 29.25 2.6% FY 2014 ADOPTED 746.90 1.50 34.75 317.00 1,100.15 FY 2015 ADOPTED 758.00 1.50 28.25 329.00 1,116.75 FY 2015 FY 2015 REVISED FORECAST 758.00 758.00 2.00 1.50 25.00 24.75 329.00 329.00 1,114.00 1,113.25 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 776.00 18.00 2.4% 1.50 (.50) (25.0%) 24.75 (.25) (1.0%) 341.00 12.00 3.6% 1,143.25 29.25 2.6% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 201 ADULT PROBATION FEES 211 ADULT PROBATION GRANTS 255 DETENTION OPERATIONS Department Total Significant Variance Analysis There was an addition of 30.0 additional FTE in the General Fund (100) and the Detention Fund (255) for FY 2016. The additional FTE are due to increase demand for probationary services. The FTE are allocated as 1.0 FTE Surveillance Officer and 1.0 FTE Probation Officer for Domestic Violence, 2.0 FTE Surveillance Officers and 2.0 FTE Probation Officers for the Sex Offender Activity, 12.0 FTE for the Standard Probation activity, 3.0 FTE for the Prison Reentry service, 2.0 FTE for the Drug Court service, and 7.0 FTE for the Intensive Probation activity. These increases were offset by a decrease in FTE for Special Revenue and Grant Fund positions. General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. 191 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Adult Probation Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $1,196,293 for the impact of changes in retirement contribution rates. • Increase Internal Service Charges by $89,250 for the impact of changes in risk management charges. • Increase expenditures by $108,000 for Cell Phone Service for iPhone use. • Increase expenditures by $90,000 for cost of the Communication Center. • Increase expenditures by $15,000 for Annual Maintenance of Records Scanning and Storage. • Decrease expenditures by $302,110 for Non-Capital Equipment purchased in FY 2015 that will not be needed in FY 2016. • Decrease expenditures by $4,125,456 due to Indirect Cost Allocation to Detention Fund (255). • Increase Regular benefits by $823,440 for the impact of the changes in health and dental premium rates. General Fund (100) Non Recurring Non Project • Increase expenditures by $47,000 for Computers, Handguns, and Vests for New Positions. • Increase expenditures by $54,000 for Computer Mounts for Sex Offender and Domestic Violence Activities. • Increase Expenditures by $70,000 for Replacement Body Armor. Adult Probation Fees Fund (201) Non Recurring Non Project • Increase expenditures by $53,464 for Personnel Costs • Increase expenditures by $280,323 for Equipment Replacement. • Increase expenditures by $45,000 for Vehicle Upgrades. • Increase expenditures by $50,000 for Computer Monitors. Adult Probation Grants Fund (211) • Increase Regular Benefits by $3,031 for the impact of changes in retirement contribution rates. • Increase Internal Service Charges by $2,903 for the impact of the changes in risk management charges. • Decrease revenues by $248,812 due to grant reconciliation. • Decrease expenditures by $254,746 to maintain structural balance. Detention Fund (255) Operating • Increase Regular Benefits by $649,467 for the impact of changes in retirement contribution rates. • Decrease expenditures by $9,824 for Non Capital Equipment • Increase Internal Service Charges by $36,614 for the impact of changes in risk management charges. • Increase expenditures by $4,125,456 due to Indirect Cost Allocation from General Fund (100) Operating. • Increase Regular Benefits by $359,832 for the impact of the changes in health and dental premium rates. Detention Fund (255) Non Recurring Non Project • Increase expenditures by $25,800 for Computers, Handguns, and Vests for New Positions. • Increase expenditures by $30,000 for Replacement Body Armor. 192 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Adult Probation Programs and Activities Behavioral Change Program The purpose of the 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 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 2014 ACTUAL 61.9% FY 2015 REVISED 72.7% FY 2015 FORECAST 52.9% FY 2016 ADOPTED 69.0% 98.3% 99.7% 97.8% 98.1% (1.6%) -1.6% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 78.5% 82.3% 78.0% 82.3% (0.0%) -0.1% 59.1% 61.3% 58.5% 61.3% 0.0% 0.0% 39.1% 36.1% 40.3% 40.4% 4.3% 11.9% Activities that comprise this program include: • Adult Education • Pretrial Supervision • Presentence • • REV VS ADOPTED % VAR -5.1% (3.7%) Pretrial Initial Appearance Release Information Transition and Treatment Adult Education Activity The purpose of the Adult Education Activity is to provide services to adult students so they can develop new life skills through successful completion of the education program. Mandates: A.R.S. §12-299 establishes that the Superior Court, through Adult Probation, is responsible for establishing community punishment programs, including educational services. 193 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of students who achieve at least one successful gain in 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 ACTUAL 61.9% FY 2015 REVISED 72.7% N/A 393 N/A $ FY 2015 FORECAST 52.9% 317 317 (96) -23.2% 585 354 355 (230) -39.3% $ 5,188.39 931,874 931,874 $ $ 558,218 558,218 362,209 1,065,524 $ 1,427,733 $ $ $ 362,657 362,657 $ $ 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 325,748 521,498 847,246 $ REV VS ADOPTED VAR % (3.7%) -5.1% 413 3,456.98 211 - ADULT PROBATION GRANTS TOTAL SOURCES FY 2016 ADOPTED 69.0% $ 4,975.41 $ (1,518.43) -43.9% $ 1,131,214 $ 1,131,214 $ $ 199,340 199,340 21.4% 21.4% $ $ (104,136) (45,336) (149,472) -28.8% -4.3% -10.5% Expenditure $ 432,052 1,212,669 $ 1,644,721 466,345 1,110,860 $ 1,577,205 $ Activity Narrative: Demand for Adult Education services continues to decrease resulting in a decreased level of participation. The decrease in demand is due to a change in the General Educational Development Test (GEDT) from FY 2014 to FY 2015. Historically, the number of test takers drops following a change in the GEDT. Presentence Activity The purpose of the Presentence Activity is to provide timely investigations, screenings, assessments, and objective sentencing reports to the judge so they can make informed and evidence-based sentencing decisions. Mandates: A.R.S. §12-251 establishes standard probation and establishes qualifications for probation officers and support staff. A.R.S. §12-253 establishes standard probation power and duties. A.R.S. §§13-701, 13-914, 13-4410, and 13-4424 establish the need for a pre-sentence report. Measure Type Result Output Demand 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 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES FY 2014 ACTUAL 98.3% $ FY 2015 REVISED 99.7% FY 2015 FORECAST 97.8% FY 2016 ADOPTED 98.1% REV VS ADOPTED VAR % (1.6%) -1.6% 16,524 18,168 16,777 17,105 (1,063) -5.9% 16,524 18,168 16,777 17,105 (1,063) -5.9% 556.52 $ 4,963,536 18,463 4,213,897 $ 9,195,896 $ 506.17 $ 4,979,118 4,216,961 $ 9,196,079 $ 552.11 $ 4,979,422 4,283,383 $ 9,262,805 $ 558.44 $ (52.27) -10.3% $ 5,120,580 4,381,754 $ 9,502,334 $ (141,462) (164,793) (306,255) -2.8% N/A -3.9% -3.3% $ Pretrial Initial Appearance Release Information Activity The purpose of the Pretrial Jail Initial Appearance Release Information Activity is to provide information on arrested defendants to the Initial Appearance Court judges so they can make informed decisions regarding the defendant's custody status in a timely manner. 194 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 REV VS ADOPTED FY 2014 FY 2015 FY 2015 FY 2016 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 52,090 55,941 52,145 55,139 (802) -1.4% packets presented to the court during the reporting period. Number of Initial Appearance defendant 52,090 55,941 52,145 55,139 (802) -1.4% packets ordered by the court during the reporting period. Average cost per Initial Appearance $ 43.44 $ 45.63 $ 49.22 $ 48.76 $ (3.14) -6.9% defendant packets presented to the court per year. Expenditure 255 - DETENTION OPERATIONS TOTAL USES $ 2,262,792 $ 2,262,792 $ 2,552,459 $ 2,552,459 $ 2,566,715 $ 2,566,715 $ 2,688,768 $ 2,688,768 $ $ (136,309) (136,309) -5.3% -5.3% 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 Output Demand Expenditure Ratio Expenditure Measure Description Percent of defendants who successfully complete release conditions during the reporting period. Average number of defendants who appear for pretrial supervision during the reporting period. Number of defendants exiting (successful and unsuccessful) from pretrial services during the reporting period. 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 2014 ACTUAL 78.5% FY 2015 REVISED 82.3% REV VS ADOPTED VAR % (0.0%) -0.1% FY 2016 ADOPTED 82.3% 2,574 - 2,496 - - N/A 8,578 7,369 8,785 9,160 1,791 24.3% N/A 2,856 2,728 2,856 - 0.0% N/A 2,856 2,496 2,856 - 0.0% N/A $ $ FY 2015 FORECAST 78.0% 213,897 5,759,842 $ 5,973,739 2,506.50 $ 211,115 6,947,461 $ 7,158,576 $ $ 195 2,556.13 $ 2,622.48 $ (115.97) -4.6% 221,156 165,084 6,586,896 $ 6,973,136 $ 234,689 7,255,107 $ 7,489,796 $ (23,574) (307,646) (331,220) -11.2% N/A -4.4% -4.6% $ Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Base Adjustments: Detention Fund (255) Operating • Increase expenditures in Pretrial Electronic Monitoring service by $100,997 for Pretrial Electronic Monitoring Equipment Lease. 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 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. 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 2014 ACTUAL 59.1% FY 2015 REVISED 61.3% FY 2015 FORECAST 58.5% FY 2016 ADOPTED 61.3% 39.1% 36.1% 40.3% 40.4% 4.3% 11.9% 2,520 2,364 3,282 3,202 838 35.4% 1,049 1,984 1,052 1,048 (936) -47.2% 1,491 1,490 1,565 74 5.0% 1,687 1,778 1,524 1,778 0 0.0% 6,448 7,702 8,134 7,702 - 0.0% 9.1% N/A N/A $ 3,457.81 $ 3,256.29 $ REV VS ADOPTED VAR % 0.0% 0.0% 3,141.88 $ 315.93 (401,061) (562) (401,623) -17.3% -6.7% -17.2% 120,740 129,309 (15,321) 3,824 238,552 4.9% 6.8% -510.7% 0.5% 4.6% Revenue 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ 2,448,253 8,312 $ 2,456,565 $ 2,324,594 8,398 $ 2,332,992 $ 2,117,021 8,433 $ 2,125,454 $ 1,923,533 7,836 $ 1,931,369 $ 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 2,339,416 1,672,213 11,538 797,256 $ 4,820,423 $ 2,445,379 1,893,408 3,000 813,811 $ 5,155,598 $ 2,263,126 1,746,039 5,366 837,337 $ 4,851,868 $ 2,324,639 1,764,099 18,321 809,987 $ 4,917,046 $ $ Expenditure $ Activity Narrative: Utilizing FY 2014 Actual and FY 2015 Forecast data, it is anticipated that the number of jail days saved by releasing probationers early from jail will increase by 11.9% in FY 2016 due to efforts to release probationers to treatment rather than remain in jail. 196 Maricopa County Annual Business Strategies FY 2016 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 Percent of opted-in victims satisfied with MCAPD. Percent of probationers paying restitution during the reporting period. Percent of domestic violence probationers who successfully complete probation during the reporting period. Percentage of active domestic violence probationers sentenced for a new felony offense while supervised during the fiscal year. Percent of jail days saved through Court Liaison during the reporting period. Percentage of jailed probationers who received services under In-Custody Management during the reporting period. Percent of Sex Offenders who check in with Adult Probation within 72 hours of discharge from Department of Corrections during the reporting period. Percent of probationers on deportation status through Immigration and Customs Enforcement (ICE) who are returned to MCAPD for action due to arrest, technical violation, or investigation during the reporting period. Percent of IPS probationers who successfully exit IPS and are not revoked to prison or jail during the reporting period. Percent of active IPS probationers sentenced for a new felony offense while supervised during the reporting period. 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 ACTUAL 54.3% FY 2015 REVISED 39.3% FY 2015 FORECAST 48.2% FY 2016 ADOPTED 48.2% 63.9% 71.0% 65.5% 65.5% (5.5%) -7.8% 77.7% 79.0% 76.5% 79.0% 0.0% 0.1% 47.2% 51.5% 47.2% 50.3% (1.2%) -2.3% 5.0% 4.5% 5.1% 5.1% 0.6% 14.6% 46.3% 44.0% 47.5% 48.0% 4.0% 9.2% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 97.7% 100.0% 100.0% 2.3% 2.4% 0.4% 0.3% 0.3% 0.5% 0.3% 98.0% 51.8% 56.0% 46.9% 49.4% (6.6%) -11.8% 12.1% 11.2% 10.5% 10.1% (1.1%) -9.4% N/A 7.4% 9.0% 9.2% 1.8% 24.9% N/A 96.9% 95.8% 96.4% (0.6%) -0.6% 79.4% 74.5% 76.9% 78.0% 3.5% 4.7% 3.0% 6.4% 6.3% 6.3% (0.1%) -1.7% 197 REV VS ADOPTED VAR % 8.9% 22.7% Maricopa County Annual Business Strategies FY 2016 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. Percent of active MARS probationers sentenced for a new felony while supervised during the fiscal year. Percent of MARS probationers who successfully complete probation during the reporting period. Percent of MARS probationers revoked to the Department of Corrections during the reporting period. REV VS ADOPTED VAR % 1.0% 77.8% FY 2014 ACTUAL 70.6% FY 2015 REVISED 1.3% FY 2015 FORECAST 2.3% FY 2016 ADOPTED 2.3% 65.9% 69.5% 63.4% 60.2% (9.3%) -13.3% 7.0% 6.1% 8.9% 7.7% 1.5% 25.3% 56.7% 58.1% 51.8% 58.6% 0.5% 0.9% 20.1% 25.1% 20.9% 21.2% (4.0%) -15.7% 49.3% 65.0% 65.0% 65.0% (0.0%) -0.0% 60.0% 53.3% 55.8% 55.8% 2.5% 4.7% 15.7% 14.0% 16.0% 16.1% 2.1% 15.0% N/A 1.8% 2.2% 2.1% 0.3% 18.0% N/A 98.5% 97.6% 98.1% (0.3%) -0.4% N/A 1.4% 2.4% 1.8% 0.3% 23.3% 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 Minimum Assessed Risk Supervision 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. 198 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 54.3% FY 2015 FY 2015 REVISED FORECAST 39.3% 48.2% FY 2016 ADOPTED 48.2% REV VS ADOPTED VAR % 8.9% 22.7% 63.9% 71.0% 65.5% 65.5% (5.5%) -7.8% 77.7% 79.0% 76.5% 79.0% 0.0% 0.1% 9,380 8,090 8,635 8,635 545 6.7% 3,848 3,170 3,475 3,475 305 9.6% 5,532 4,920 5,160 5,160 240 4.9% $ 333.34 $ 381.62 $ 351.28 $ 366.51 $ 15.11 4.0% 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ 146,564 48,067 194,631 $ 56,985 42,672 99,657 $ 62,849 48,631 111,480 $ 76,623 53,076 129,699 $ 19,638 10,404 30,042 34.5% 24.4% 30.1% 100 - GENERAL 211 - ADULT PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 3,010,221 20,409 96,099 $ 3,126,729 $ 3,008,744 57,317 98,718 $ 3,164,779 $ (76,722) 1,950 (2,728) (77,500) -2.6% 3.3% -2.8% -2.5% Revenue $ $ $ $ $ Expenditure $ 2,932,022 59,267 95,990 $ 3,087,279 $ 2,894,803 42,482 95,980 $ 3,033,265 $ 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. 199 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result 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. Number of domestic violence probationers terminated from probation during the reporting period. 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 255 - DETENTION OPERATIONS TOTAL USES REV VS ADOPTED VAR % (1.2%) -2.3% FY 2014 ACTUAL 47.2% FY 2015 REVISED 51.5% FY 2015 FORECAST 47.2% FY 2016 ADOPTED 50.3% 5.0% 4.5% 5.1% 5.1% 0.6% 14.6% 307 377 316 345 (32) -8.5% 794 799 848 54 6.8% 794 801 848 54 6.8% N/A 758 N/A $ $ 1,525,168 6,320 $ 1,531,488 2,377.82 $ 1,809,151 7,500 $ 1,816,651 $ 2,131.00 $ 1,696,236 6,430 $ 1,702,666 $ 2,435.67 $ (147.69) -6.5% $ 2,054,944 10,500 $ 2,065,444 $ (245,793) (3,000) (248,793) -13.6% -40.0% -13.7% $ Activity Narrative: The average number of active probationers in the Domestic Violence activity is expected to increase in FY 2016 by 6.8%. The growth is based on the population increasing by an average of 1.73% per quarter since FY 2012. Base Adjustments: General Fund (100) Operating • Increase Expenditures by $127,545 for 1.0 FTE Probation Officer, 1.0 FTE Surveillance Officer, Cell Phone Service, and Fuel. 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. 200 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Result 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. 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 2014 ACTUAL 49.3% FY 2015 REVISED 65.0% FY 2015 FORECAST 65.0% FY 2016 ADOPTED 65.0% 60.0% 53.3% 55.8% 55.8% 2.5% 4.7% 15.7% 14.0% 16.0% 16.1% 2.1% 15.0% 5,779 6,465 6,006 5,919 (546) -8.4% 902 1,002 922 912 (90) -9.0% 13,435 13,765 13,765 330 2.5% 7,668 7,562 7,800 132 1.7% N/A 6,880 N/A $ 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ $ 58,114 58,114 100 - GENERAL 211 - ADULT PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 2,237,854 51,878 104,679 $ 2,394,411 $ $ REV VS ADOPTED VAR % (0.0%) -0.0% 180.27 $ 181.09 $ 184.61 $ (4.34) -2.4% 52,000 52,000 $ $ 50,050 50,050 $ $ 40,000 40,000 $ $ (12,000) (12,000) -23.1% -23.1% $ 2,501,180 40,000 $ 2,541,180 $ (133,642) 12,000 2,400 (119,242) -5.6% 23.1% 100.0% -4.9% Expenditure $ 2,367,538 52,000 2,400 $ 2,421,938 $ 2,440,142 51,624 1,000 $ 2,492,766 $ Activity Narrative: The percentage of warrants cleared with targeted criteria appears to be stable. It is forecast to be 16.1% for FY 2015 and FY 2016. Warrants have increased which is due to Adult Probation being previously unable to obtain the number of warrants that were issued through bench warrants, Failure to Appear warrants, and specialty court warrants. Only probationers with a warrant associated with a Petition to Revoke were previously being included. The FY 2015 Forecast and FY 2016 figures reflect continued growth of probationers placed on warrant status. 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. 201 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2016 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. FY 2014 ACTUAL 46.3% FY 2015 REVISED 44.0% FY 2015 FORECAST 47.5% FY 2016 ADOPTED 48.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 1,694 1,722 1,830 1,876 154 9.0% 172,057 191,630 188,987 212,743 21,113 11.0% 1,722 1,936 2,056 334 19.4% 1,722 1,830 1,876 154 9.0% N/A 1,694 N/A $ 201 - ADULT PROBATION FEES TOTAL SOURCES $ $ 100 - GENERAL 211 - ADULT PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ REV VS ADOPTED VAR % 4.0% 9.2% 1,617.09 $ 1,395.87 $ 1,383.81 $ 233.28 14.4% 596,967 596,967 $ $ 757,453 757,453 $ $ 960,000 960,000 $ $ 363,033 363,033 60.8% 60.8% 194,312 48,978 2,541,333 $ 2,784,623 $ 184,920 19,148 2,498,336 $ 2,702,404 $ 188,737 2,656,375 $ 2,845,112 $ 5,575 48,978 (115,042) (60,489) 2.9% 100.0% -4.5% -2.2% 783,868 783,868 $ $ 129,023 47,645 2,605,380 $ 2,782,048 $ Expenditure $ Activity Narrative: The number of jail days required for probationers going through violation proceedings during the reporting period is anticipated to increase by 11.0%. This is 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 increasing as the number of jail days required is also increasing. 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. 202 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result 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. 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 2014 ACTUAL 100.0% FY 2015 REVISED 97.7% FY 2015 FORECAST 100.0% FY 2016 ADOPTED 100.0% 0.4% 0.3% 0.3% 0.5% 15,371 N/A 15,371 N/A $ $ 1,120,095 $ 1,120,095 REV VS ADOPTED % VAR 2.4% 2.3% 0.3% 98.0% 13,851 15,889 16,879 3,029 21.9% 13,851 16,003 16,879 3,028 21.9% 13,851 15,881 16,879 3,029 21.9% 7.40 8.6% 85.96 $ 1,190,566 $ 1,190,566 $ 76.03 $ 1,216,771 $ 1,216,771 78.56 $ $ 1,325,971 $ 1,325,971 $ $ $ (135,405) (135,405) -11.4% -11.4% Activity Narrative: The percentage of Immigration and Customs Enforcement (ICE) deported probationers returned to MCAPD is very low and is projected to have a very modest increase to 0.4% in the FY 2015 Forecast and 0.5% in FY 2016. It is projected that the Indirect Services population will continue to increase and this is reflected in the FY 2015 Forecast and FY 2016. 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. 203 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result 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. Total number of IPS probationers discharged from IPS during the reporting period. Average number of IPS probationers who are supervised during the fiscal year. Average number of active IPS probationers ordered to be supervised during the reporting period. Average cost per IPS probationer per year. FY 2014 ACTUAL 51.8% FY 2015 REVISED 56.0% FY 2015 FORECAST 46.9% FY 2016 ADOPTED 49.4% 12.1% 11.2% 10.5% 10.1% 913 734 1,095 1,150 416 56.7% 871 973 942 975 2 0.2% 871 974 979 975 2 0.2% N/A $ 201 - ADULT PROBATION FEES TOTAL SOURCES $ $ 436,991 436,991 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 1,498,175 4,925,603 $ 6,423,778 $ $ REV VS ADOPTED VAR % (6.6%) -11.8% (1.1%) -9.4% 7,596.24 $ 7,545.14 $ 8,164.31 $ (568.07) -7.5% 446,135 446,135 $ $ 444,124 444,124 $ $ 447,500 447,500 $ $ 1,365 1,365 0.3% 0.3% $ 1,748,725 6,211,474 $ 7,960,199 $ Expenditure $ 1,806,907 5,584,232 $ 7,391,139 $ 1,723,895 5,383,623 $ 7,107,518 $ 58,182 (627,242) (569,060) 3.2% -11.2% -7.7% Activity Narrative: The number of Intensive Probation Services (IPS) probationers discharged is expected to increase in FY 2016. IPS has been increasing an average of 2.6% per quarter since FY 2012. Base Adjustments: Detention Fund (255) Operating • Increase expenditures in Intensive Probation service by $581,043 for 7.0 FTE and related supplies and services. 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. 204 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2016 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 TOTAL USES REV VS ADOPTED VAR % 1.8% 24.9% FY 2014 ACTUAL N/A FY 2015 REVISED 7.4% FY 2015 FORECAST 9.0% FY 2016 ADOPTED 9.2% N/A 96.9% 95.8% 96.4% (0.6%) -0.6% N/A 6,978 5,285 5,285 (1,693) -24.3% N/A 6,978 5,303 5,295 (1,683) -24.1% N/A $ $ 4,728,701 $ 4,728,701 655.26 $ 4,572,416 $ 4,572,416 $ 853.13 $ 4,508,784 $ 4,508,784 $ 889.99 $ (234.73) -35.8% $ 4,703,616 $ 4,703,616 $ $ (131,200) (131,200) -2.9% -2.9% Seriously Mentally Ill Activity The purpose of the Seriously Mentally Ill 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. Measure Type Result Result 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. Number of active seriously mentally ill probationers terminated from probation during the reporting period. Annual average number of active SMI probationers supervised during the fiscal year. FY 2014 ACTUAL 79.4% FY 2015 REVISED 74.5% FY 2015 FORECAST 76.9% FY 2016 ADOPTED 78.0% 3.0% 6.4% 6.3% 6.3% 272 302 255 624 624 N/A 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. 629 N/A $ 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ $ - 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 1,537,893 114,204 $ 1,652,097 $ $ REV VS ADOPTED VAR % 3.5% 4.7% (0.1%) -1.7% 286 (16) -5.3% 656 660 36 5.8% 673 650 26 4.2% 11.1% 2,736.44 $ 2,589.06 $ 2,431.42 $ 305.02 36,466 36,466 $ $ 137,751 137,751 $ $ - $ $ (36,466) (36,466) -100.0% -100.0% $ 1,604,736 $ 1,604,736 $ (60,673) 163,477 102,804 -3.9% 100.0% 6.0% Expenditure $ 1,544,063 163,477 $ 1,707,540 $ 1,574,970 123,456 $ 1,698,426 $ Activity Narrative: Beginning in FY 2015 the new felonies are now captured from the Adult Probation Enterprise Tracking System. The projections have been updated to reflect this change and the FY 2015 Forecast and FY 2016 reflect this. It is anticipated that there will be a slight decrease for FY16. These do remain small numbers so there can be significant fluctuation with small changes in the number of new felonies. The number of Severely Mentally Ill probationers successfully completing 205 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget probation is expected to remain stable in FY 2016. Growth remains modest for the Severely Mentally Ill Activity. Sex Offender Activity The purpose of the Sex Offender Probation Supervision Activity is to provide specialized supervision and align services to offender risk profiles and criminogenic needs to Sex Offender probationers so they can enhance their likelihood to remain in the community and reduce commitments to the DOC. Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. Measure Type Result Output Demand Expenditure Ratio Revenue Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of active Sex Offender probationers 70.6% 1.3% 2.3% 2.3% 1.0% 77.8% sentenced for a new felony offense while supervised during the reporting period. Annual average number of active Sex Offender 2,031 2,144 2,189 2,240 96 4.5% probationers supervised during the fiscal year. Average number of active Sex Offender 2,084 2,144 2,191 2,240 96 4.5% probationers ordered to be supervised during the reporting period. Average cost per active Sex Offender $ 2,821.66 $ 3,130.60 $ 2,884.80 $ 3,144.44 $ (13.84) -0.4% probationer supervised per year. 201 - ADULT PROBATION FEES TOTAL SOURCES $ $ 47,518 47,518 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 4,325,136 350 1,343,351 61,951 $ 5,730,788 $ $ 55,964 55,964 $ $ 47,559 47,559 $ $ 33,240 33,240 $ $ (22,724) (22,724) -40.6% -40.6% $ 5,945,999 1,031,112 66,444 $ 7,043,555 $ (379,071) 50,311 (2,788) (331,548) -6.8% N/A 4.7% -4.4% -4.9% Expenditure $ 5,566,928 1,081,423 63,656 $ 6,712,007 $ 4,748,098 1,503,294 63,439 $ 6,314,831 $ Activity Narrative: The number of probationers ordered to be supervised by Sex Offender officers has been increasing slightly and will continue to do so since about 78% of the Sex Offender population is sentenced to lifetime probation. The sex offender population has increased an average of 1.3% per quarter since FY 2012. Base Adjustments: General Fund (100) Operating • Increase expenditures by $255,091 for 4.0 FTE, Cell Phone Service, and Fuel for Sex Offender Probation. • Increase expenditures by $30,000 for Sex Offender Software Licenses. • Decrease expenditures by $122,122 for Sex Offender Treatment and Testing. 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. 206 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Mandates: A.R.S. §12-251 establishes standard probation and establishes qualifications for probation officers and support staff. A.R.S. §12-253 establishes standard probation power and duties. A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. Measure Type Result Result Output Output Demand 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. Number of Standard probationers terminated from probation during the reporting period. Annual average number of active Standard probationers supervised during the fiscal year. 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. FY 2014 ACTUAL 65.9% FY 2015 REVISED 69.5% FY 2015 FORECAST 63.4% FY 2016 ADOPTED 60.2% 7.0% 6.1% 8.9% 7.7% 6,122 N/A 14,627 N/A $ $ REV VS ADOPTED VAR % (9.3%) -13.3% 1.5% 25.3% 6,247 6,157 6,574 327 5.2% 14,893 15,416 16,047 1,154 7.7% 14,894 15,613 16,047 1,154 7.7% 2.0% 2,038.79 $ $ 1,955.23 $ 1,998.64 $ 40.15 $ 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES 8,893 8,025,036 $ 8,033,929 5,000 8,004,776 $ 8,009,776 $ 8,056,551 $ 8,056,551 $ 8,034,297 $ 8,034,297 $ (5,000) 29,521 24,521 -100.0% 0.4% 0.3% 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 14,321,495 199,002 10,897,868 3,303,275 $ 28,721,640 $ 14,381,577 129,000 12,096,459 3,756,694 $ 30,363,730 $ 15,123,330 217,685 11,139,770 3,661,050 $ 30,141,835 $ 16,067,351 139,000 11,445,043 4,420,799 $ 32,072,193 $ (1,685,774) (10,000) 651,416 (664,105) $ (1,708,463) -11.7% -7.8% 5.4% -17.7% -5.6% Expenditure Activity Narrative: The average number of active standard probationers is expected to increase at a rate of 7.7% in FY 2016. There has been an average quarterly increase of 0.38% and an average change year to year of 1.53% since FY 2012. This increase has been due to a higher reliance on utilizing probation services over jail time. DUI Court, Drug Court, and Standard Probation services are a part of the Standard Probation activity and have had a higher demand. Base Adjustments: General Fund (100) Operating • Increase Expenditures by $898,078 for 12.0 FTE Probation Officers, Cell Phone Service, and Mileage. Detention Fund (255) Operating • Increase expenditures in Prison Re-Entry service by $228,448 for 3.0 FTE and related supplies and services. • Increase expenditures in Drug Court service by $265,055 for 2.0 FTE and related supplies, services, and drug testing. Transferred 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. 207 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. Measure Type Result Result Output Output Demand 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. 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 211 - ADULT PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES FY 2014 ACTUAL 56.7% FY 2015 REVISED 58.1% FY 2015 FORECAST 51.8% FY 2016 ADOPTED 58.6% 20.1% 25.1% 20.9% 21.2% 120 160 110 204 211 204 211 REV VS ADOPTED VAR % 0.5% 0.9% (4.0%) -15.7% 116 (44) -27.5% 196 189 (22) -10.4% 196 189 (21) -10.1% $ 3,503.95 $ 3,358.54 $ 3,650.95 $ 4,193.92 $ (835.38) -24.9% $ 7,298 707,507 714,805 $ 15,701 692,951 708,652 $ 13,587 702,000 715,587 $ 16,725 40,000 735,925 792,650 $ (1,024) (40,000) (42,974) (83,998) -6.5% N/A -6.2% -11.9% $ $ 208 $ $ $ Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 48,350,459 $ - $ 1,633,844 $ 1,627,536 2,939 3,369 - $ 49,984,303 $ - $ 17,101 $ 410 (3,369) 20,060 - $ 50,001,404 $ - $ 1,196,293 $ 1,196,293 1,188,732 $ (181,232) - 89,250 - 1,280,714 - Agenda Item: C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Cell Phone Service for iPhone use Increase Cost of Communication Center Increase Annual Maintenance of Records Scanning/Storage Increase Sex Offender Software Licenses Decrease Non Capital Equipment Decrease Other Services Internal Service Charges Increase Risk Management Charges Personnel Additions and Related Costs Add 2.0 FTE, Cell Phone Service and Fuel for Domestic Violence Probation Add 4.0 FTE, Cell Phone Service and Fuel for Sex Offender Probation Add 12.0 FTE, Cell Phone Service and Mileage for Standard Probation Reallocations Reallocation Between Funds Indirect Cost Allocation to Detention Fund FY 2016 Tentative Budget $ $ 108,000 90,000 15,000 30,000 (302,110) (122,122) $ 89,250 $ 127,545 255,091 898,078 $ $ (4,125,456) $ (4,125,456) - - $ 48,260,973 $ -3.5% - $ 823,440 $ 823,440 - $ 49,084,413 $ -1.8% - (4,125,456) Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 209 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Adult Probation General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 25,000 $ - FY 2015 Revised Budget $ 25,000 $ - $ (25,000) $ (25,000) - $ - $ - $ 171,000 $ 171,000 - - $ 171,000 $ - Adjustments: Base Adjustments Vehicle Replacement Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Computers, Handguns and Vests for New Positions Computer Mounts for Sex Offender and Domestic Violence Replacement Body Armor Agenda Item: $ 47,000 54,000 70,000 FY 2016 Adopted Budget Adult Probation Fees Fund (201) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 12,343,549 $ 12,343,549 FY 2015 Revised Budget $ 12,343,549 $ 12,343,549 FY 2016 Baseline Budget $ 12,343,549 $ 12,343,549 FY 2016 Adopted Budget Percent Change from Baseline Amount $ 12,343,549 $ 0.0% 12,343,549 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 1,083,459 $ - FY 2015 Revised Budget $ 1,083,459 $ - $ (1,083,459) $ (1,083,459) - $ - $ - $ 428,787 $ 428,787 - - $ 428,787 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Personnel Costs Equipment Replacement Vehicle Upgrades Computer Monitors Agenda Item: $ FY 2016 Adopted Budget 210 53,464 280,323 45,000 50,000 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Fees Fund (201) Fund Balance Summary FY 2014 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED $ 1,619,837 $ 1,083,459 $ 1,083,459 $ 1,701,802 $ 1,078,325 $ 12,567,099 32,209 12,599,308 $ 12,343,549 12,343,549 $ 12,343,549 12,343,549 $ 12,446,116 12,446,116 $ 12,343,549 12,343,549 $ $ $ 12,120,218 397,125 12,517,343 Structural Balance $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ $ $ 12,343,549 1,083,459 13,427,008 446,881 $ 1,701,802 1,701,802 $ $ $ $ $ 12,343,549 1,083,459 13,427,008 - $ - $ $ $ $ $ $ 12,160,560 909,033 13,069,593 $ $ 12,343,549 428,787 12,772,336 - $ 285,556 $ - - $ $ 1,078,325 1,078,325 $ $ 649,538 649,538 Expenditures Revenue Adult Probation Grants Fund (211) OPERATING FY 2015 Adopted Budget $ 2,876,995 $ 2,876,995 $ 543,187 $ 543,187 543,187 543,187 FY 2015 Revised Budget $ 3,420,182 $ 3,420,182 FY 2016 Baseline Budget $ 3,420,182 $ 3,420,182 $ 3,031 $ 3,031 2,903 $ 2,903 - Adjustments: Grants Adult Probation FY 15 Grants Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges Grants Grant Reconciliation Agenda Item: C-11-15-002-G-00 Agenda Item: $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount 211 2,903 $ (254,746) $ (254,746) (248,812) (248,812) $ 3,171,370 $ -7.3% 3,171,370 -7.3% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Grants Fund (211) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 2,533,551 2,533,551 $ $ 2,876,995 2,876,995 $ $ 3,420,182 3,420,182 $ $ 3,420,182 3,420,182 $ $ 3,171,370 3,171,370 Uses: Operating Total Uses: $ $ 2,634,741 2,634,741 $ $ 2,876,995 2,876,995 $ $ 3,420,182 3,420,182 $ $ 3,420,182 3,420,182 $ $ 3,171,370 3,171,370 Structural Balance $ (101,190) $ - $ - $ - $ - Accounting Adjustments $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (51,398) $ 7 (51,398) $ $ (152,581) (152,581) $ (51,398) (51,398) $ 212 (51,398) $ (51,398) (51,398) $ (152,581) $ (152,581) (152,581) $ (152,581) (152,581) (152,581) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Adult Probation Detention Fund (255) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan 26,643,287 $ - $ 821,987 $ 821,987 - $ 27,465,274 $ - $ 791 $ 791 - $ 27,466,065 $ - $ 649,467 $ 649,467 1,202,333 $ (9,824) - 36,614 - 1,175,543 - $ 4,125,456 $ 4,125,456 - - $ 33,443,321 $ 21.8% - $ 359,832 $ 359,832 - $ 33,803,153 $ 23.1% - Agenda Item: C-49-15-002-2-00 FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: FY 2016 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Non-Capital Equipment Internal Service Charges Increase Risk Management Charges Personnel Additions and Related Costs Increase Prison Re-Entry for 3.0 FTE and related supplies and services Increase Intensive Probation for 7.0 FTE and related supplies and services Increase Drug Court for 2.0 FTE and related supplies, services and drug testing Increase Pretrial Electronic Monitoring Equipment Lease Reallocations Reallocation Between Funds Indirect Allocation from the General Fund FY 2016 Tentative Budget $ (9,824) $ 36,614 $ 228,448 581,043 265,055 100,997 $ 4,125,456 Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 213 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Adult Probation Detention Fund (255) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 200,000 $ - FY 2015 Revised Budget $ 200,000 $ - (200,000) $ (200,000) - Adjustments: Base Adjustments Vehicle Replacement Agenda Item: $ FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Computers, Handguns and Vests for New Positions Replacement Body Armor $ - $ - $ 55,800 55,800 $ - $ 55,800 $ - Agenda Item: $ FY 2016 Adopted Budget 214 25,800 40,950 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Analysis by Nicholas Romani, 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 Fiscal Year 2014, air quality at all stations was in compliance with Federal Health Standards 95% 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%. Status: This was a new goal in Fiscal Year 2013. Rule Effectiveness studies were developed in early FY 2013 and are not scheduled to be updated until FY 2016 per agreement with the Environmental Protection Agency and as a stipulation of the State Implementation Plan (SIP). 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 2013 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. Survey structure and results are being analyzed. 215 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VAR % FY 2016 ADOPTED 6,624,524 $ 1,220,844 5,293,852 1,463,880 14,603,100 $ 5,804,337 $ 1,313,782 5,541,208 1,800,242 14,459,569 $ 5,804,337 $ 1,313,782 5,541,208 1,800,242 14,459,569 $ 6,147,232 $ 1,308,052 5,255,720 1,812,807 14,523,811 $ 6,559,994 $ 1,341,054 5,439,911 1,800,242 15,141,201 $ 755,657 27,272 (101,297) 681,632 13.0% 2.1% -1.8% 0.0% 4.7% $ 899,712 $ 899,712 $ 2,004 $ 974,066 976,070 $ 2,004 $ 974,066 976,070 $ 22,917 $ 892,117 1,450 916,484 $ 18,000 $ 864,062 2,004 884,066 $ 15,996 (110,004) 2,004 (92,004) 798.2% -11.3% N/A -9.4% $ $ 16,673 $ 16,673 $ 32,040 $ 32,040 $ 32,040 $ 32,040 $ (196,535) $ (196,535) $ 32,040 $ 32,040 $ - 0.0% 0.0% TOTAL PROGRAMS $ 15,519,485 $ 15,467,679 $ 15,467,679 $ 15,243,760 $ 16,057,307 $ 589,628 3.8% 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 $ 269,929 $ 2,231,533 926,362 2,554,260 1,664,297 7,646,381 $ 962,590 $ 2,779,370 2,545,257 2,899,318 1,763,581 10,950,116 $ 542,484 $ 2,807,891 2,475,368 2,880,227 1,772,380 10,478,350 $ 688,343 $ 2,328,387 1,373,173 2,830,207 1,357,680 8,577,790 $ 560,491 $ 2,737,056 2,418,721 2,829,487 1,776,691 10,322,446 $ (18,007) 70,835 56,647 50,740 (4,311) 155,904 -3.3% 2.5% 2.3% 1.8% -0.2% 1.5% BDFS - BUDGET AND FINANCIAL SERVICES FACI - FACILITIES MANAGEMENT ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT RCOM - REGULATION COMPLIANCE RECO - RECORDS MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 211,847 $ 5,550,492 27,970 5,790,309 $ 208,507 $ 672,414 578,894 28,917 3,508,592 1,651,299 6,648,623 $ 198,292 $ 672,414 455,761 28,949 3,998,755 1,785,922 7,140,093 $ 209,753 $ 788,871 534,515 35,333 3,833,380 1,742 1,429,997 6,833,591 $ 296,605 $ 779,622 298,809 354,650 34,458 3,630,725 3,000 2,771,499 8,169,368 $ (98,313) (107,208) 156,952 (354,650) (5,509) 368,030 (3,000) (985,577) (1,029,275) -49.6% -15.9% 34.4% N/A -19.0% 9.2% N/A -55.2% -14.4% CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 700,557 $ 86,640 787,197 $ 605,708 $ 132,092 83,976 821,776 $ 605,708 $ 132,092 83,976 821,776 $ 605,706 $ 67,391 84,748 757,845 $ 664,134 $ 137,843 194,515 996,492 $ (58,426) (5,751) (110,539) (174,716) -9.6% -4.4% N/A -131.6% -21.3% TOTAL PROGRAMS $ 14,223,887 $ 18,420,515 $ 18,440,219 $ 16,169,226 $ 19,488,306 $ (1,048,087) -5.7% DCPR - DUST CNTRL PERMIT REGULATION LREC - LARGE SOURCE PERMIT REGULATION SREC - SMALL SOURCE PERMIT REGULATION TRDA - TRIP REDUCTION 85AQ - AIR QUALITY $ ODIR - EXECUTIVE MANAGEMENT RCOM - REGULATION COMPLIANCE RECO - RECORDS MANAGEMENT 99AS - INDIRECT SUPPORT $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ USES $ $ Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2014 ACTUAL $ SUBTOTAL $ 10,536,732 $ 10,536,732 $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 2,150,287 1,463,880 3,614,167 CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE FY 2015 ADOPTED 10,146,067 $ 10,146,067 $ $ 2,306,095 1,800,242 4,106,337 577,107 577,107 $ $ $ SUBTOTAL $ 783,294 783,294 $ 4,634 3,551 8,185 SUBTOTAL $ $ FY 2015 REVISED 10,146,067 $ 10,146,067 $ $ 2,306,095 1,800,242 4,106,337 518,631 518,631 $ $ $ $ 662,600 662,600 $ 32,040 2,004 34,044 $ $ FY 2015 FORECAST 10,408,845 $ 10,408,845 $ 10,831,125 10,831,125 $ $ 685,058 685,058 6.8% 6.8% $ $ (132,816) (132,816) -5.8% 0.0% -3.2% $ 1,953,911 1,812,807 3,766,718 $ 2,173,279 1,800,242 3,973,521 518,631 518,631 $ $ 452,910 452,910 $ $ 530,217 530,217 $ $ 11,586 11,586 2.2% 2.2% $ $ 662,600 662,600 $ $ 553,384 553,384 $ $ 670,400 $ 670,400 $ 7,800 7,800 1.2% 1.2% $ 32,040 2,004 34,044 $ 37,236 24,667 61,903 $ 32,040 $ 20,004 52,044 $ 18,000 18,000 0.0% 898.2% 52.9% $ $ REVISED VS ADOPTED VAR % FY 2016 ADOPTED $ $ $ ALL REVENUES $ 15,519,485 $ 15,467,679 $ 15,467,679 $ 15,243,760 $ 16,057,307 $ 589,628 3.8% TOTAL SOURCES $ 15,519,485 $ 15,467,679 $ 15,467,679 $ 15,243,760 $ 16,057,307 $ 589,628 3.8% 216 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2016 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 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 6,684,273 $ 16,211 86,659 2,496,016 19,253 (1,473,116) 1,967,169 9,796,465 $ 7,776,967 $ 77,420 66,274 2,869,409 32,584 (1,586,388) 2,203,258 11,439,524 $ 7,750,927 $ 80,139 66,274 2,894,372 32,584 (1,586,388) 2,221,320 11,459,228 $ 7,333,201 $ 55,789 84,067 2,669,973 25,159 (1,853,707) 2,299,912 10,614,394 $ 8,159,989 $ 82,835 99,274 3,090,725 19,848 (1,608,909) 2,520,067 12,363,829 $ (409,062) (2,696) (33,000) (196,353) 12,736 22,521 (298,747) (904,601) -5.3% -3.4% -49.8% -6.8% 39.1% 1.4% -13.4% -7.9% 321,466 $ 115,211 28,075 (30,003) 55,279 490,028 $ 317,225 $ 179,191 40,400 (18,196) 85,042 603,662 $ 317,225 $ 179,191 40,400 (18,196) 85,042 603,662 $ 252,297 $ 141,070 37,356 (25,858) 87,292 492,157 $ 253,475 $ 136,191 26,400 (19,423) 158,701 555,344 $ 63,750 43,000 14,000 1,227 (73,659) 48,318 20.1% 24.0% 34.7% 6.7% -86.6% 8.0% 7,434 $ 5,562 1,113,727 830,858 41,440 635 1,064,988 6,554 37,256 39,711 72,075 (104,394) 375,015 3,490,861 $ 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 $ 25,000 $ 10,500 3,026,743 897,585 64,810 975,228 19,060 79,041 44,694 82,000 (120,306) 445,902 5,550,257 $ 11,500 $ 5,688 1,842,640 867,193 88,992 942,279 12,169 48,035 36,189 113,958 (120,236) 398,906 4,247,313 $ 25,000 $ 8,300 3,059,385 877,573 60,810 1,159,540 15,024 78,841 37,694 42,000 (124,151) 421,417 5,661,433 $ 2,200 (32,642) 20,012 4,000 (184,312) 4,036 200 7,000 40,000 3,845 24,485 (111,176) 0.0% 21.0% -1.1% 2.2% 6.2% N/A -18.9% 21.2% 0.3% 15.7% 48.8% 3.2% 5.5% -2.0% $ 275,714 $ 116,894 53,925 446,533 $ 300,850 $ 470,000 (120,306) 349,915 1,000,459 $ 300,850 $ 470,000 56,222 827,072 $ 300,850 $ 464,224 50,288 815,362 $ 409,700 $ 498,000 907,700 $ (108,850) (28,000) 56,222 (80,628) -36.2% -6.0% N/A 100.0% -9.7% ALL EXPENDITURES $ 14,223,887 $ 18,420,515 $ 18,440,219 $ 16,169,226 $ 19,488,306 $ (1,048,087) -5.7% TOTAL USES $ 14,223,887 $ 18,420,515 $ 18,440,219 $ 16,169,226 $ 19,488,306 $ (1,048,087) -5.7% FY 2015 REVISED FY 2015 FORECAST 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 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 503 AIR QUALITY GRANTS OPERATING 504 AIR QUALITY FEES OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 3,614,168 $ 3,614,168 $ 4,106,337 $ 4,106,337 $ 4,106,337 $ 4,106,337 $ 3,766,032 $ 3,766,032 $ 3,973,521 $ 3,973,521 $ (132,816) (132,816) -3.2% -3.2% $ FUND TOTAL SOURCES $ 11,905,317 $ 11,905,317 $ 11,361,342 $ 11,361,342 $ 11,361,342 $ 11,361,342 $ 11,477,728 $ 11,477,728 $ 12,083,786 $ 12,083,786 $ 722,444 722,444 6.4% 6.4% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING AIR QUAL MONITORING EQUIP NON RECURRING NON PROJECT 15,467,679 $ 15,243,760 $ 15,467,679 $ 15,243,760 $ FY 2015 FY 2015 REVISED FORECAST 16,057,307 $ 589,628 3.8% 16,057,307 $ 589,628 3.8% FY 2016 REVISED VS ADOPTED ADOPTED VAR % FUND TOTAL USES $ 788,158 $ 285,766 1,073,924 $ 788,158 $ 420,850 1,209,008 $ 807,862 $ 420,850 1,228,712 $ 807,862 $ 420,850 1,228,712 $ 810,957 $ 409,700 1,220,657 $ $ FUND TOTAL USES $ 3,584,039 $ 3,584,039 $ 4,106,337 $ 4,106,337 $ 4,106,337 $ 4,106,337 $ 3,766,032 $ 3,766,032 $ 3,973,521 $ 3,973,521 $ $ FUND TOTAL USES $ 9,485,005 $ 80,919 9,565,924 $ 11,361,342 $ 1,743,828 13,105,170 $ 11,361,342 $ 1,743,828 13,105,170 $ 10,507,203 $ 667,279 11,174,482 $ 12,083,397 $ 2,210,731 14,294,128 $ (722,055) (466,903) (1,188,958) -6.4% -26.8% -9.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 13,857,202 $ 366,685 $ 14,223,887 $ 16,255,837 $ 2,164,678 $ 18,420,515 $ 16,275,541 $ 2,164,678 $ 18,440,219 $ 15,081,097 $ 1,088,129 $ 16,169,226 $ 16,867,875 $ 2,620,431 $ 19,488,306 $ (592,334) (455,753) (1,048,087) -3.6% -21.1% -5.7% 503 AIR QUALITY GRANTS OPERATING 504 AIR QUALITY FEES OPERATING NON RECURRING NON PROJECT $ 15,519,485 $ 15,467,679 $ 15,519,485 $ 15,467,679 $ FY 2014 FY 2015 ACTUAL ADOPTED 217 (3,095) 11,150 8,055 132,816 132,816 -0.4% 2.6% N/A 0.7% 3.2% 3.2% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Air Quality Staffing by Program and Activity PROGRAM/ACTIVITY FY 2014 ADOPTED 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 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 2.00 32.75 16.05 38.10 12.00 100.90 2.00 29.35 18.85 38.70 12.00 100.90 3.00 29.15 18.85 38.40 12.00 101.40 3.00 29.15 18.85 38.40 12.00 101.40 3.00 29.13 18.85 38.40 12.00 101.38 (.03) (.03) 0.0% (0.1%) 0.0% 0.0% 0.0% 0.0% 3.60 36.10 .50 40.20 141.10 4.00 3.10 5.00 .50 28.00 40.60 141.50 4.50 2.00 6.00 .50 28.75 41.75 143.15 4.00 2.00 6.00 .50 28.75 41.25 142.65 4.49 2.00 6.00 .50 30.75 43.74 145.12 (.01) 2.00 1.99 1.97 (0.2%) 0.0% 0.0% 0.0% 7.0% 4.8% 1.4% FY 2014 ADOPTED 1.00 8.00 3.00 2.00 4.00 3.00 1.00 6.00 2.00 1.00 39.00 6.00 1.00 2.00 1.00 1.00 4.00 1.00 18.00 2.00 1.00 1.00 .60 13.00 1.00 1.00 2.00 10.00 1.00 1.00 1.00 .50 2.00 141.10 FY 2015 ADOPTED 1.00 8.00 3.00 2.00 3.00 3.00 1.00 1.00 6.00 2.00 1.00 31.00 6.00 7.00 1.00 1.00 2.00 1.00 1.00 4.00 1.00 2.00 18.00 1.00 1.00 1.00 1.00 1.00 11.00 1.00 1.00 1.00 1.00 11.00 1.00 1.00 .50 2.00 141.50 Staffing by Market Range Title MARKET RANGE TITLE Accountant Admin/Operations Specialist Administrative Manager Administrative Staff Supv 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 Planner Senior 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 Communicatn Officer Supervisor Deputy Director - Air Quality Development Services Supervisor Development Svcs Technician Development Svcs Technician Ld Development Svcs Technician Sr 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 Title Examiner Trainer Department Total 218 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 7.50 7.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 3.00 3.00 2.00 2.00 2.00 2.00 1.00 1.00 3.75 6.75 3.00 2.00 2.00 1.00 1.00 30.40 30.40 9.00 9.00 7.00 7.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 16.00 16.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00 11.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00 11.00 1.00 1.00 .50 .50 1.00 1.00 143.15 142.65 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 7.49 (.01) (0.1%) 1.00 0.0% 1.00 0.0% 2.00 0.0% 2.00 0.0% 3.00 0.0% 2.00 0.0% 2.00 0.0% 1.00 0.0% 7.75 4.00 106.7% (3.00) (100.0%) 2.00 0.0% 1.00 0.0% 30.38 (.03) (0.1%) 9.00 0.0% 7.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 1.00 100.0% (1.00) (100.0%) 1.00 0.0% 1.00 0.0% 4.00 0.0% (1.00) (100.0%) (1.00) (100.0%) 1.00 0.0% 3.00 0.0% 16.00 0.0% 1.00 0.0% N/A 1.00 0.0% 1.00 0.0% 1.00 0.0% 12.00 1.00 9.1% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 11.00 0.0% 1.00 0.0% N/A N/A .50 0.0% 2.00 2.00 N/A 1.00 0.0% 145.12 1.97 1.4% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Air Quality Staffing by Fund DEPARTMENT/FUND 503 AIR QUALITY GRANTS 504 AIR QUALITY FEES Department Total FY 2014 ADOPTED 20.60 120.50 141.10 FY 2015 ADOPTED 20.00 121.50 141.50 FY 2015 FY 2015 REVISED FORECAST 20.00 20.00 123.15 122.65 143.15 142.65 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 21.00 1.00 5.0% 124.12 .97 0.8% 145.12 1.97 1.4% General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) Operating • Increase Personal Services Allocation In by $3,095 for the impact of additional eight (8) hours in FY 2016 from the Air Quality Fee Fund (504). General Fund (100) Air Quality Monitoring Equipment • The FY 2016 Air Quality Monitoring Equipment budget for $409,700 includes: o $12,053 for (1) Carbon monoxide analyzer. o $55,053 for (4) Ozone analyzers. o $14,053 for (1) Sulfur dioxide analyzer. o $18,053 for (1) Hydrogen sulfide analyzer. o $15,053 for (1) Lead analyzer. o $87,055 for (3) PM-10 Continuous analyzers. o $18,062 for (1) PM-2.5 Continuous analyzers. o $48,053 for (3) PM Non-Compliance analyzers. o $32,053 for (2) Multi-gas calibrators. o $27,053 for (4) Zero air calibrators. o $27,053 for (2) O3 Transfer standard calibrators. o $33,053 for (3) Data Loggers. o $20,053 for (1) Air toxicity monitor. Air Quality Grant Fund (503) Operating • Decrease Regular Benefits by $978 for the impact of the changes in retirement contribution rates. • Increase General Supplies by $978 to offset the decrease in retirement contributions. • Decrease revenue and expenditures by $132,816 for grant reconciliation. Air Quality Fees Fund (504) Operating • • • • • • • Decrease Regular Benefits by $6,972 for the impact of the changes in retirement contribution rates. Decrease Personal Services and Other Services by $109,207 to absorb Risk Management charges. Increase General Supplies by $6,972 to offset the decrease in retirement contributions. Decrease Personal Services Allocation In by $6,309 for OET RDSA IT charges. Decrease Services Allocations by $11,760 for OET RDSA IT charges. Increase Other Services by $5,451 for OET RDSA IT charges. Increase Internal Service Charges by $109,207 for the impact of the changes in risk management charges. 219 Maricopa County Annual Business Strategies FY 2016 Adopted Budget • • • Department Strategic Plans and Budgets Air Quality Increase Personal Services Allocation Out by $3,095 for the impact of additional eight (8) hours in FY 2016 to the General Fund (100). Increase revenues by $722,444 for increases in program volume. Increase expenditures by $737,768 to maintain structural balance. Air Quality Fees Fund (504) Non Recurring Non Project • The FY 2016 Non Recurring Non Project budget for $2,210,731 includes: o $192,761 for Developer Tools, AA 7.3 Enhancement License, ESX Server, OS Windows 2003 Upgrade, ARC GIS Server, ARC GIS Desktop, System Tools, Desktop, GIS Workstations, Laptop Replacements, and Monitor Replacements. o $950,000 carry forward for an Air Quality Improvement Project as designated by the Queen Creek Environmental Settlement received in FY 2013. o $69,970 for education and public information designated by the Fisher Settlement. o $56,579 carry forward for the completion of the Accela Information System. o $143,421 in new funding for completion of the Accela Information System. o $498,000 for the replacement of 12 fleet pickup trucks. o $300,000 for rules, permit, and engineering consultation. 220 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Air Quality Programs and Activities Air Quality Program The purpose of the Air Quality Program is to provide air pollution information and regulatory services to industry, other governmental agencies, and the general public so they can effectively contribute to the attainment of the national ambient air quality standards. Program Results Measure Description For all major employer sites combined, the average percent, “Trip Rate for employees/students that use an alternative mode of commuting”. Percentage of major employer sites with a “Trip Rate for employees/students that use an alternative mode of commuting”, of 40% or higher. Percentage of permit actions completed within the Department’s timeliness standards. Percentage of large source inspections in compliance. Percentage of non-title V permit action requests completed within the Department's timeliness standards. Percentage of general permit action requests completed within the Department's timeliness standards. Percentage of small source inspections in compliance. Percentage of small source enforcement cases resolved in 60 days. Percentage of dust control inspections in compliance. Percentage of dust control enforcement cases resolved in 60 days. Percent of contacts from media sources responded to within four business hours. Percent of requests for information from media sources responded to within 20 business hours. FY 2014 ACTUAL 29.0% FY 2015 FY 2015 REVISED FORECAST 39.1% 39.1% FY 2016 ADOPTED 39.1% REV VS ADOPTED VAR % 0.0% 0.0% 8.9% 9.2% 9.2% 9.2% 0.0% 0.0% 80.0% 100.0% 100.0% 100.0% 0.0% 0.0% 82.1% 87.5% 84.4% 87.5% 0.0% 0.0% 81.7% 79.8% 87.6% 79.8% 0.0% 0.0% 100.0% 100.0% 99.7% 100.0% 0.0% 0.0% 84.9% 90.4% 85.1% 90.9% 0.6% 0.6% 40.7% 100.0% 71.9% 100.0% 0.0% 0.0% 92.6% 91.8% 92.1% 91.6% (0.2%) -0.2% 41.8% 100.0% 63.5% 97.5% (2.5%) -2.5% 100.0% 100.0% 97.7% 100.0% 0.0% 0.0% 82.2% 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. 221 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2016 Adopted Budget Mandates: Administrative mandate. Measure Type Result Result Output Demand Expenditure Ratio Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of contacts from media sources 100.0% 100.0% 97.7% 100.0% 0.0% 0.0% responded to within four business hours. Percent of requests for information from 82.2% 100.0% 100.0% 100.0% 0.0% 0.0% media sources responded to within 20 business hours. Total Number of responses to requests for 139 200 318 200 0.0% information from media sources. Total Number of requests for information from 166 200 177 200 0.0% media sources. Total Public Information Office Expenditure per $ 1,941.94 $ 2,712.42 $ 2,164.60 $ 2,802.46 $ (90.03) -3.3% response to requests for information from media sources. Expenditure 504 - AIR QUALITY FEES TOTAL USES $ $ 269,929 269,929 $ $ 542,484 542,484 $ $ 688,343 688,343 $ $ 560,491 560,491 $ $ (18,007) (18,007) -3.3% -3.3% Activity Narrative: The Air Quality Public Information Activity supports the Department in meeting 100% of the demand. FY 2016 expenditures are increasing 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 which states the problem of air quality in the state of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 which states State and County jurisdiction. 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 2014 ACTUAL 92.6% $ FY 2015 FY 2015 REVISED FORECAST 91.8% 92.1% FY 2016 ADOPTED 91.6% REV VS ADOPTED VAR % (0.2%) -0.2% 41.8% 100.0% 63.5% 97.5% 7,835 6,764 7,351 6,780 16 0.2% 361 156 233 160 4 2.6% 6,561 6,764 6,932 6,780 16 0.2% 293 220 255 230 10 4.5% 11.43 2.8% 284.82 $ 415.12 $ 316.74 $ (2.5%) 403.70 $ 503 - AIR QUALITY GRANTS 504 - AIR QUALITY FEES TOTAL SOURCES $ 1,242,087 5,382,437 $ 6,624,524 $ 1,332,029 4,472,308 $ 5,804,337 $ 1,295,865 4,851,367 $ 6,147,232 $ 1,309,217 5,250,777 $ 6,559,994 $ 503 - AIR QUALITY GRANTS 504 - AIR QUALITY FEES TOTAL USES $ $ 1,303,515 1,504,376 $ 2,807,891 $ 1,214,828 1,113,559 $ 2,328,387 $ 1,238,061 1,498,995 $ 2,737,056 $ $ -2.5% (22,812) 778,469 755,657 -1.7% 17.4% 13.0% 65,454 5,381 70,835 5.0% 0.4% 2.5% Expenditure 944,430 1,287,103 $ 2,231,533 222 $ Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activity Narrative: FY 2016 revenue for the Dust Control Permit Regulation activity is expected to increase due to an anticipated growth in compliance inspections and permit volume. The FY 2016 decrease in expenditures is the result of process improvement efficiencies and personnel savings. 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 which states the problem of air quality in the state of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 which states State and County jurisdiction. Measure Type Result Result Output Output Demand Demand Expenditure Ratio FY 2016 FY 2014 FY 2015 FY 2015 Measure REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 100.0% 100.0% 0.0% 0.0% 100.0% 80.0% Percentage of permit actions completed within the Department’s timeliness standards. 87.5% 0.0% 0.0% Percentage of large source inspections in 84.4% 82.1% 87.5% compliance. 8 0.0% 10 8 Number of completed large source (Title V) 5 permit actions provided. 32 32 0.0% 32 28 Number of large source compliance inspections completed. 8 12 8 0.0% Number of requests for Title V permit actions. 9 32 0.0% 32 32 Number of large sources compliance 32 inspections required. 2.3% Total Large Source Permit Regulation Activity $ 185,264.99 $ 309,421.00 $ 137,317.30 $ 302,340.13 $ 7,080.88 Expenditure per number of Title V permit actions provided. Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ 1,220,844 $ 1,220,844 $ 1,313,782 $ 1,313,782 $ 1,308,052 $ 1,308,052 $ 1,341,054 $ 1,341,054 $ $ 27,272 27,272 2.1% 2.1% 504 - AIR QUALITY FEES TOTAL USES $ $ $ 2,475,368 $ 2,475,368 $ 1,373,173 $ 1,373,173 $ 2,418,721 $ 2,418,721 $ $ 56,647 56,647 2.3% 2.3% Expenditure 926,362 926,362 Activity Narrative: The growth in Activity revenue for FY 2016 is due to an increase in the cost to the consumer of Title V Permit Fees. The decrease in expenditures is due to the partial completion of non recurring items relating to the Queen Creek and Fisher legal settlements. 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 which states the problem of air quality in the state of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 which states State and County jurisdiction. 223 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL 81.7% $ FY 2015 FY 2015 REVISED FORECAST 79.8% 87.6% REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 79.8% 100.0% 100.0% 99.7% 100.0% 0.0% 0.0% 84.9% 90.4% 85.1% 90.9% 0.6% 0.6% 40.7% 100.0% 71.9% 100.0% 0.0% 0.0% 531 496 482 496 1,741 1,040 662 1,000 (40) -3.8% 2,979 2,576 2,551 2,560 (16) -0.6% 396 376 221 376 - 0.0% 507 468 438 468 - 0.0% 2,563 2,576 2,552 2,576 - 0.0% 335 332 256 332 - 0.0% 1,738 316 647 316 - 0.0% 4,810.28 $ 5,806.91 $ 5,871.80 $ - 0.0% 5,704.61 $ 102.30 1.8% Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ 5,293,852 $ 5,293,852 $ 5,541,208 $ 5,541,208 $ 5,255,720 $ 5,255,720 $ 5,439,911 $ 5,439,911 $ $ (101,297) (101,297) -1.8% -1.8% 504 - AIR QUALITY FEES TOTAL USES $ 2,554,260 $ 2,554,260 $ 2,880,227 $ 2,880,227 $ 2,830,207 $ 2,830,207 $ 2,829,487 $ 2,829,487 $ $ 50,740 50,740 1.8% 1.8% Expenditure Activity Narrative: The FY 2016 revenue decrease is due to a reduction in small source compliance permitted sources. FY 2016 expenditures are declining due to an increase in personnel savings and a decrease in service costs. Trip Reduction Activity The purpose of the Trip Reduction Activity is to provide educational services and compliance assistance on strategically incentivized annual Trip Reduction Plans to major employers so they can promote alternative modes of commuting and reduce air pollution. Mandates: A.R.S. § 49-581 which states the travel reduction program. 224 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % For all major employer sites combined, the 29.0% 39.1% 39.1% 39.1% 0.0% 0.0% average percent, “Trip Rate for employees/students that use an alternative mode of commuting”. Percentage of major employer sites with a 8.9% 9.2% 9.2% 9.2% 0.0% 0.0% “Trip Rate for employees/students that use an alternative mode of commuting”, of 40% or higher. 3,100 3,100 0.0% Number of major employer sites that received 1,185 3,100 Trip Reduction Program services. 3,100 3,100 Number of major employer sites requesting 3,034 3,100 0.0% Trip Reduction Program services. 437.96 $ 573.13 $ (1.39) -0.2% Total Trip Reduction Program Expenditure per $ 1,404.47 $ 571.74 $ major employer site that received Trip Reduction Program services. Revenue 503 - AIR QUALITY GRANTS TOTAL SOURCES $ 1,463,880 $ 1,463,880 $ 1,800,242 $ 1,800,242 $ 1,812,807 $ 1,812,807 $ 1,800,242 $ 1,800,242 $ $ 503 - AIR QUALITY GRANTS TOTAL USES $ 1,664,297 $ 1,664,297 $ 1,772,380 $ 1,772,380 $ 1,357,680 $ 1,357,680 $ 1,776,691 $ 1,776,691 $ $ - 0.0% 0.0% Expenditure (4,311) (4,311) -0.2% -0.2% Activity Narrative: Revenue is expected to remain flat from FY 2015 to FY 2016 due to the static demand in the Trip Reduction Activity. The FY 2016 expenditure increase is due to an annualized increase in the retirement and benefit costs associated with the program’s employees. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 788,158 $ - $ 19,704 $ 19,704 - FY 2015 Revised Budget $ 807,862 $ - FY 2016 Baseline Budget $ 807,862 $ - $ 3,095 $ 3,095 - $ 810,957 $ 0.4% - Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan Adjustments: Reallocations Reallocation Between Funds Increase Personal Services Allocation In from Fee Fund Agenda Item: C-49-15-002-2-00 Agenda Item: $ FY 2016 Adopted Budget Percent Change from Baseline Amount 225 3,095 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Air Quality General Fund (100) (continued) Expenditures Revenue AIR QUAL MONITORING EQUIP FY 2015 Adopted Budget $ 420,850 $ - FY 2015 Revised Budget $ 420,850 $ - $ (420,850) $ (420,850) - $ - $ - $ 409,700 $ 409,700 - $ 409,700 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Carbon Monoxide Analyzer Ozone Analyzers (4) Sulfur Dioxide Analyzer Hydrogen Sulfide Analyzer Lead Analyzer PM-10 Continuous Analyzers (3) PM-2.5 Analyzer PM Non-Compliance Analyzers (3) Multi-Gas Calibrators (2) Zero Air Calilbrator (4) O3 Transfer Standard Calibrators (2) Data Loggers (3) Air Toxicity Monitor Agenda Item: $ 15,053 55,053 14,053 18,053 15,053 87,055 18,062 48,053 32,053 27,053 27,053 33,053 20,053 FY 2016 Adopted Budget Air Quality Grant Fund (503) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 4,106,337 $ 4,106,337 FY 2015 Revised Budget $ 4,106,337 $ 4,106,337 FY 2016 Baseline Budget $ 4,106,337 $ 4,106,337 $ (978) $ (978) 978 $ 978 - Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase General Supplies to Offset Retirement Decrease Grants Grant Reconciliation Agenda Item: $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount 226 978 $ (132,816) $ (132,816) (132,816) (132,816) $ 3,973,521 $ -3.2% 3,973,521 -3.2% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Grant Fund (503) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED (221,927) $ FY 2015 REVISED (221,927) $ FY 2015 FORECAST Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 3,614,168 3,614,168 $ $ 4,106,337 4,106,337 $ $ 4,106,337 4,106,337 $ $ 3,766,032 3,766,032 $ $ 3,973,521 3,973,521 Uses: Operating Total Uses: $ $ 3,584,039 3,584,039 $ $ 4,106,337 4,106,337 $ $ 4,106,337 4,106,337 $ $ 3,766,032 3,766,032 $ $ 3,973,521 3,973,521 Structural Balance $ 30,129 $ - $ - $ - $ - Accounting Adjustments $ (4) $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (191,802) (191,802) $ (221,927) (221,927) $ (221,927) $ FY 2016 ADOPTED (191,802) $ (221,927) (221,927) $ (191,802) (191,802) $ (191,802) (191,802) (191,802) 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. Air Quality Fee Fund (504) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 11,361,342 $ 11,361,342 FY 2015 Revised Budget $ 11,361,342 $ 11,361,342 FY 2016 Baseline Budget $ 11,361,342 $ 11,361,342 $ (6,972) $ (6,972) (5,646) $ (114,853) - Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Personal Services and Other Services to Absorb Risk Management Charges Increase General Supplies to Offset the Decrease In Retirement Contributions Decrease Personal Services Allocation for OET RDSA IT Decrease Services Allocations for OET RDSA Increase Other Services to Offset Additional OET RDSA IT Internal Service Charges Increase Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Increase Personal Services Allocation Out to General Fund FY 2016 Adopted Budget Percent Change from Baseline Amount $ $ (109,207) 6,972 (6,309) (11,760) 5,451 $ 109,207 109,207 $ $ $ 737,768 $ 737,768 (3,095) $ (3,095) 722,444 722,444 - 12,083,397 $ 6.4% 12,083,786 6.4% (3,095) $ 227 - Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Fee Fund (504) (continued) Revenue Expenditures NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 1,743,828 $ - FY 2015 Revised Budget $ 1,743,828 $ - $ (1,743,828) $ (298,858) (1,444,970) - $ - $ - Adjustments: Non Recurring Non Recurring Carry Forward Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Agenda Item: Information and Communications Technology Other IT Non Recurring Developer Tools, AA 7.3 Enhancement License, ESX Server, OS Windows 2003 Upgrade, ARC GIS Server, ARC GIS Desk top, System Tools, Desk top, GIS Work stations, Laptop Replacements, and Monitor Replacements Non Recurring Non Recurring Carry Forward Queen Creek Environmental Settlement Fisher Settlement Completion of Accela Information System Other Non Recurring Completion of Accela Information System Replace (12) Truck s in the Air Quality Fleet Rules, Permit, and Engineering Consultation 192,761 $ - 192,761 $ $ 950,000 69,970 56,579 $ 143,421 498,000 300,000 2,017,970 $ 1,076,549 - 941,421 $ FY 2016 Adopted Budget - 2,210,731 $ - Air Quality Fee Fund (504) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 7,998,654 $ 7,425,761 $ 7,425,761 $ 10,338,052 $ 10,641,298 Sources: Operating Total Sources: $ $ 11,905,317 11,905,317 $ $ 11,361,342 11,361,342 $ $ 11,361,342 11,361,342 $ $ 11,477,728 11,477,728 $ $ 12,083,786 12,083,786 $ $ $ $ 10,507,203 667,279 11,174,482 $ $ 11,361,342 1,743,828 13,105,170 $ $ 11,361,342 1,743,828 13,105,170 $ 12,083,397 2,210,731 14,294,128 Uses: Operating Non-Recurring Total Uses: $ 9,485,005 80,919 9,565,924 Structural Balance $ 2,420,312 $ - $ - $ 970,525 $ 389 Accounting Adjustments $ 5 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 10,338,052 10,338,052 $ $ 5,681,933 5,681,933 $ $ 5,681,933 5,681,933 $ $ 10,641,298 10,641,298 $ $ 8,430,956 8,430,956 228 Maricopa County Annual Business Strategies FY 2016 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 The Animal Care and Control Strategic Business Plan is under review. New goals will be provided in FY 2017 that will consider stakeholder recommendations while facilitating the Board of Supervisor’s approved strategies. 229 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % ACEF - ANIMAL CONTROL ENFORCEMENT 79AC - ANIMAL CONTROL $ $ 3,946,192 $ 3,946,192 $ 3,453,314 $ 3,453,314 $ 3,453,314 $ 3,453,314 $ 3,452,223 $ 3,452,223 $ 3,443,084 $ 3,443,084 $ (10,230) (10,230) -0.3% -0.3% PETA - PET ADOPTION 79AP - PET ADOPTION $ $ 1,716,954 $ 1,716,954 $ 1,806,186 $ 1,806,186 $ 1,806,186 $ 1,806,186 $ 1,749,800 $ 1,749,800 $ 1,725,944 $ 1,725,944 $ (80,242) (80,242) -4.4% -4.4% DOGL - DOG LICENSING 79PL - PET LICENSING $ $ 7,384,464 $ 7,384,464 $ 7,017,638 $ 7,017,638 $ 7,017,638 $ 7,017,638 $ 7,564,431 $ 7,564,431 $ 7,042,880 $ 7,042,880 $ 25,242 25,242 0.4% 0.4% LCSN - LOW COST SPAY NEUTER 79SN - COMMUNITY OUTREACH $ $ 903,300 $ 903,300 $ 1,480,957 $ 1,480,957 $ 1,480,957 $ 1,480,957 $ 1,384,951 $ 1,384,951 $ 697,552 $ 697,552 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 4,073 $ 4,073 $ 17,408 $ 17,408 $ 17,408 $ 17,408 $ 16,516 $ 16,516 $ 24,438 $ 24,438 $ TOTAL PROGRAMS $ 13,954,983 $ 13,775,503 $ 13,775,503 $ 14,167,921 $ 12,933,898 $ (841,605) -6.1% (783,405) (783,405) 7,030 7,030 -52.9% -52.9% 40.4% 40.4% USES ACEF - ANIMAL CONTROL ENFORCEMENT 79AC - ANIMAL CONTROL $ $ 2,917,064 $ 2,917,064 $ 3,434,412 $ 3,434,412 $ 3,458,205 $ 3,458,205 $ 2,982,223 $ 2,982,223 $ 3,556,126 $ 3,556,126 $ (97,921) (97,921) -2.8% -2.8% PETA - PET ADOPTION 79AP - PET ADOPTION $ $ 5,284,600 $ 5,284,600 $ 4,873,526 $ 4,873,526 $ 5,487,388 $ 5,487,388 $ 5,544,289 $ 5,544,289 $ 5,002,346 $ 5,002,346 $ 485,042 485,042 8.8% 8.8% DOGL - DOG LICENSING 79PL - PET LICENSING $ $ 1,757,510 $ 1,757,510 $ 1,451,128 $ 1,451,128 $ 1,479,956 $ 1,479,956 $ 1,963,591 $ 1,963,591 $ 1,038,724 $ 1,038,724 $ 441,232 441,232 29.8% 29.8% LCSN - LOW COST SPAY NEUTER 79SN - COMMUNITY OUTREACH $ $ 1,804,600 $ 1,804,600 $ 1,373,679 $ 1,373,679 $ 1,372,292 $ 1,372,292 $ 1,370,495 $ 1,370,495 $ 709,960 $ 709,960 $ 662,332 662,332 48.3% 48.3% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 1,269,251 $ 78,762 630,592 64,598 2,043,203 $ 1,153,694 $ 54,210 630,672 45,848 1,884,424 $ 1,179,500 $ 54,957 544,601 46,480 1,825,538 $ 1,190,197 $ 57,097 697,985 5,502 (12,614) 1,938,167 $ 1,241,766 $ 82,118 349,398 226,873 152,340 2,052,495 $ (62,266) (27,161) 195,203 (226,873) 46,480 (152,340) (226,957) -5.3% -49.4% 35.8% N/A 100.0% N/A -12.4% 978,503 $ 298,944 1,277,447 $ 1,117,577 $ 122,384 49,930 1,289,891 $ 1,117,577 $ 122,384 49,930 1,289,891 $ 1,037,180 $ 46,583 113,917 1,197,680 $ 1,006,139 $ 160,988 189,532 1,356,659 $ 111,438 (38,604) (139,602) (66,768) 10.0% -31.5% N/A -279.6% -5.2% $ - $ 88,501 88,501 $ - $ 52,048 52,048 $ - $ 58,132 58,132 $ - $ 18,965 18,965 $ 467 $ 270,940 271,407 $ (467) (212,808) (213,275) N/A -366.1% -366.9% TOTAL PROGRAMS $ 15,172,925 $ 14,359,108 $ 14,971,402 $ 15,015,410 $ 13,987,717 $ $ CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ GISA - GIS APPLICATION DEV AND SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 230 983,685 6.6% Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category FY 2014 ACTUAL CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2015 ADOPTED FY 2015 REVISED FY 2016 ADOPTED $ SUBTOTAL $ 7,384,464 7,384,464 $ $ $ SUBTOTAL $ 55 55 $ $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 4,051,970 1,350,367 5,402,337 $ $ $ SUBTOTAL $ 5,415 5,415 $ $ $ $ SUBTOTAL $ 4,073 1,158,639 1,162,712 $ ALL REVENUES $ 13,954,983 $ 13,775,503 $ 13,775,503 $ 14,167,921 $ TOTAL SOURCES $ 13,954,983 FY 2014 ACTUAL $ 13,775,503 $ FY 2015 ADOPTED 13,775,503 FY 2015 REVISED $ 14,167,921 FY 2015 FORECAST $ INTERGOVERNMENTAL 0615 - GRANTS FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 7,034,506 7,034,506 FY 2015 FORECAST REVISED VS ADOPTED VAR % $ $ 7,034,506 7,034,506 $ $ 7,581,873 7,581,873 $ $ 7,080,554 7,080,554 $ $ 46,048 46,048 0.7% 0.7% - $ - $ - $ $ 10,000 10,000 $ $ - $ $ - N/A N/A $ $ 3,656,499 1,348,982 5,005,481 $ $ 3,436,494 1,404,226 4,840,720 $ 3,401,710 $ 1,710,032 5,111,742 $ 3,646 $ 3,646 $ 3,646 3,646 $ $ 3,452 3,452 $ $ 3,700 $ 3,700 $ 3,436,494 1,404,226 4,840,720 27,638 1,868,993 1,896,631 $ $ $ 27,638 $ 1,868,993 1,896,631 $ 780,606 $ 786,509 1,567,115 $ 24,438 713,464 737,902 $ (34,784) 305,806 271,022 54 54 -1.0% 21.8% 5.6% 1.5% 1.5% $ (3,200) (1,155,529) (1,158,729) -11.6% -61.8% -61.1% 12,933,898 $ (841,605) -6.1% 12,933,898 $ (841,605) -6.1% REVISED VS ADOPTED FY 2016 ADOPTED VAR % 5,393,504 $ 220,273 2,633,437 51,525 (695,320) 809,214 8,412,633 $ 5,995,736 $ 89,712 2,824,968 14,220 (493,181) 612,549 9,044,004 $ 5,935,471 $ 102,741 2,847,960 206,109 (493,181) 615,881 9,214,981 $ 5,875,526 $ 161,777 2,734,843 53,517 (1,099,510) 1,268,997 8,995,150 $ 6,025,771 $ 63,361 92,000 2,991,845 40,500 (409,577) 770,351 9,574,251 $ (90,300) (63,361) 10,741 (143,885) 165,609 (83,604) (154,470) (359,270) -1.5% N/A 10.5% -5.1% 80.4% -17.0% -25.1% -3.9% SUBTOTAL $ 263,692 $ 685,384 178,726 6,672 (71,537) 81,028 1,143,965 $ 163,648 $ 309,959 194,507 42,000 1,063 711,177 $ 163,648 $ 309,959 194,507 42,000 1,063 711,177 $ 203,682 $ 436,021 190,031 19,260 (24,841) 26,144 850,297 $ 337,203 $ 113,484 132,251 26,370 609,308 $ (173,555) 196,475 62,256 15,630 1,063 101,869 -106.1% 63.4% 32.0% 37.2% N/A 100.0% 14.3% SERVICES 0809 - DAMAGES PAID $ 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ - $ 1,307,175 926,302 24,577 98,036 1,413,739 9,227 2,912 192,638 318,900 (255,996) 258,382 4,295,892 $ - $ 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 $ - $ 790,763 475,420 16,164 64,457 1,315,628 6,780 7,000 147,860 268,782 (78,922) 79,586 3,093,518 $ 1,000 $ 10,771 771,611 1,113,411 19,990 47,917 18,167 1,417,200 6,608 2,674 129,454 262,163 (873,261) 843,150 3,770,855 $ - $ 143,299 34,413 231,503 1,199,375 8,153 13,715 146,070 192,671 86,718 2,055,917 $ 790,763 332,121 (18,249) (167,046) 116,253 (1,373) (6,715) 1,790 76,111 (78,922) (7,132) 1,037,601 N/A N/A 100.0% 69.9% -112.9% -259.2% N/A 8.8% -20.3% -95.9% 1.2% 28.3% -100.0% -9.0% 33.5% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ - $ 180,490 180,490 $ - $ 12,000 324,192 336,192 $ 400,000 $ 12,000 324,192 736,192 $ 250,000 $ 8,548 258,548 $ 274,508 $ 8,865 325,000 608,373 $ 125,492 3,135 (808) 127,819 31.4% 26.1% -0.2% 17.4% ALL EXPENDITURES $ 14,032,980 $ 13,218,548 $ 13,755,868 $ 13,874,850 $ 12,847,849 $ 908,019 6.6% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,139,945 $ 1,139,945 $ 1,140,560 $ 1,140,560 $ 1,215,534 $ 1,215,534 $ 1,140,560 $ 1,140,560 $ 1,139,868 $ 1,139,868 $ 75,666 75,666 6.2% 6.2% TOTAL USES $ 15,172,925 $ 14,359,108 $ 14,971,402 $ 15,015,410 $ 13,987,717 $ 983,685 6.6% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 231 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Fund and Function FY 2014 ACTUAL FUND / FUNCTION CLASS 573 ANIMAL CONTROL GRANTS OPERATING $ FUND TOTAL SOURCES $ 572 ANIMAL CONTROL LICENSE SHELTER OPERATING $ FUND TOTAL SOURCES $ 574 ANIMAL CONTROL FIELD OPERATION OPERATING $ FUND TOTAL SOURCES $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VAR % FY 2016 ADOPTED 948,994 $ 948,994 $ 1,539,157 $ 1,539,157 $ 1,539,157 $ 1,539,157 $ 71,412 $ 71,412 $ - $ - $ 9,049,612 $ 9,049,612 $ 8,783,032 $ 8,783,032 $ 8,783,032 $ 8,783,032 $ 10,644,286 $ 10,644,286 $ 9,480,584 $ 9,480,584 $ 697,552 697,552 7.9% 7.9% 3,956,377 $ 3,956,377 $ 3,453,314 $ 3,453,314 $ 3,453,314 $ 3,453,314 $ 3,452,223 $ 3,452,223 $ 3,453,314 $ 3,453,314 $ - 0.0% 0.0% 13,954,983 $ 13,954,983 $ FY 2014 ACTUAL 13,775,503 $ 13,775,503 $ FY 2015 ADOPTED 13,775,503 $ 13,775,503 $ FY 2015 REVISED 14,167,921 $ 14,167,921 $ FY 2015 FORECAST $ FUND TOTAL USES $ 258,954 $ 258,954 $ 258,954 $ 258,954 $ 258,954 $ 258,954 $ 258,954 $ 258,954 $ 258,954 $ 258,954 $ - 0.0% 0.0% $ 1,668,081 $ 300,000 1,968,081 $ 1,539,157 $ 1,539,157 $ 1,539,157 $ 1,539,157 $ - $ - $ - $ - $ 1,539,157 1,539,157 100.0% N/A 100.0% 9,360,212 $ 9,360,212 $ 8,783,032 $ 8,783,032 $ 8,783,032 $ 612,294 9,395,326 $ 10,976,210 $ 387,320 11,363,530 $ 9,480,584 $ 502,426 9,983,010 $ (697,552) 109,868 (587,684) -7.9% 17.9% -6.3% $ 3,398,576 $ 187,102 3,585,678 $ 3,399,773 $ 378,192 3,777,965 $ 3,399,773 $ 378,192 3,777,965 $ 3,389,035 $ 3,891 3,392,926 $ 3,399,773 $ 345,980 3,745,753 $ 32,212 32,212 0.0% 8.5% 0.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 14,685,823 $ 487,102 $ 15,172,925 $ 13,980,916 $ 378,192 $ 14,359,108 $ 13,980,916 $ 990,486 $ 14,971,402 $ 14,624,199 $ 391,211 $ 15,015,410 $ 13,139,311 $ 848,406 $ 13,987,717 $ 841,605 142,080 983,685 6.0% 14.3% 6.6% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 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 $ $ $ $ (1,539,157) -100.0% (1,539,157) -100.0% 12,933,898 $ (841,605) -6.1% 12,933,898 $ (841,605) -6.1% FY 2016 REVISED VS ADOPTED ADOPTED VAR % 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 OPERATIONS SUPPORT PROCUREMENT PROGRAM TOTAL INFORMATION TECHNOLOGY TECHNOLOGY SUPPORT PROGRAM TOTAL PET ADOPTION PET ADOPTION PROGRAM TOTAL PET LICENSING DOG LICENSING PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VAR % VARIANCE 50.00 50.00 51.00 51.00 50.00 50.00 50.00 50.00 50.00 50.00 - 0.0% 0.0% 6.00 6.00 8.00 8.00 .00 - - 11.00 11.00 11.00 11.00 N/A N/A 2.00 5.00 1.00 1.00 9.00 3.00 3.00 1.00 1.00 8.00 4.00 3.00 1.00 .00 .00 8.00 4.00 4.00 1.00 9.00 3.00 1.00 1.00 2.00 7.00 (1.00) (2.00) 2.00 (1.00) (25.0%) (66.7%) 0.0% N/A N/A (12.5%) 1.00 1.00 1.00 1.00 .00 - - - - N/A N/A 82.00 82.00 85.00 85.00 95.00 95.00 95.00 95.00 84.00 84.00 (11.00) (11.00) (11.6%) (11.6%) 17.00 17.00 165.00 17.00 17.00 170.00 17.00 17.00 170.00 17.00 17.00 171.00 17.00 17.00 169.00 (1.00) 0.0% 0.0% (0.6%) 232 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Animal Care & 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 Lead Chief Veterinarian Communicatn Ofcr/Govt Liaison Custodian Deputy Director - Animal Care & Control Dispatcher Finance Manager Finance/Business Analyst Human Resources Analyst Intern Management Assistant Office Assistant Specialized Operations/Program Supervisor PC/LAN Technician - Senior/Lead Procurement Specialist Program Coordinator Trades Generalist Veterinarian Department Total FY 2014 ADOPTED FY 2015 ADOPTED 1.00 5.00 1.00 4.00 1.00 2.00 2.00 37.00 3.00 34.00 3.00 1.00 11.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 39.00 2.00 1.00 1.00 1.00 1.00 3.00 165.00 2.00 5.00 1.00 4.00 2.00 2.00 37.00 3.00 32.00 3.00 3.00 1.00 13.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 39.00 2.00 1.00 1.00 2.00 1.00 4.00 170.00 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 2.00 2.00 9.00 9.00 1.00 1.00 4.00 4.00 2.00 2.00 2.00 2.00 37.00 37.00 3.00 3.00 32.00 32.00 3.00 3.00 2.00 2.00 1.00 1.00 13.00 13.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 5.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 35.00 35.00 2.00 2.00 2.00 2.00 1.00 1.00 4.00 4.00 170.00 171.00 FY 2014 ADOPTED 106.00 9.00 50.00 165.00 FY 2015 ADOPTED 108.00 11.00 51.00 170.00 FY 2015 FY 2015 REVISED FORECAST 120.00 121.00 50.00 50.00 170.00 171.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 (1.00) (50.0%) 9.00 0.0% 1.00 0.0% 4.00 0.0% N/A 2.00 0.0% 2.00 0.0% 37.00 0.0% 3.00 0.0% 32.00 0.0% 3.00 0.0% 2.00 0.0% 1.00 0.0% 13.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 5.00 0.0% 1.00 0.0% N/A 1.00 0.0% N/A 1.00 0.0% 35.00 0.0% 2.00 0.0% N/A N/A 2.00 0.0% 1.00 0.0% 4.00 0.0% 169.00 (1.00) (0.6% ) REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 119.00 (1.00) (0.8%) N/A 50.00 0.0% 169.00 (1.00) (0.6% ) Staffing by Fund DEPARTMENT/FUND 572 ANIMAL CONTROL LICENSE SHELTER 573 ANIMAL CONTROL GRANTS 574 ANIMAL CONTROL FIELD OPERATION Department Total General Adjustments 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) • Decrease Regular Benefits by $3,864 for the impact of changes in retirement contribution rates. • Decrease Internal Service Charges by $18,410 for the impact of changes in risk management charges. • Increase Supplies by $544,468 due to negative entries in Public Programs. • Increase Services by $22,500 due to negative entries in Public Programs. • Decrease Medical Supplies by $341,995 in Medical Services due to negative entries in Public Programs. • Decrease General Supplies by $234,973 in West Shelter due to negative entries in Public Programs. 233 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control License/Shelter Fund (572) Non-Recurring • Increase Non Recurring by $502,426 for customer service personnel, infrastructure improvements, dental machine and East Shelter Improvements. Animal Control Field Operations Fund (574) • Decrease Regular Benefits by $1,805 for the impact of changes in retirement contribution rates. • Increase Services by $1,805 to bring fund back to baseline. Animal Control License/Shelter Fund (574) Non-Recurring • Increase Non Recurring by $345,980 for vehicle replacements, GPS monitoring systems and net guns. 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 2014 ACTUAL 100.0% 100.0% FY 2015 FY 2015 FORECAST REVISED 100.0% 100.0% FY 2016 ADOPTED 100.0% 100.1% 100.0% 100.0% REV VS ADOPTED % VAR 0.0% 0.0% 0.0% 0.0% Activities that comprise this program include: • Animal Control Enforcement Animal Control Enforcement Activity The purpose of the Animal Control Enforcement Activity is to provide animal complaint case resolution to contracted jurisdictions so they can ensure their citizens are free of animal related health and safety dangers in a timely manner. Mandates: A.R.S. §11-1007 establishes the powers and duties of the County enforcement agent. 234 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2016 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. FY 2014 ACTUAL 100.0% $ FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.1% 100.0% 0.0% 0.0% 34,393 5,296 34,394 35,000 5,800 35,000 37,049 5,445 37,043 39,600 5,000 40,000 4,600 (800) 5,000 13.1% -13.8% 14.3% 5,299 5,800 5,450 5,000 (800) -13.8% 84.82 $ 98.81 $ 80.49 $ 89.80 $ 9.00 9.1% 574 - ANIMAL CONTROL FIELD OPERATION TOTAL SOURCES $ 3,946,192 $ 3,453,314 $ 3,452,223 $ 3,443,084 $ (10,230) -0.3% $ 3,946,192 $ 3,453,314 $ 3,452,223 $ 3,443,084 $ (10,230) -0.3% 100 - GENERAL 574 - ANIMAL CONTROL FIELD OPERATION TOTAL USES $ $ $ $ 258,954 3,297,172 $ (97,921) 0.0% -3.1% $ 3,556,126 $ (97,921) -2.8% Expenditure 258,954 2,658,110 $ 2,917,064 258,954 3,199,251 $ 3,458,205 258,954 2,723,269 $ 2,982,223 Activity Narrative: The FY 2016 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. The number of cases requested is anticipated to increase due to the increased population of Maricopa County. The number of bite cases is anticipated to decrease due to increased spaying and neutering. Revenues are down slightly due to the decrease in fines and forfeits, while expenditures increased due to an increase in fixed benefits. 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 2014 ACTUAL 98.4% FY 2015 FY 2015 REVISED FORECAST 99.4% 96.4% FY 2016 ADOPTED 100.0% 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. 235 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2016 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 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 98.4% 99.4% 96.4% 100.0% 0.6% 0.6% 23,691 24,948 25,260 26,550 1,602 6.4% 3,192 2,418 2,254 2,550 132 5.5% 20,499 19,530 20,006 24,000 4,470 22.9% 25,068 24,000 25,092 26,000 2,000 8.3% 3,295 2,600 2,388 2,550 (50) -1.9% 23,077 21,000 21,901 24,000 3,000 14.3% $ 223.06 $ 219.95 $ 219.49 $ 188.41 $ 31.54 14.3% 573 - ANIMAL CONTROL GRANTS 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL SOURCES $ 43,228 1,673,726 $ 55,000 1,751,186 $ 1,749,800 $ 1,725,944 $ (55,000) (25,242) -100.0% -1.4% -4.4% $ 1,716,954 $ 1,806,186 $ 1,749,800 $ 1,725,944 $ (80,242) $ $ $ $ 5,002,346 $ 156,600 328,442 100.0% 6.2% $ 5,002,346 $ 485,042 8.8% Expenditure 573 - ANIMAL CONTROL GRANTS 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL USES 163,481 5,121,119 $ 5,284,600 156,600 5,330,788 $ 5,487,388 5,544,289 $ 5,544,289 Activity Narrative: The volume of adoptable animals and adoptions completed are anticipated to increase due to a pilot program involving enhanced customer service and social media efforts. The number of adoptable cats available is anticipated to decrease due to changes in the intake of cats at Animal Care and Control. The decrease in revenue and expenditure for the Animal Control Grants Fund is attributed to a change in recording donations and there are no grants anticipated for FY 2016. 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 2014 ACTUAL 39.2% FY 2015 FY 2015 REVISED FORECAST 39.5% 39.5% FY 2016 ADOPTED 49.6% REV VS ADOPTED VAR % 10.1% 25.7% 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. 236 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of dogs licensed in Maricopa County. Number of dog licenses issued. Number of dog licenses requested. Expenditure per dog license issued. FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 39.2% 39.5% 39.5% 49.6% 10.1% 25.7% 346,567 348,870 374,269 471,100 122,230 35.0% 401,009 401,000 433,671 570,000 169,000 42.1% $ 5.07 $ 4.24 $ 5.25 $ 2.20 $ 2.04 48.0% 572 - ANIMAL CONTROL LICENSE SHELTER 574 - ANIMAL CONTROL FIELD OPERATION TOTAL SOURCES $ 7,374,902 $ 7,017,638 $ 7,564,431 $ 7,042,880 9,562 - - - $ 7,384,464 $ 7,017,638 $ 7,564,431 $ 7,042,880 $ 1,757,510 $ 1,479,956 $ 1,963,591 $ 1,757,510 $ 1,479,956 $ 1,963,591 $ 25,242 0.4% - N/A $ 25,242 0.4% $ 1,038,724 $ 441,232 29.8% $ 1,038,724 $ 441,232 29.8% Expenditure 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL USES Activity Narrative: In FY 2016 Animal Care and Control will be increasing marketing efforts to increase licensing compliance and revenue. The expenditure and the expenditure ratio is decreasing because of the decreased costs associated with licensing operations. 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 6.3% 6.3% FY 2016 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 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. 237 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Number of pet sterilization surgeries requested. Expenditure per pet sterilization surgery provided. FY 2015 FY 2015 REVISED FORECAST 6.3% 6.3% FY 2014 ACTUAL N/A Measure Description Percent change in pet intake in Maricopa County. Number of pet sterilization surgeries provided. FY 2016 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 17,519 15,760 17,932 22,000 6,240 39.6% 24,029 16,000 17,774 24,000 8,000 50.0% 54.80 62.9% 87.07 $ 76.43 $ 32.27 903,300 - $ 1,480,957 - $ 71,412 1,313,539 $ 697,552 $ (1,480,957) 697,552 903,300 $ 1,480,957 $ 1,384,951 $ 697,552 $ (783,405) -52.9% $ 1,804,600 - $ 1,372,292 - $ 1,370,495 $ 709,960 $ 1,372,292 (709,960) 100.0% N/A $ 1,804,600 $ 1,372,292 $ 1,370,495 $ 709,960 $ $ 103.01 573 - ANIMAL CONTROL GRANTS 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL SOURCES $ $ 573 - ANIMAL CONTROL GRANTS 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL USES $ $ -100.0% N/A Expenditure 662,332 48.3% Activity Narrative: The FY 2016 requested budget for the Low-Cost Spay Neuter Activity is now housed in the Animal Control License Shelter Fund 572 since the Animal Control Grants Fund 573 will be used solely for future grants awarded to Animal Care and Control. The number of vouchers that are provided will continue to be determined by the amount of donations approved by the Board for this purpose. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 258,954 $ - FY 2015 Revised Budget $ 258,954 $ - FY 2016 Baseline Budget $ 258,954 $ - FY 2016 Adopted Budget $ 258,954 $ - 238 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control License/Shelter Fund (572) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 8,783,032 $ 8,783,032 FY 2015 Revised Budget $ 8,783,032 $ 8,783,032 FY 2016 Baseline Budget $ 8,783,032 $ 8,783,032 $ (3,864) $ (3,864) 701,416 $ 719,826 - (18,410) - Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Other Base Adjustments Transfer of Personne from Fund 573 Increase Total Supplies in Public Programs due to negative entries Increase Total Services in Public Programs due to negative entries Decrease Medical Supplies in Medical Services due to negative entries in Public Programs Decrease General Supplies in West Shelter due to negative entries in Public Programs Internal Service Charges Decrease Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Transfer of Revenue from Fund 573 for Personnel FY 2016 Adopted Budget Percent Change from Baseline Amount 239 $ $ 22,274 697,552 554,458 22,500 (341,995) (234,973) $ $ (18,410) $ - $ - 697,552 697,552 $ 9,480,584 $ 7.9% 9,480,584 7.9% 697,552 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control License/Shelter Fund (572) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget Adjustments: Information and Communications Technology Technology Projects Desk top Replacement and Virtual Desk top Financing Non Recurring Shelter Operations and Infrastructure Improvements $ - $ - $ 74,974 $ 74,974 537,320 $ 537,320 - $ 612,294 $ - $ (74,974) $ (74,974) (537,320) $ (537,320) - $ - $ - $ 242,918 $ 242,918 - $ 242,918 $ - $ 259,508 $ 259,508 - $ 502,426 $ - Agenda Item: C-41-15-011-M-00 $ C-79-15-060-2-00 FY 2015 Revised Budget Adjustments: Information and Communications Technology Technology Projects Desk top Replacement and Virtual Desk top Financing Non Recurring Shelter Operations and Infrastructure Improvements Agenda Item: C-41-15-011-M-00 $ C-79-15-060-2-00 FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Customer Service Personnel Infrastructure Improvements Dental Machine Agenda Item: $ 219,053 17,975 5,890 FY 2016 Tentative Budget Adjustments: Non Recurring Shelter Operations and Infrastructure Improvements Agenda Item: $ 259,508 FY 2016 Adopted Budget Animal Control License/Shelter Fund (572) Fund Balance Summary FY 2015 ADOPTED FY 2014 ACTUAL FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 3,988,286 $ 3,376,560 $ 3,376,560 $ 3,677,702 $ 2,958,458 Sources: Operating Total Sources: $ $ 9,049,612 9,049,612 $ $ 8,783,032 8,783,032 $ $ 8,783,032 8,783,032 $ $ 10,644,286 10,644,286 $ $ 9,480,584 9,480,584 $ 9,360,212 9,360,212 $ $ $ 10,976,210 387,320 11,363,530 $ $ 8,783,032 612,294 9,395,326 $ $ 8,783,032 8,783,032 $ 9,480,584 502,426 9,983,010 (310,600) $ - $ - $ (331,924) $ - Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 16 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 3,677,702 3,677,702 $ $ 3,376,560 3,376,560 $ $ 2,764,266 2,764,266 $ $ 2,958,458 2,958,458 $ $ 2,456,032 2,456,032 240 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Donations Fund (573) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 1,539,157 $ 1,539,157 FY 2015 Revised Budget $ 1,539,157 $ 1,539,157 FY 2016 Baseline Budget $ 1,539,157 $ 1,539,157 $ (1,539,157) $ (1,539,157) (1,539,157) (1,539,157) $ - $ Adjustments: Grants Grant Reconciliation Agenda Item: FY 2016 Adopted Budget - Animal Control Donations Fund (573) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 FORECAST FY 2015 REVISED (71,412) $ - 71,412 71,412 $ $ - $ $ - $ - Beginning Spendable Fund Balance $ 947,679 $ 1,015,338 $ 1,015,338 $ Sources: Operating Total Sources: $ $ 948,994 948,994 $ $ 1,539,157 1,539,157 $ $ 1,539,157 1,539,157 $ $ $ 1,668,081 300,000 1,968,081 $ $ $ 1,539,157 1,539,157 $ $ 1,539,157 1,539,157 Uses: Operating Non-Recurring Total Uses: $ FY 2016 ADOPTED Structural Balance $ (719,087) $ - $ - $ 71,412 $ - Accounting Adjustments $ (4) $ - $ - $ - $ - $ - $ (71,412) (71,412) $ 1,015,338 1,015,338 $ 1,015,338 1,015,338 $ - $ - Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ 241 $ $ $ Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Field Operations Fund (574) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 3,399,773 $ 3,453,314 FY 2015 Revised Budget $ 3,399,773 $ 3,453,314 FY 2016 Baseline Budget $ 3,399,773 $ 3,453,314 $ (1,805) $ (1,805) 1,805 $ 1,805 - $ 3,399,773 $ 3,453,314 FY 2015 Adopted Budget $ 378,192 $ - FY 2015 Revised Budget $ 378,192 $ - $ (378,192) $ (378,192) - $ - $ - $ 345,980 $ 345,980 - $ 345,980 $ - Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2016 Adopted Budget NON RECURRING NON PROJECT Agenda Item: Adjustments: Non Recurring Other Non Recurring FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Field Vehicle GPS Monitoring Systems Net Guns Animal Control Officer Vehicles Agenda Item: $ 18,980 2,000 325,000 FY 2016 Adopted Budget Animal Control Field Operations Fund (574) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 1,179,786 $ 1,572,314 $ 1,572,314 $ 1,550,485 $ 1,609,782 Sources: Operating Total Sources: $ $ 3,956,377 3,956,377 $ $ 3,453,314 3,453,314 $ $ 3,453,314 3,453,314 $ $ 3,452,223 3,452,223 $ $ 3,453,314 3,453,314 $ $ $ 3,389,035 3,891 3,392,926 $ $ 3,399,773 378,192 3,777,965 $ $ 3,399,773 378,192 3,777,965 $ $ 3,398,576 187,102 3,585,678 $ 3,399,773 345,980 3,745,753 Structural Balance $ 557,801 $ 53,541 $ 53,541 $ 63,188 $ 53,541 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,550,485 1,550,485 $ $ 1,247,663 1,247,663 $ $ 1,247,663 1,247,663 $ $ 1,609,782 1,609,782 $ $ 1,317,343 1,317,343 Uses: Operating Non-Recurring Total Uses: 242 Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2016 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 (2012-2016) for Real Property, and by August 31st of each year (2012-2016) for Business Personal Property, 100 percent of properties within Maricopa County will be fairly and equitably valued. Status: As of March 1, 2015, 100 percent of properties within Maricopa County were fairly and equitably valued. As of August 31, 2014, 100 percent of Business Personal Properties were fairly and equitably valued. Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES PRAS - PROPERTY ASSESSMENT 12PA - PROPERTY ASSESSMENT FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ $ 298,779 $ 298,779 $ 240,000 $ 240,000 $ 240,000 $ 240,000 $ 280,260 $ 280,260 $ 240,000 $ 240,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ 298,779 $ 240,000 $ 240,000 $ 280,260 $ 240,000 $ - 0.0% USES PRAS - PROPERTY ASSESSMENT 12PA - PROPERTY ASSESSMENT $ $ 18,239,170 $ 18,239,170 $ 19,165,505 $ 19,165,505 $ 19,301,948 $ 19,301,948 $ 18,781,176 $ 18,781,176 $ 19,339,938 $ 19,339,938 $ (37,990) (37,990) -0.2% -0.2% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 86,383 $ 321,271 1,116,252 82,315 1,606,221 $ 76,758 $ 325,205 255,978 19,944 64,706 634,880 1,377,471 $ 133,373 $ 321,865 152,688 65,973 846,106 1,520,005 $ 124,977 $ 270,549 237,333 78,819 698,869 1,410,547 $ 138,522 $ 390,248 350,430 67,173 632,964 1,579,337 $ (5,149) (68,383) (197,742) (1,200) 213,142 (59,332) -3.9% -21.2% -129.5% N/A -1.8% 25.2% -3.9% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ - $ 131,808 131,808 $ 183,975 $ 106,054 202,230 492,259 $ 183,975 $ 109,805 202,230 496,010 $ 168,738 $ 113,020 181,689 463,447 $ 189,712 $ 110,955 217,138 517,805 $ (5,737) (1,150) (14,908) (21,795) -3.1% N/A -1.0% -7.4% -4.4% $ 1,709,372 $ 303,332 567,592 292,969 2,873,265 $ 1,989,675 $ 94,009 626,462 252,438 2,962,584 $ 2,059,699 $ 102,369 643,925 258,883 3,064,876 $ 1,673,888 $ 142,836 621,049 295,352 2,733,125 $ 1,653,890 $ 185,059 594,948 261,187 2,695,084 $ 405,809 (82,690) 48,977 (2,304) 369,792 19.7% -80.8% 7.6% -0.9% 12.1% TOTAL PROGRAMS $ 22,850,464 $ 23,997,819 $ 24,382,839 $ 23,388,295 $ 24,132,164 $ 250,675 BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER GISA - GIS APPLICATION DEV AND SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ 243 1.0% Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category CATEGORY MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2015 REVISED FY 2015 ADOPTED FY 2014 ACTUAL FY 2016 ADOPTED FY 2015 FORECAST REVISED VS ADOPTED % VAR $ SUBTOTAL $ 298,779 $ 298,779 $ 240,000 240,000 $ $ 240,000 $ 240,000 $ 280,260 $ 280,260 $ 240,000 240,000 $ $ - 0.0% 0.0% ALL REVENUES $ 298,779 $ 240,000 $ 240,000 $ 280,260 $ 240,000 $ - 0.0% 240,000 298,779 $ FY 2014 FY 2015 ACTUAL ADOPTED $ 240,000 280,260 $ 240,000 $ FY 2015 FY 2015 FY 2016 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 $ 14,031,920 $ 6,570 8,682 5,426,603 11,176 (648) 6,693 19,490,996 $ 14,756,703 $ 7,704 5,722,744 1,000 20,488,151 $ 15,081,964 $ 7,704 5,782,503 1,000 20,873,171 $ 14,784,839 $ 6,120 2,552 5,656,681 984 (524,816) 1,472 19,927,832 $ 15,264,738 $ 9,432 6,110,552 1,000 (1,117,627) 20,268,095 $ (182,774) (1,728) (328,049) 1,117,627 605,076 -1.2% -22.4% N/A -5.7% 0.0% N/A N/A 2.9% SUBTOTAL $ 236,004 $ 363 446 81,760 318,573 $ 227,600 $ 1,000 82,147 310,747 $ 227,600 $ 1,000 82,147 310,747 $ 205,540 $ 528 81,741 287,809 $ 207,600 $ 1,000 82,742 291,342 $ 20,000 (595) 19,405 8.8% 0.0% N/A -0.7% 6.2% SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ ALL EXPENDITURES $ 7,608 $ 1,063,336 101,008 531,540 380,858 151,894 104,958 699,518 150 25 3,040,895 $ 22,850,464 $ 16,000 $ 1,139,073 150,000 562,448 415,058 195,300 77,529 643,513 3,198,921 $ 23,997,819 $ 16,000 $ 1,139,073 150,000 562,448 415,058 195,300 77,529 643,513 3,198,921 $ 24,382,839 $ 9,395 $ 1,160,390 149,478 444,168 395,484 190,238 79,511 743,515 150 325 3,172,654 $ 23,388,295 $ 16,000 $ 1,104,707 106,000 961,398 384,422 212,000 88,200 700,000 3,572,727 $ 24,132,164 $ 34,366 44,000 (398,950) 30,636 (16,700) (10,671) (56,487) (373,806) 250,675 0.0% 3.0% 29.3% -70.9% 7.4% -8.6% -13.8% -8.8% N/A N/A -11.7% 1.0% TOTAL USES $ 22,850,464 $ 23,997,819 $ 24,382,839 $ 23,388,295 $ 24,132,164 $ 250,675 SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ 1.0% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 298,779 $ 298,779 $ 240,000 $ 240,000 $ 240,000 $ 240,000 $ 280,260 $ 280,260 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 298,779 $ 298,779 $ FY 2014 ACTUAL 240,000 $ 240,000 $ FY 2015 ADOPTED 240,000 $ 240,000 $ FY 2015 REVISED 280,260 $ 280,260 $ FY 2015 FORECAST FUND TOTAL USES $ 22,334,195 $ 516,269 22,850,464 $ 23,362,819 $ 635,000 23,997,819 $ 23,747,839 $ 635,000 24,382,839 $ 22,756,810 $ 631,485 23,388,295 $ 24,132,164 $ 24,132,164 $ (384,325) 635,000 250,675 -1.6% 100.0% N/A 1.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 22,334,195 $ 516,269 $ 22,850,464 $ 23,362,819 $ 635,000 $ 23,997,819 $ 23,747,839 $ 635,000 $ 24,382,839 $ 22,756,810 $ 631,485 $ 23,388,295 $ 24,132,164 $ - $ 24,132,164 $ (384,325) 635,000 250,675 -1.6% 100.0% 1.0% FUND / FUNCTION CLASS 100 GENERAL OPERATING ESRI DESKTOP REVIEW PROJECT NON RECURRING NON PROJECT $ 244 240,000 $ 240,000 $ - 0.0% 0.0% 240,000 $ 0.0% 240,000 $ 0.0% FY 2016 REVISED VS ADOPTED ADOPTED VAR % Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Assessor Staffing by Program and Activity PROGRAM / ACTIVITY GENERAL OVERHEAD ELECTED OR STATUTORY 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 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 1.00 6.48 4.50 1.00 12.98 .90 3.00 3.50 4.48 1.10 12.98 1.90 1.00 4.50 8.48 1.10 16.98 1.90 1.00 4.50 8.48 1.10 16.98 1.90 1.00 4.50 7.00 1.10 15.50 (1.48) (1.48) 0.0% 0.0% 0.0% (17.5%) 0.0% (8.7%) 15.00 3.00 7.00 3.00 28.00 19.00 1.00 6.00 4.00 30.00 24.00 .50 7.00 3.50 35.00 24.00 .50 8.00 3.50 36.00 24.00 1.00 5.00 4.00 34.00 .50 (2.00) .50 (1.00) 0.0% 100.0% (28.6%) 14.3% (2.9%) 279.41 279.41 320.39 277.93 277.93 321.91 273.93 273.93 326.91 276.93 276.93 330.91 264.93 264.93 315.43 (9.00) (9.00) (11.48) (3.3%) (3.3%) (3.5%) Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Applications Development Mgr Applications Development Supv Appraiser Appraiser - Assistant Chief Appraiser - Chief Appraiser Manager Appraiser Senior Appraiser Supervisor Appraiser Trainee Auditor Appraiser Auditor Appraiser Supervisor Business Systems Analyst-Sr/Ld Chief Deputy Assessor Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Computer Operator Database Administrator Database Administrator - Senior/Lead Development Services Supervisor Development Svcs Technician Development Svcs Technician Ld Development Svcs Technician Sr Elected Executive Assistant - Elected Official Finance Support Supervisor GIS Programmer/Analyst GIS Programmer/Analyst - Senior/Lead GIS Technician FY 2014 ADOPTED 1.50 1.00 3.00 100.48 1.00 7.00 11.48 17.00 17.00 5.00 1.00 1.00 1.00 1.00 2.00 1.00 4.00 74.93 1.00 1.00 1.00 4.00 18.00 FY 2015 ADOPTED 2.50 3.00 102.00 1.00 7.00 13.48 18.00 15.00 5.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 4.00 73.93 1.00 1.00 1.00 4.00 1.00 18.00 245 FY 2015 FY 2015 REVISED FORECAST 5.00 4.50 3.00 3.00 93.00 93.00 1.00 1.00 1.00 2.00 6.00 6.00 19.00 18.48 19.00 19.00 17.00 17.00 5.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 6.00 7.00 54.00 52.93 11.00 11.00 7.00 7.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 1.00 1.00 21.00 21.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 3.50 (1.50) (30.0%) N/A 3.00 0.0% 78.00 (15.00) (16.1%) (1.00) (100.0%) 2.00 1.00 100.0% 8.00 2.00 33.3% 16.00 (3.00) (15.8%) 18.00 (1.00) (5.3%) 26.00 9.00 52.9% 5.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% N/A 1.00 0.0% 5.00 (1.00) (16.7%) 69.93 15.93 29.5% (11.00) (100.0%) (7.00) (100.0%) 1.00 0.0% 1.00 0.0% 1.00 0.0% 4.00 0.0% (1.00) (100.0%) 21.00 0.0% Maricopa County Annual Business Strategies FY 2016 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 Management 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 Regression Modeler Regression Modeler Supervisor Research Director Risk Management Manager Risk Mgmt Supervisor Special Projects Manager Systems Administrator Systems Administrator - Senior/Lead Title Examiner Trainer Web Designer/Developer Web Designer/Developer - Senior/Lead Department Total FY 2014 ADOPTED 2.00 1.00 1.00 1.00 2.00 2.00 1.00 2.00 2.00 2.00 1.00 3.00 4.00 1.00 5.00 2.00 1.00 1.00 1.00 7.00 1.00 2.00 320.39 FY 2015 ADOPTED 2.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 3.00 1.00 3.00 3.00 1.00 5.00 2.00 1.00 1.00 1.00 7.00 1.00 2.00 321.91 FY 2015 FY 2015 REVISED FORECAST 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 3.00 1.00 1.00 3.00 3.00 3.00 3.00 1.00 1.00 6.00 6.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 1.00 1.00 2.00 3.00 2.00 2.00 326.91 330.91 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 2.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 1.00 100.0% 1.00 0.0% (1.00) (50.0%) 1.00 1.00 0.0% N/A 1.00 0.0% N/A 3.00 1.00 50.0% 3.00 0.0% 1.00 0.0% 0.0% 3.00 2.00 (1.00) (33.3%) 1.00 0.0% 6.00 0.0% 0.0% 2.00 1.00 0.0% (1.00) (100.0%) 1.00 N/A 1.00 (1.00) (100.0%) 1.00 N/A 1.00 1.00 0.0% 20.0% 6.00 1.00 1.00 0.0% 1.00 (1.00) (50.0%) 2.00 0.0% 315.43 (11.48) (3.5% ) FY 2014 ADOPTED 320.39 320.39 FY 2015 ADOPTED 321.91 321.91 FY 2015 FY 2015 REVISED FORECAST 326.91 330.91 326.91 330.91 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 315.43 (11.48) (3.5%) 315.43 (11.48) (3.5% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Personnel: FY 2016 personnel expenditures have decreased due to the inactivation of eleven (11) FTE’s, combined with the annualization of County performance pay and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) Operating • Decrease Regular Benefits by $15,680 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $321,480 for the impact of the changes in health and dental premium rates. • Increase Internal Service Charges by $50,119 for the impact of the changes in risk management charges. Capital Improvement: • The budget includes $7,701,827 in funding in the Technology Capital Improvement Fund (460) for the second and beginning third phase of the development of a Computer Aided Mass Appraisal (CAMA) system. 246 Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 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 which states public access to valuation and assessment information; A.R.S. §42-13051 which states that, no later than December 15 of each year, the County Assessor shall identify, by diligent inquiry and examination, all real property in the county that is subject to taxation; A.R.S. §42-13303 which states property value limits of mobile homes; A.R.S. §42-15052 which states 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 which states, 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 which states 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 which states 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, which states 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 which states 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 which states 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 which states 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 which states that the taxpayer can file a notice of claim if they believe that the property was assessed improperly; A.R.S. §42-16255 which states 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 which states 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. 247 Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 100.0% 1,693,908 FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% 1,696,262 1,696,262 1,693,908 1,696,262 FY 2016 ADOPTED 100.0% 1,698,000 1,696,262 REV VS ADOPTED VAR % 0.0% 0.0% 1,738 0.1% 1,698,000 $ 10.77 $ 11.38 $ 11.07 $ 11.39 $ 100 - GENERAL TOTAL SOURCES $ $ 298,779 298,779 $ $ 240,000 240,000 $ $ 280,260 280,260 $ $ 240,000 240,000 $ $ 100 - GENERAL TOTAL USES $ 18,239,170 $ 18,239,170 $ 19,339,938 $ 19,339,938 $ $ 1,738 0.1% (0.01) -0.1% - 0.0% 0.0% Expenditure $ 19,301,948 $ 19,301,948 $ 18,781,176 $ 18,781,176 (37,990) (37,990) -0.2% -0.2% Activity Narrative: The FY 2016 budget supports the Department in meeting 100% of the demand. The FY 2016 expenditure budget has increased due to increases in premium rates for health and dental insurance. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 240,000 $ 385,020 $ 373,850 7,757 3,413 - $ 23,747,839 $ 240,000 $ 28,406 $ 2,214 (3,413) 29,605 - $ 23,776,245 $ 240,000 $ (15,680) $ (15,680) 50,119 $ 50,119 - $ 23,810,684 $ 0.1% 240,000 0.0% $ 321,480 $ 321,480 - $ 24,132,164 $ 1.5% 240,000 0.0% C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges 23,362,819 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: $ $ FY 2016 Tentative Budget 50,119 Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 248 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Assessor General Fund (100) (continued) Expenditures Revenue ESRI DESKTOP REVIEW PROJECT FY 2015 Adopted Budget $ 635,000 $ - FY 2015 Revised Budget $ 635,000 $ - $ (635,000) $ (635,000) - FY 2016 Baseline Budget $ - $ - FY 2016 Adopted Budget $ - $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: 249 Department Strategic Plans and Budgets Assistant County Manager - 940 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Assistant County Manager - 940 Analysis by Cristi Cost, Management and Budget Analyst Summary Mission The mission of the Assistant County Manager - 940 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. Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 REVISED FY 2015 ADOPTED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED % VAR $ $ 205,742 $ 205,742 $ 201,200 $ 201,200 $ 201,200 $ 201,200 $ 194,287 $ 194,287 $ - $ - $ (201,200) -100.0% (201,200) -100.0% TOTAL PROGRAMS $ 205,742 $ 201,200 $ 201,200 $ 194,287 $ - $ (201,200) -100.0% RLST - REAL ESTATE MANAGEMENT 18RE - REAL ESTATE $ $ 321,770 $ 321,770 $ 328,910 $ 328,910 $ 336,664 $ 336,664 $ 334,440 $ 334,440 $ - $ - $ 336,664 336,664 100.0% 100.0% BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ (78,110) $ 259,341 181,231 $ - $ 204,424 71,508 275,932 $ - $ 207,967 76,167 284,134 $ 21,414 $ 162,431 77,688 261,533 $ 1,128 $ 212,580 77,236 290,944 $ (1,128) (4,613) (1,069) (6,810) N/A -2.2% -1.4% -2.4% $ - $ 4,800 4,800 $ 4,746 $ 1,880 6,626 $ 4,746 $ 1,880 6,626 $ 1,974 $ 1,880 3,854 $ 2,163 $ 1,981 4,144 $ 2,583 (101) 2,482 54.4% N/A -5.4% 37.5% TOTAL PROGRAMS $ 507,801 $ 611,468 $ 627,424 $ 599,827 $ 295,088 $ RLST - REAL ESTATE MANAGEMENT 18RE - REAL ESTATE USES INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 332,336 53.0% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % - $ - $ - $ - $ - $ ALL REVENUES $ 205,742 $ 201,200 $ 201,200 $ 194,287 $ - $ (201,200) -100.0% TOTAL SOURCES $ 205,742 $ 201,200 $ 201,200 $ 194,287 $ - $ (201,200) -100.0% 250 - N/A N/A Department Strategic Plans and Budgets Assistant County Manager - 940 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED REVISED VS ADOPTED VAR % FY 2016 ADOPTED FY 2015 FORECAST 590,033 $ 170,470 (276,565) 483,938 $ 595,522 $ 174,468 (182,431) 587,559 $ 685,664 $ 200,365 (282,492) 603,537 $ 698,106 $ 198,857 (308,231) 588,732 $ 474,733 $ 136,756 (334,467) 277,022 $ 210,931 63,609 51,975 326,515 30.8% 31.7% 18.4% 54.1% SUBTOTAL $ 16,095 $ 540 16,635 $ 5,212 $ 1,200 (1,560) 4,852 $ 5,190 $ 1,200 (1,560) 4,830 $ - $ 769 (291) 478 $ 5,133 $ (1,560) 3,573 $ 57 1,200 1,257 1.1% 100.0% 0.0% 26.0% SERVICES $ 0812 - OTHER SERVICES 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0850 - UTILITIES SUBTOTAL $ ALL EXPENDITURES $ 85 $ 4,499 2,072 572 7,228 $ 507,801 $ 1,160 $ 6,519 4,094 6,084 1,200 19,057 $ 611,468 $ 1,160 $ 6,519 4,094 6,084 1,200 19,057 $ 627,424 $ 3,244 $ 4,771 2,136 175 291 10,617 $ 599,827 $ 110 $ 3,899 6,700 2,584 1,200 14,493 $ 295,088 $ 1,050 2,620 (2,606) 3,500 4,564 332,336 90.5% 40.2% -63.7% 57.5% 0.0% 23.9% 53.0% TOTAL USES $ 507,801 $ 611,468 $ 627,424 $ 599,827 $ 295,088 $ 332,336 53.0% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0805 - SUPPLIES-ALLOCATION OUT $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING $ FUND TOTAL SOURCES $ FY 2014 ACTUAL FY 2015 REVISED FY 2015 ADOPTED FY 2015 FORECAST REVISED VS ADOPTED VAR % 205,742 $ 205,742 $ 201,200 $ 201,200 $ 205,742 $ 205,742 $ FY 2014 ACTUAL 201,200 $ 201,200 $ FY 2015 ADOPTED $ FUND TOTAL USES $ 507,801 $ 507,801 $ 611,468 $ 611,468 $ 627,424 $ 627,424 $ 599,827 $ 599,827 $ 295,088 $ 295,088 $ 332,336 332,336 53.0% 53.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 507,801 $ 507,801 $ 611,468 $ 611,468 $ 627,424 $ 627,424 $ 599,827 $ 599,827 $ 295,088 $ 295,088 $ 332,336 332,336 53.0% 53.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING 201,200 $ 201,200 $ FY 2016 ADOPTED 194,287 $ 194,287 $ - $ - $ (201,200) -100.0% (201,200) -100.0% 201,200 $ 194,287 $ 201,200 $ 194,287 $ FY 2015 FY 2015 REVISED FORECAST - $ - $ (201,200) -100.0% (201,200) -100.0% REVISED VS ADOPTED VAR % FY 2016 ADOPTED 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.30 2.00 3.30 1.63 1.00 1.00 3.63 3.00 1.00 1.00 5.00 3.00 1.00 1.00 5.00 3.00 1.00 1.00 5.00 - 0.0% 0.0% 0.0% 0.0% 4.00 4.00 7.30 3.00 3.00 6.63 3.00 3.00 8.00 3.00 3.00 8.00 5.00 (3.00) (3.00) (3.00) (100.0%) (100.0%) (37.5%) 251 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Assistant County Manager - 940 Staffing by Market Range Title MARKET RANGE TITLE Assistant County Manager Exec Asst to Executive Officer Executive Assistant - Elected Official Management Analyst Real Estate Manager - County Real Property Specialist Special Projects Manager Department Total FY 2014 ADOPTED 1.00 1.00 1.30 1.00 3.00 7.30 FY 2015 ADOPTED 1.00 1.00 1.63 1.00 2.00 6.63 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 3.00 8.00 8.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% N/A N/A (1.00) (100.0%) (2.00) (100.0%) 3.00 0.0% 5.00 (3.00) (37.5%) FY 2014 ADOPTED 7.30 7.30 FY 2015 ADOPTED 6.63 6.63 FY 2015 REVISED 8.00 8.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 5.00 (3.00) (37.5%) 5.00 (3.00) (37.5%) Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2015 FORECAST 8.00 8.00 General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) • Decrease Regular Benefits by $833 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $101 for the impact of the changes in risk management charges. • Increase Regular Benefits by $6,768 for the impact of the changes in health and dental premium rates. • Reallocate $191,200 in Revenue and $339,886 in Expenditures to Facilities Management Department for the Real Estate Program. This move was an effort to consolidate all Real Estate functions from multiple departments to one central department. 252 Department Strategic Plans and Budgets Assistant County Manager - 940 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Revenue Expenditures OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan $ 201,200 $ 15,956 15,956 $ - $ 627,424 $ 201,200 $ 1,514 1,514 $ - $ 628,938 $ 201,200 (833) $ (833) 101 $ 101 - C-49-15-002-2-00 Agenda Item: FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges Fees and Other Revenues Lease Revenue Inc/Dec 611,468 Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: $ $ $ 101 $ (10,000) (10,000) $ 628,206 $ -0.1% 191,200 -5.0% $ 6,768 $ 6,768 (339,886) $ (339,886) (191,200) (191,200) 295,088 $ -53.1% -100.0% $ FY 2016 Tentative Budget Percent Change from Baseline Amount Agenda Item: Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Reallocations Reallocation to Facilities Management Department for Real Estate Program $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount 253 - Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Assistant County Manager - 950 Analysis by Cristi Cost, Management and Budget Analyst Summary Mission The mission of the Assistant County Manager - 950 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 2014 ACTUAL PROGRAM / ACTIVITY SOURCES ACPR - ADULT CRIME PREVENTION $ RSST - JUSTICE SYSTEM PLANNING AND INFO 42CD - JUSTICE SYSTEM PLANNING AND INFO $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 1,207,803 $ 1,207,803 $ - $ 89,121 89,121 $ - $ 1,272,641 1,272,641 $ - $ 1,214,957 1,214,957 $ - $ 68,459 68,459 $ $ $ (65,333) $ (65,333) $ - $ - $ - $ - $ 66,311 $ 66,311 $ - $ - $ TOTAL PROGRAMS $ 1,142,470 $ 89,121 $ 1,272,641 $ 1,281,268 $ 68,459 $ $ $ 93,783 $ 93,783 $ 84,391 $ 84,391 $ 600 $ 600 $ 11,412 $ 11,412 $ - $ - $ 600 600 100.0% 100.0% ACPR - ADULT CRIME PREVENTION $ JCPR - JUVENILE CRIME PREVENTION RSST - JUSTICE SYSTEM PLANNING AND INFO 42CD - JUSTICE SYSTEM PLANNING AND INFO $ 1,279,341 $ 178,165 49,944 1,507,450 $ - $ 965,570 965,570 $ - $ 2,150,327 2,150,327 $ - $ 429,956 429,956 $ - $ 983,894 983,894 $ 1,166,433 1,166,433 N/A N/A 54.2% 54.2% - $ 398,755 398,755 $ - $ 359,722 359,722 $ - $ 339,568 114,332 453,900 $ - $ 315,885 106,526 422,411 $ 3,883 $ 308,911 130,088 442,882 $ (3,883) 30,657 (15,756) 11,018 N/A 9.0% -13.8% 2.4% $ - $ 5,550 5,550 $ 24,121 $ 1,516 2,169 27,806 $ 24,121 $ 1,516 2,169 27,806 $ 10,050 $ 1,260 2,641 13,951 $ 5,536 $ 1,564 1,874 8,974 $ 18,585 (48) 295 18,832 77.0% -3.2% N/A 13.6% 67.7% TOTAL PROGRAMS $ 2,005,538 $ 1,437,489 $ 2,632,633 $ 877,730 $ 1,435,750 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD (1,204,182) (1,204,182) (1,204,182) N/A -94.6% -94.6% N/A N/A -94.6% USES INNV - INNOVATION 20IN - INNOVATION 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 $ 1,196,883 45.5% Sources and Uses by Category FY 2014 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2015 ADOPTED $ SUBTOTAL $ 1,140,795 1,140,795 $ $ $ SUBTOTAL $ 1,675 1,675 $ ALL REVENUES $ 1,142,470 TOTAL SOURCES $ 1,142,470 MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE FY 2015 REVISED FY 2016 ADOPTED REVISED VS ADOPTED VAR % 1,272,641 $ 1,272,641 $ 1,272,641 1,272,641 $ $ $ - $ - $ 878 7,749 8,627 $ $ 89,121 $ 1,272,641 $ 1,281,268 $ 68,459 $ (1,204,182) -94.6% $ 89,121 $ 1,272,641 $ 1,281,268 $ 68,459 $ (1,204,182) -94.6% $ 89,121 $ 89,121 $ FY 2015 FORECAST - $ 254 $ 68,459 $ 68,459 $ - $ $ (1,204,182) (1,204,182) - -94.6% -94.6% N/A N/A N/A Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 607,516 $ 221 165,743 (17,950) 24,123 779,653 $ 633,226 $ 187,610 (35,942) 39,777 824,671 $ 642,240 $ 190,220 (55,198) 59,033 836,295 $ 643,431 $ 19 189,010 (52,332) 38,495 818,623 $ 644,527 $ 196,654 (13,783) 21,525 848,923 $ (2,287) (6,434) (41,415) 37,508 (12,628) -0.4% N/A -3.4% -75.0% 63.5% -1.5% SUBTOTAL $ 31,631 $ 9,881 41,512 $ 3,170 $ 3,170 $ 3,170 $ 3,170 $ 3,838 $ 3,838 $ 5,696 $ 5,696 $ (2,526) (2,526) -79.7% N/A -79.7% 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 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ ALL EXPENDITURES $ 103,592 $ 1,051,902 21,182 1,824 2,873 3,000 1,184,373 $ 2,005,538 $ 553,634 $ 30,974 9,386 15,654 609,648 $ 1,437,489 $ 553,634 $ 1,183,520 30,974 9,386 15,654 1,793,168 $ 2,632,633 $ 29,701 $ 430 14,794 4,929 5,399 16 55,269 $ 877,730 $ 543,621 $ 430 10,997 12,531 13,552 581,131 $ 1,435,750 $ 10,013 (430) 1,183,520 19,977 (3,145) 2,102 1,212,037 1,196,883 1.8% N/A N/A 100.0% 64.5% -33.5% 13.4% N/A N/A 67.6% 45.5% TOTAL USES $ 2,005,538 $ 1,437,489 $ 2,632,633 $ 877,730 $ 1,435,750 $ 1,196,883 45.5% SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 249 NON DEPARTMENTAL GRANTS 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 FUND TOTAL USES $ 249 NON DEPARTMENTAL GRANTS $ OPERATING NON RECURRING NON PROJECT FUND TOTAL USES $ 255 DETENTION OPERATIONS $ OPERATING FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % (65,868) $ 1,208,338 1,142,470 $ - $ 89,121 89,121 $ - $ 1,272,641 1,272,641 $ 7,749 $ 1,273,519 1,281,268 $ 68,459 $ 68,459 $ 68,459 N/A (1,272,641) -100.0% (1,204,182) -94.6% (65,868) $ 1,208,338 $ 1,142,470 $ - $ 89,121 $ 89,121 $ - $ 1,272,641 $ 1,272,641 $ 7,749 $ 1,273,519 $ 1,281,268 $ 68,459 $ - $ 68,459 $ 68,459 N/A (1,272,641) -100.0% (1,204,182) -94.6% FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED % VAR 415,787 $ 125,778 541,565 $ 419,793 $ 534,097 953,890 $ 429,131 $ 534,097 963,228 $ 408,331 $ 4,500 412,831 $ 431,764 $ 529,597 961,361 $ (2,633) 4,500 1,867 -0.6% 0.8% 0.2% - $ 1,104,665 1,104,665 $ - $ 89,121 89,121 $ - $ 1,272,641 1,272,641 $ - $ 68,135 68,135 $ 68,459 $ 68,459 $ (68,459) 1,272,641 1,204,182 N/A 100.0% 94.6% 359,308 $ 359,308 $ 394,478 $ 394,478 $ 396,764 $ 396,764 $ 396,764 $ 396,764 $ 405,930 $ 405,930 $ (9,166) (9,166) -2.3% -2.3% 775,095 $ 1,230,443 $ 2,005,538 $ 814,271 $ 623,218 $ 1,437,489 $ 825,895 $ 1,806,738 $ 2,632,633 $ 805,095 $ 72,635 $ 877,730 $ 906,153 $ 529,597 $ 1,435,750 $ (80,258) 1,277,141 1,196,883 -9.7% 70.7% 45.5% 255 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Assistant County Manager - 950 Staffing by Program and Activity PROGRAM/ACTIVITY CRIME PREVENTION ADULT CRIME PREVENTION JUSTICE SYSTEM PLANNING AND INFORMATION JUVENILE CRIME PREVENTION PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT OPERATIONS SUPPORT PROGRAM TOTAL INNOVATION INNOVATION PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.80 .75 1.30 3.85 4.60 4.60 .00 4.60 .00 4.60 4.60 4.60 4.80 4.80 .20 .20 N/A 4.3% N/A 4.3% 3.40 3.40 2.65 2.65 2.40 1.00 3.40 2.40 1.00 3.40 2.20 1.00 3.20 (.20) (.20) (8.3%) 0.0% (5.9%) .75 .75 8.00 .75 .75 8.00 .00 8.00 8.00 8.00 - N/A N/A 0.0% FY 2014 ADOPTED 1.00 1.00 1.00 1.00 1.00 3.00 8.00 FY 2015 ADOPTED 1.00 1.00 1.00 2.00 1.00 1.00 1.00 8.00 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 8.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% N/A 1.00 0.0% 8.00 0.0% FY 2014 ADOPTED 3.00 1.00 4.00 8.00 FY 2015 ADOPTED 3.00 1.00 4.00 8.00 FY 2015 FY 2015 REVISED FORECAST 3.00 3.00 1.00 1.00 4.00 4.00 8.00 8.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 3.00 0.0% 1.00 0.0% 4.00 0.0% 8.00 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 Research Director Department Total Staffing by Fund DEPARTMENT/FUND 100 GENERAL 249 NON DEPARTMENTAL GRANTS 255 DETENTION OPERATIONS Department Total General Adjustments Personnel: FY 2016 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY 2015. Base Adjustments: General Fund (100) Operating • Decrease Regular Benefits by $608 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $143 for the impact of the changes in risk management charges. • Increase Regular Benefits by $3,384 for the impact of the changes in health and dental premium rates. General Fund (100) Non Recurring Non Project • Carry forward of $529,597 not spent in FY 2015 for activities related to Justice System Planning and Information. Grant Fund (249) Operating • Increase grant revenues and expenditures by $68,459 for the estimated grant award. These dollars are a recurring grant and have been moved to the operating budget. 256 Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Detention Fund (255) Operating • Decrease Regular Benefits by $299 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $152 for the impact of the changes in risk management charges. • Increase Regular Benefits by $3,384 for the impact of the changes in health and dental premium rates. Programs and Activities Justice System Planning and Information The purpose of the Justice System Planning and Information program 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 decisionmaking 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 2014 ACTUAL 87.2% N/A FY 2015 FY 2015 REVISED FORECAST 85.0% 85.0% 100.0% 100.0% FY 2016 ADOPTED 85.5% 100.0% REV VS ADOPTED VAR % 0.5% 0.6% 0.0% 0.0% Activities that comprise this program include: • Justice System Planning and Information Justice System Planning and Information Activity The purpose of the Justice Systems Planning and Information 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 decisionmaking and implementation of evidence-based strategies. Mandates: Discretionary services. 257 Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 criminal justice data request responses Number of agendas and minutes documents produced Number of presentations delivered to MC Justice Number of presentations delivered to Smart Justice Council Number of program evaluations completed Number of regularly scheduled reports requested Number of criminal justice data requests Number of program evaluations requested Expenditure per regularly scheduled report produced. Output Output Output Output Output Output Output Demand Demand Demand Expenditure Ratio Revenue FY 2014 ACTUAL 87.2% FY 2015 REVISED 85.0% FY 2015 FORECAST 85.0% FY 2016 ADOPTED 85.5% N/A 100.0% 100.0% 100.0% 17 $ 19 19 REV VS ADOPTED VAR % 0.5% 0.6% 0.0% 19 - 0.0% 0.0% N/A N/A 200,000 N/A 1,214,957 N/A 68,549 76 (131,451) N/A -65.7% N/A N/A N/A N/A 6 N/A N/A N/A N/A N/A 4 N/A N/A N/A N/A N/A 6 N/A N/A N/A 17 N/A 19 N/A 19 4 19 N/A - N/A 0.0% N/A N/A N/A 76 N/A N/A N/A 4 2,937.88 $ 113,175.11 $ 22,629.26 $ 51,783.89 N/A N/A $ 61,391.21 N/A N/A 54.2% $ (1,204,182) $ (1,204,182) -94.6% -94.6% 249 - NON DEPARTMENTAL GRANTS TOTAL SOURCES $ $ - 100 - GENERAL 249 - NON DEPARTMENTAL GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 49,944 49,944 $ 1,272,641 $ 1,272,641 $ 1,214,957 $ 1,214,957 $ $ 68,459 68,459 $ $ $ 529,597 62,923 391,374 983,894 Expenditure $ 534,097 1,248,520 367,710 $ 2,150,327 $ 58,085 371,871 429,956 $ $ 4,500 1,185,597 (23,664) $ 1,166,433 0.8% 95.0% -6.4% 54.2% Activity Narrative: The Department made significant changes to the FY 2016 Strategic Business Plan including consolidating two programs and activities into the Justice System Planning and Information program and activity. Historical comparison is not available as many activity measures are new in FY 2016. 258 Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING $ 419,793 $ - $ 9,338 9,338 $ - FY 2015 Revised Budget $ 429,131 $ - FY 2016 Baseline Budget $ 429,131 $ - (608) $ (608) (143) $ (143) - $ 428,380 $ -0.2% - $ 3,384 3,384 - FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Risk Management Charges Agenda Item: C-49-15-002-2-00 Agenda Item: $ $ $ FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums (143) Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount $ $ 431,764 $ 0.6% Expenditures Revenue NON-RECURRING FY 2015 Adopted Budget $ 534,097 $ - FY 2015 Revised Budget $ 534,097 $ - (534,097) $ (534,097) - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: $ FY 2016 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward $ - $ - $ 529,597 529,597 $ - $ 529,597 $ - Agenda Item: FY 2016 Adopted Budget 259 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Assistant County Manager - 950 Non Departmental Grant Fund (249) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - (58) $ (58) 58 $ 58 68,459 $ 68,459 68,459 68,459 68,459 68,459 Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Grants Grant Reconciliation Agenda Item: $ $ $ FY 2016 Adopted Budget $ $ Detention Fund (255) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan - $ 2,286 2,286 $ - $ 396,764 $ - $ 6,233 6,233 $ - $ 402,997 $ - (299) $ (299) (152) $ (152) - $ 402,546 $ -0.1% - $ 3,384 3,384 $ - $ 405,930 $ 0.7% - Agenda Item: Agenda Item: $ $ $ FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums $ C-49-15-002-2-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Risk Management Charges 394,478 Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ (152) Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 260 Department Strategic Plans and Budgets Assistant County Manager - 960 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Assistant County Manager - Department 960 Analysis by Christine Jasinski, Management and Budget Analyst Summary Mission The mission of the Assistant County Manager - 960 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 2014 ACTUAL PROGRAM / ACTIVITY FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % GGDM - GREEN GOVT DATA MANAGEMENT GGIE - INTERNAL GREEN GOVT ECO EDUC GGPE - PUBLIC GREEN GOVT ECO EDUC $ 1,694 $ (1,129) (565) - $ - - $ - - $ - - $ - - N/A N/A N/A ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ - $ - $ - $ - $ - $ - $ (11,065) $ 10,856 (209) $ - $ - $ - N/A N/A N/A INFR - INFRASTRUCTURE RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ - $ - $ - $ - $ - $ (103) $ 312 209 $ - $ - $ - N/A N/A N/A TOTAL PROGRAMS $ - $ - $ - $ - $ - $ - N/A $ 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 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 216,143 $ 2,632 56,948 (275,723) - $ 211,161 $ 2,400 56,378 (269,939) - $ 223,249 $ 2,400 58,435 (284,084) - $ 224,171 $ 1,657 55,595 10,856 (291,261) 1,018 $ 228,960 $ 2,400 62,537 (293,897) - $ (5,711) (4,102) 9,813 - -2.6% 0.0% -7.0% N/A 3.5% N/A SUBTOTAL $ 531 $ (408) 123 $ 2,400 $ (2,400) - $ 2,400 $ (2,400) - $ 300 $ (1,642) (1,342) $ 2,385 $ (2,385) - $ 15 (15) - 0.6% -0.6% N/A 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 $ - $ 864 10 (1,107) 110 (123) $ - $ 600 1,841 600 300 (3,341) - $ - $ 600 1,841 600 300 (3,341) - $ 100 $ 1,112 347 (1,235) 324 $ - $ 600 7,087 600 300 (8,587) - $ (5,246) 5,246 - N/A 0.0% -285.0% 0.0% N/A 0.0% 157.0% N/A N/A SUPPLIES 0801 - GENERAL SUPPLIES 0805 - SUPPLIES-ALLOCATION OUT $ 261 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Assistant County Manager - 960 Uses by Fund and Function FY 2014 ACTUAL FUND / FUNCTION CLASS 572 ANIMAL CONTROL LICENSE SHELTER OPERATING FUND TOTAL USES DEPARTMENT OPERATING TOTAL USES DEPARTMENT NON RECURRING TOTAL USES DEPARTMENT TOTAL USES FY 2015 ADOPTED - $ $ $ $ FY 2015 REVISED - $ $ $ $ FY 2015 FORECAST - $ $ $ $ FY 2016 ADOPTED - $ $ $ $ REVISED VS ADOPTED VAR % - $ $ $ $ - $ $ $ $ N/A N/A N/A 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED TO ADOPTED VARIANCE VAR % FY 2016 ADOPTED .25 .50 .25 1.00 - .00 .00 .00 - - - - N/A N/A N/A N/A 2.00 2.00 3.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - 0.0% 0.0% 0.0% FY 2014 ADOPTED 1.00 1.00 1.00 3.00 FY 2015 ADOPTED 1.00 1.00 2.00 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 1.00 1.00 2.00 2.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% N/A 2.00 0.0% FY 2014 ADOPTED 1.00 2.00 3.00 FY 2015 ADOPTED FY 2015 REVISED FY 2016 ADOPTED Staffing by Market Range Title MARKET RANGE TITLE Assistant County Manager Exec Asst to Executive Officer Program Manager - County Department Total Staffing by Fund DEPARTMENT/FUND 100 GENERAL 572 ANIMAL CONTROL LICENSE SHELTER Department Total 2.00 2.00 2.00 2.00 FY 2015 FORECAST 2.00 2.00 REVISED TO ADOPTED VARIANCE VAR % N/A 2.00 0.0% 2.00 0.0% General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. Base Adjustments: Fund (572) Operating • Decrease Regular Benefits by $128 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $15 for the impact of the changes in risk management. 262 Department Strategic Plans and Budgets Assistant County Manager - 960 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations Animal Control License/Shelter Fund (572) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - $ $ (128) $ (128) 128 $ 113 15 - $ - $ - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Increase Risk Management Charges Agenda Item: $ FY 2016 Adopted Budget 15 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 $299,589. 263 Department Strategic Plans and Budgets Board of Supervisors, District 1 Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL PROGRAM / ACTIVITY USES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 334,512 $ 334,512 $ 250,091 $ 250,091 $ 255,422 $ 255,422 $ 225,982 $ 225,982 $ 257,510 $ 257,510 $ (2,088) (2,088) -0.8% -0.8% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 576 576 $ 1,427 $ 109,805 650 111,882 $ 1,427 $ 109,805 650 111,882 $ 594 $ 111,917 646 113,157 $ 1,458 $ 110,955 795 113,208 $ (31) (1,150) (145) (1,326) -2.2% N/A -1.0% -22.3% -1.2% TOTAL PROGRAMS $ 335,088 $ 361,973 $ 367,304 $ 339,139 $ 370,718 $ (3,414) -0.9% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 261,629 $ 83,889 (13,645) 331,873 $ 258,512 $ 85,903 344,415 $ 251,245 $ 84,499 14,002 349,746 $ 231,664 $ 77,864 14,002 323,530 $ 252,144 $ 87,981 340,125 $ (899) (3,482) 14,002 9,621 -0.4% -4.1% 100.0% N/A 2.8% $ SUBTOTAL $ 78 $ 78 $ 1,903 $ 1,903 $ 1,903 $ 1,903 $ 584 $ 584 $ 4,000 $ 4,000 $ (2,097) (2,097) -110.2% -110.2% SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 287 $ 2,365 93 390 2 3,137 $ 335,088 $ 1,000 $ 2,655 6,000 6,000 15,655 $ 361,973 $ 1,000 $ 2,655 6,000 6,000 15,655 $ 367,304 $ 228 $ 2,382 6,265 6,150 15,025 $ 339,139 $ 3,238 $ 3,355 10,000 10,000 26,593 $ 370,718 $ (2,238) (700) (4,000) (4,000) (10,938) (3,414) -223.8% -26.4% -66.7% -66.7% N/A -69.9% -0.9% TOTAL USES $ 335,088 $ 361,973 $ 367,304 $ 339,139 $ 370,718 $ (3,414) -0.9% SUPPLIES 0801 - GENERAL SUPPLIES 264 Maricopa County Annual Business Strategies FY 2016 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 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 335,088 $ 335,088 $ 361,973 $ 361,973 $ 367,304 $ 367,304 $ 339,139 $ 339,139 $ 370,718 $ 370,718 $ (3,414) (3,414) -0.9% -0.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 335,088 $ 335,088 $ 361,973 $ 361,973 $ 367,304 $ 367,304 $ 339,139 $ 339,139 $ 370,718 $ 370,718 $ (3,414) (3,414) -0.9% -0.9% Staffing by Program and Activity PROGRAM/ACTIVITY GENERAL OVERHEAD ELECTED OR STATUTORY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 3.00 3.00 3.00 2.00 2.00 3.00 2.00 2.00 3.00 2.00 2.00 3.00 2.00 2.00 3.00 - 0.0% 0.0% 0.0% FY 2014 ADOPTED 1.00 1.00 1.00 3.00 FY 2015 ADOPTED 1.00 1.00 1.00 3.00 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 0.0% FY 2014 ADOPTED 3.00 3.00 FY 2015 ADOPTED 3.00 3.00 FY 2015 FY 2015 REVISED FORECAST 3.00 3.00 3.00 3.00 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 3.00 0.0% 3.00 0.0% Staffing by Market Range Title MARKET RANGE TITLE Bd of Supvr's Chief of Staff Deputy Administrator - BOS Elected Department Total Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Base Adjustments: General Fund (100) Operating • Decrease Regular Benefits by $151 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $3,384 for the impact of the changes in health and dental premium rates. • Increase Internal Service Charges by $181 for the impact of the changes in risk management charges. 265 Department Strategic Plans and Budgets Board of Supervisors, District 1 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 361,973 $ - $ 5,331 $ 5,331 - FY 2015 Revised Budget $ 367,304 $ - FY 2016 Baseline Budget Baseline $ 367,304 $ - $ (151) $ (151) 181 $ 181 - $ 367,334 $ 0.0% - $ 3,384 $ 3,384 - $ 370,718 $ 0.9% - Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Agenda Item: C-49-15-002-2-00 Agenda Item: $ FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 266 Department Strategic Plans and Budgets Board of Supervisors, District 2 Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL PROGRAM / ACTIVITY USES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 361,628 $ 361,628 $ 249,995 $ 249,995 $ 255,326 $ 255,326 $ 228,920 $ 228,920 $ 257,381 $ 257,381 $ (2,055) (2,055) -0.8% -0.8% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 612 612 $ 1,523 $ 109,805 650 111,978 $ 1,523 $ 109,805 650 111,978 $ 634 $ 112,040 646 113,320 $ 1,587 $ 110,955 795 113,337 $ (64) (1,150) (145) (1,359) -4.2% N/A -1.0% -22.3% -1.2% TOTAL PROGRAMS $ 362,240 $ 361,973 $ 367,304 $ 342,240 $ 370,718 $ (3,414) -0.9% Uses by Category CATEGORY PERSONAL SERVICES $ 0701 - REGULAR PAY 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ FY 2015 ADOPTED FY 2014 ACTUAL FY 2015 FORECAST FY 2015 REVISED FY 2016 ADOPTED REVISED VS ADOPTED VAR % 269,764 $ 87,868 357,632 $ 272,043 $ 88,090 2,830 362,963 $ 253,264 $ 81,858 2,830 337,952 $ 275,169 $ 92,062 367,231 $ $ SUBTOTAL $ 990 $ 990 $ 500 $ 500 $ 500 $ 500 $ 169 $ 169 $ - $ - $ SERVICES $ 0812 - OTHER SERVICES 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 520 $ 2,029 2,564 545 107 5,765 $ 362,240 $ - $ 2,086 1,605 150 3,841 $ 361,973 $ - $ 2,086 1,605 150 3,841 $ 367,304 $ 118 $ 2,032 1,530 300 139 4,119 $ 342,240 $ - $ 2,276 1,211 3,487 $ 370,718 $ (190) 394 150 354 (3,414) N/A -9.1% 24.5% N/A 100.0% 9.2% -0.9% TOTAL USES $ 362,240 $ 361,973 $ 367,304 $ 342,240 $ 370,718 $ (3,414) -0.9% FY 2015 ADOPTED FY 2015 REVISED SUPPLIES 0801 - GENERAL SUPPLIES (3,126) (3,972) 2,830 (4,268) -1.1% -4.5% 100.0% -1.2% 267,616 $ 87,869 355,485 $ 500 500 100.0% 100.0% Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 362,240 $ 362,240 $ 361,973 $ 361,973 $ 367,304 $ 367,304 $ 342,240 $ 342,240 $ 370,718 $ 370,718 $ (3,414) (3,414) -0.9% -0.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 362,240 $ 362,240 $ 361,973 $ 361,973 $ 367,304 $ 367,304 $ 342,240 $ 342,240 $ 370,718 $ 370,718 $ (3,414) (3,414) -0.9% -0.9% 267 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 2 Staffing by Program and Activity PROGRAM/ACTIVITY GENERAL OVERHEAD ELECTED OR STATUTORY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 3.00 3.00 3.00 2.00 2.00 3.00 2.00 2.00 3.00 2.00 2.00 3.00 2.00 2.00 3.00 - 0.0% 0.0% 0.0% FY 2014 ADOPTED 1.00 1.00 1.00 3.00 FY 2015 ADOPTED 1.00 1.00 1.00 3.00 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 0.0% FY 2014 ADOPTED 3.00 3.00 FY 2015 ADOPTED 3.00 3.00 FY 2015 FY 2015 FORECAST REVISED 3.00 3.00 3.00 3.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 3.00 0.0% 3.00 0.0% Staffing by Market Range Title MARKET RANGE TITLE Bd of Supvr's Chief of Staff Deputy Administrator - BOS Elected Department Total Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Base Adjustments: General Fund (100) Operating • Decrease Regular Benefits by $151 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $3,384 for the impact of the changes in health and dental premium rates. • Increase Internal Service Charges by $181 for the impact of the changes in risk management charges. 268 Department Strategic Plans and Budgets Board of Supervisors, District 2 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 361,973 $ - $ 5,331 $ 5,331 - FY 2015 Revised Budget $ 367,304 $ - FY 2016 Baseline Budget Baseline $ 367,304 $ - $ (151) $ (151) 181 $ 181 - $ 367,334 $ 0.0% - $ 3,384 $ 3,384 - $ 370,718 $ 0.9% - Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Agenda Item: C-49-15-002-2-00 Agenda Item: $ FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 269 Department Strategic Plans and Budgets Board of Supervisors, District 3 Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL PROGRAM / ACTIVITY USES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 340,862 $ 340,862 $ 250,187 $ 250,187 $ 255,518 $ 255,518 $ 234,290 $ 234,290 $ 257,573 $ 257,573 $ (2,055) (2,055) -0.8% -0.8% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 600 600 $ 1,331 $ 109,805 650 111,786 $ 1,331 $ 109,805 650 111,786 $ 554 $ 112,224 646 113,424 $ 1,395 $ 110,955 795 113,145 $ (64) (1,150) (145) (1,359) -4.8% N/A -1.0% -22.3% -1.2% TOTAL PROGRAMS $ 341,462 $ 361,973 $ 367,304 $ 347,714 $ 370,718 $ (3,414) -0.9% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 247,358 $ 84,085 331,443 $ 264,952 $ 85,802 350,754 $ 268,666 $ 86,515 904 356,085 $ 251,766 $ 84,104 335,870 $ 256,942 $ 88,689 345,631 $ 11,724 (2,174) 904 10,454 4.4% -2.5% 100.0% 2.9% $ SUBTOTAL $ 192 $ 192 $ 200 $ 200 $ 200 $ 200 $ 199 $ 199 $ 688 $ 688 $ (488) (488) -244.0% -244.0% SERVICES $ 0812 - OTHER SERVICES 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 266 $ 3,654 3,975 1,110 822 9,827 $ 341,462 $ 500 $ 3,519 5,000 1,000 1,000 11,019 $ 361,973 $ 500 $ 3,519 5,000 1,000 1,000 11,019 $ 367,304 $ 370 $ 4,504 4,904 1,000 867 11,645 $ 347,714 $ 700 $ 3,699 10,000 9,500 500 24,399 $ 370,718 $ (200) (180) (5,000) (8,500) 500 (13,380) (3,414) -40.0% -5.1% -100.0% -850.0% 50.0% -121.4% -0.9% TOTAL USES $ 341,462 $ 361,973 $ 367,304 $ 347,714 $ 370,718 $ (3,414) -0.9% FY 2015 ADOPTED FY 2015 REVISED SUPPLIES 0801 - GENERAL SUPPLIES Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 341,462 $ 341,462 $ 361,973 $ 361,973 $ 367,304 $ 367,304 $ 347,714 $ 347,714 $ 370,718 $ 370,718 $ (3,414) (3,414) -0.9% -0.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 341,462 $ 341,462 $ 361,973 $ 361,973 $ 367,304 $ 367,304 $ 347,714 $ 347,714 $ 370,718 $ 370,718 $ (3,414) (3,414) -0.9% -0.9% 270 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 3 Staffing by Program and Activity PROGRAM/ACTIVITY GENERAL OVERHEAD ELECTED OR STATUTORY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 3.00 3.00 3.00 2.00 2.00 3.00 2.00 2.00 3.00 2.00 2.00 3.00 1.75 1.75 2.75 (.25) (.25) (.25) (12.5%) (12.5%) (8.3%) FY 2014 ADOPTED 1.00 1.00 1.00 3.00 FY 2015 ADOPTED 1.00 1.00 1.00 3.00 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 FY 2016 REVISED TO ADOPTED VAR % VARIANCE ADOPTED 0.0% 1.00 .75 (.25) (25.0%) 1.00 0.0% (8.3% ) (.25) 2.75 FY 2014 ADOPTED 3.00 3.00 FY 2015 ADOPTED 3.00 3.00 FY 2015 FY 2015 REVISED FORECAST 3.00 3.00 3.00 3.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 2.75 (.25) (8.3%) 2.75 (.25) (8.3% ) Staffing by Market Range Title MARKET RANGE TITLE Bd of Supvr's Chief of Staff Deputy Administrator - BOS Elected Department Total Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Base Adjustments: General Fund (100) Operating • Decrease Regular Benefits by $151 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $3,384 for the impact of the changes in health and dental premium rates. • Increase Internal Service Charges by $181 for the impact of the changes in risk management charges. 271 Department Strategic Plans and Budgets Board of Supervisors, District 3 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 361,973 $ - $ 5,331 $ 5,331 - FY 2015 Revised Budget $ 367,304 $ - FY 2016 Baseline Budget Baseline $ 367,304 $ - $ (151) $ (151) 181 $ 181 - $ 367,334 $ 0.0% - $ 3,384 $ 3,384 - $ 370,718 $ 0.9% - Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Agenda Item: C-49-15-002-2-00 Agenda Item: $ FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 272 Department Strategic Plans and Budgets Board of Supervisors, District 4 Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL PROGRAM / ACTIVITY USES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 357,862 $ 357,862 $ 249,906 $ 249,906 $ 255,237 $ 255,237 $ 249,764 $ 249,764 $ 257,291 $ 257,291 $ (2,054) (2,054) -0.8% -0.8% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 588 588 $ 1,612 $ 109,805 650 112,067 $ 1,612 $ 109,805 650 112,067 $ 670 $ 112,038 646 113,354 $ 1,677 $ 110,955 795 113,427 $ (65) (1,150) (145) (1,360) -4.0% N/A -1.0% -22.3% -1.2% TOTAL PROGRAMS $ 358,450 $ 361,973 $ 367,304 $ 363,118 $ 370,718 $ (3,414) -0.9% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 266,033 $ 88,259 354,292 $ 264,839 $ 87,121 351,960 $ 268,402 $ 87,385 1,782 357,569 $ 267,886 $ 87,086 354,972 $ 268,484 $ 90,863 359,347 $ (82) (3,478) 1,782 (1,778) 0.0% -4.0% 100.0% -0.5% $ SUBTOTAL $ 1,550 $ 1,550 $ 600 $ 600 $ 600 $ 600 $ 2 $ 2 $ 1,005 $ 1,005 $ (405) (405) -67.5% -67.5% SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ - $ 387 2,134 (233) 300 20 2,608 $ 358,450 $ - $ 1,000 2,420 4,000 1,873 120 9,413 $ 361,973 $ - $ 1,000 2,420 4,000 1,595 120 9,135 $ 367,304 $ 352 $ 2,250 3,934 1,600 8 8,144 $ 363,118 $ - $ 500 2,366 4,000 3,000 500 10,366 $ 370,718 $ 500 54 (1,405) (380) (1,231) (3,414) N/A 50.0% 2.2% 0.0% -88.1% -316.7% -13.5% -0.9% TOTAL USES $ 358,450 $ 361,973 $ 367,304 $ 363,118 $ 370,718 $ (3,414) -0.9% SUPPLIES 0801 - GENERAL SUPPLIES 273 Maricopa County Annual Business Strategies FY 2016 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 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 358,450 $ 358,450 $ 361,973 $ 361,973 $ 367,304 $ 367,304 $ 363,118 $ 363,118 $ 370,718 $ 370,718 $ (3,414) (3,414) -0.9% -0.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 358,450 $ 358,450 $ 361,973 $ 361,973 $ 367,304 $ 367,304 $ 363,118 $ 363,118 $ 370,718 $ 370,718 $ (3,414) (3,414) -0.9% -0.9% Staffing by Program and Activity PROGRAM/ACTIVITY GENERAL OVERHEAD ELECTED OR STATUTORY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 3.00 3.00 3.00 2.00 2.00 3.00 2.00 2.00 3.00 1.88 1.88 2.88 1.88 1.88 2.88 (.13) (.13) (.13) (6.3%) (6.3%) (4.2%) FY 2014 ADOPTED 1.00 1.00 1.00 3.00 FY 2015 ADOPTED 1.00 1.00 1.00 3.00 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 1.00 .88 1.00 1.00 3.00 2.88 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 1.00 0.0% .88 (.13) (12.5%) 1.00 0.0% 2.88 (.13) (4.2% ) FY 2014 ADOPTED 3.00 3.00 FY 2015 ADOPTED 3.00 3.00 FY 2015 FY 2015 REVISED FORECAST 3.00 2.88 3.00 2.88 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 2.88 (.13) (4.2%) 2.88 (.13) (4.2% ) Staffing by Market Range Title MARKET RANGE TITLE Bd of Supvr's Chief of Staff Deputy Administrator - BOS Elected Department Total Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Base Adjustments: General Fund (100) Operating • Decrease Regular Benefits by $151 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $3,384 for the impact of the changes in health and dental premium rates. • Increase Internal Service Charges by $181 for the impact of the changes in risk management charges. 274 Department Strategic Plans and Budgets Board of Supervisors, District 4 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 361,973 $ - $ 5,331 $ 5,331 - FY 2015 Revised Budget $ 367,304 $ - FY 2016 Baseline Budget Baseline $ 367,304 $ - $ (151) $ (151) 181 $ 181 - $ 367,334 $ 0.0% - $ 3,384 $ 3,384 - $ 370,718 $ 0.9% - Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Agenda Item: C-49-15-002-2-00 Agenda Item: $ FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 275 Department Strategic Plans and Budgets Board of Supervisors, District 5 Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL PROGRAM / ACTIVITY USES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 355,665 $ 355,665 $ 249,665 $ 249,665 $ 254,996 $ 254,996 $ 255,983 $ 255,983 $ 256,844 $ 256,844 $ (1,848) (1,848) -0.7% -0.7% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 792 792 $ 1,853 $ 109,805 650 112,308 $ 1,853 $ 109,805 650 112,308 $ 770 $ 109,616 646 111,032 $ 2,124 $ 110,955 795 113,874 $ (271) (1,150) (145) (1,566) -14.6% N/A -1.0% -22.3% -1.4% TOTAL PROGRAMS $ 356,457 $ 361,973 $ 367,304 $ 367,015 $ 370,718 $ (3,414) -0.9% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED 235,840 $ 2,547 77,667 10,000 (18,979) 1,537 308,612 $ 231,786 $ 5,000 81,141 317,927 $ 243,937 $ 5,000 83,490 332,427 $ 253,351 $ 10,272 85,997 349,620 $ 258,573 $ 12,528 90,212 361,313 $ $ SUBTOTAL $ 19,451 $ 19,451 $ 13,715 $ 13,715 $ 12,166 $ 12,166 $ 786 $ 786 $ 1,000 $ 1,000 $ SERVICES 0810 - LEGAL 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 $ - $ 2,394 6,412 16,313 1,770 137 1,368 28,394 $ 356,457 $ - $ 2,000 8,211 13,000 7,000 120 30,331 $ 361,973 $ - $ 2,000 8,211 10,000 2,000 500 22,711 $ 367,304 $ 352 $ 999 6,663 8,595 16,609 $ 367,015 $ TOTAL USES $ 356,457 $ 361,973 $ 367,304 $ 367,015 $ SUPPLIES 0801 - GENERAL SUPPLIES 276 REVISED VS ADOPTED % VAR (14,636) (7,528) (6,722) (28,886) -6.0% -150.6% -8.1% N/A N/A N/A -8.7% 11,166 11,166 91.8% 91.8% - $ 100 4,150 2,000 2,000 155 8,405 $ 370,718 $ 1,900 4,061 8,000 345 14,306 (3,414) N/A 95.0% 49.5% 80.0% 0.0% 69.0% N/A 63.0% -0.9% 370,718 $ (3,414) -0.9% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 5 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 356,457 $ 356,457 $ 361,973 $ 361,973 $ 367,304 $ 367,304 $ 367,015 $ 367,015 $ 370,718 $ 370,718 $ (3,414) (3,414) -0.9% -0.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 356,457 $ 356,457 $ 361,973 $ 361,973 $ 367,304 $ 367,304 $ 367,015 $ 367,015 $ 370,718 $ 370,718 $ (3,414) (3,414) -0.9% -0.9% Staffing by Program and Activity PROGRAM/ACTIVITY PROGRAM TOTAL INDIRECT SUPPORT EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 ADOPTED - FY 2015 ADOPTED 1.00 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 2.80 2.80 2.80 2.00 2.00 3.00 FY 2014 ADOPTED 1.00 .80 1.00 2.80 FY 2015 ADOPTED 1.00 1.00 1.00 3.00 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 0.0% FY 2014 ADOPTED 2.80 2.80 FY 2015 ADOPTED 3.00 3.00 FY 2015 FY 2015 REVISED FORECAST 3.00 3.00 3.00 3.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 3.00 0.0% 3.00 0.0% 2.00 2.00 3.00 2.00 2.00 3.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 2.00 2.00 3.00 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Bd of Supvr's Chief of Staff Deputy Administrator - BOS Elected Department Total Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Base Adjustments: General Fund (100) Operating • Decrease Regular Benefits by $151 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $3,384 for the impact of the changes in health and dental premium rates. • Increase Internal Service Charges by $181 for the impact of the changes in risk management charges. 277 Department Strategic Plans and Budgets Board of Supervisors, District 5 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 361,973 $ - $ 5,331 $ 5,331 - FY 2015 Revised Budget $ 367,304 $ - FY 2016 Baseline Budget Baseline $ 367,304 $ - $ (151) $ (151) 181 $ 181 - $ 367,334 $ 0.0% - $ 3,384 $ 3,384 - $ 370,718 $ 0.9% - Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Agenda Item: C-49-15-002-2-00 Agenda Item: $ FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 278 Department Strategic Plans and Budgets Call Center Maricopa County Annual Business Strategies FY 2016 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: Department currently answers 56.25% of calls within 30 seconds. Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % USES TELE - CUSTOMER SERVICE TELEPHONE 14SC - CALL CENTER $ $ 1,510,738 $ 1,510,738 $ 1,507,404 $ 1,507,404 $ 1,589,886 $ 1,589,886 $ 1,612,419 $ 1,612,419 $ 1,615,992 $ 1,615,992 $ POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ $ - $ - $ 56,859 $ 56,859 $ - $ - $ - $ - $ - $ - $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 5,676 5,676 $ 95,174 $ 4,119 99,293 $ 95,174 $ 4,119 99,293 $ 39,660 $ 4,116 43,776 $ 99,246 $ 3,949 103,195 $ (4,072) 170 (3,902) -4.3% N/A 4.1% -3.9% TOTAL PROGRAMS $ 1,516,414 $ 1,663,556 $ 1,689,179 $ 1,656,195 $ 1,719,187 $ (30,008) -1.8% 279 (26,106) (26,106) - -1.6% -1.6% N/A N/A Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 921,766 $ 31,895 446 416,942 (36) 1,371,013 $ 978,609 $ 33,549 421,101 3,744 1,437,003 $ 1,005,770 $ 22,239 430,873 3,744 1,462,626 $ 999,202 $ 21,381 1,366 432,283 1,560 1,455,792 $ 1,007,212 $ 81,774 463,938 6,288 1,559,212 $ $ SUBTOTAL $ 14,445 $ 14,445 $ 14,002 $ 14,002 $ 14,002 $ 14,002 $ 8,788 $ 8,788 $ 12,144 $ 12,144 $ 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 $ 29,217 $ 562 456 100,601 90 20 10 130,956 $ 1,516,414 $ 140,641 $ 2,328 4,202 99,593 15,687 100 (50,000) 212,551 $ 1,663,556 $ 140,641 $ 2,328 4,202 99,593 15,687 100 (50,000) 212,551 $ 1,689,179 $ 77,961 $ 1,306 3,788 100,329 8,092 139 191,615 $ 1,656,195 $ TOTAL USES $ 1,516,414 $ 1,663,556 $ 1,689,179 $ 1,656,195 $ FY 2015 ADOPTED FY 2015 REVISED SUPPLIES 0801 - GENERAL SUPPLIES (1,442) (59,535) (33,065) (2,544) (96,586) -0.1% -267.7% N/A -7.7% -67.9% N/A -6.6% 1,858 1,858 13.3% 13.3% 80,640 $ 2,328 4,202 103,298 7,253 110 (50,000) 147,831 $ 1,719,187 $ 60,001 (3,705) 8,434 (10) 64,720 (30,008) 42.7% 0.0% 0.0% -3.7% 53.8% -10.0% 0.0% N/A 30.4% -1.8% 1,719,187 $ (30,008) -1.8% Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 1,516,414 $ 1,516,414 $ 1,663,556 $ 1,663,556 $ 1,689,179 $ 1,689,179 $ 1,656,195 $ 1,656,195 $ 1,719,187 $ 1,719,187 $ (30,008) (30,008) -1.8% -1.8% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,516,414 $ 1,516,414 $ 1,663,556 $ 1,663,556 $ 1,689,179 $ 1,689,179 $ 1,656,195 $ 1,656,195 $ 1,719,187 $ 1,719,187 $ (30,008) (30,008) -1.8% -1.8% Staffing by Program and Activity PROGRAM / ACTIVITY CALL CENTER CUSTOMER SERVICE TELEPHONE PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 ADOPTED 27.00 27.00 27.00 FY 2015 ADOPTED 27.00 27.00 27.00 280 FY 2015 REVISED 27.00 27.00 27.00 FY 2015 FORECAST 27.00 27.00 27.00 FY 2016 ADOPTED 27.00 27.00 27.00 REVISED TO ADOPTED VARIANCE VAR % - 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Call Center Staffing by Market Range Title MARKET RANGE TITLE Call Center Representative Call Center Representative Lead Call Center Supervisor Director - STAR Call Center Management Analyst Systems Administrator Department Total FY 2015 ADOPTED 18.00 4.00 2.00 1.00 1.00 1.00 27.00 FY 2014 ADOPTED 18.00 4.00 2.00 1.00 1.00 1.00 27.00 FY 2015 FY 2015 REVISED FORECAST 18.00 18.00 4.00 4.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 27.00 27.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 0.0% 18.00 4.00 0.0% 2.00 0.0% 0.0% 1.00 0.0% 1.00 1.00 0.0% 27.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2014 ADOPTED 27.00 27.00 FY 2015 ADOPTED 27.00 27.00 FY 2015 FY 2015 REVISED FORECAST 27.00 27.00 27.00 27.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 27.00 0.0% 27.00 0.0% General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) • Decrease Regular Benefits by $1,025 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $29,328 for the impact of the changes in health and dental premium rates. • Increase Other Services by $170 for the impact of the changes in risk management charges. • Decrease Internal Service Charges by $170 for the impact of the changes in risk management charges. Programs and Activities Call Center Program The purpose of the Call Center is to provide an immediate information bridge for the residents of Maricopa County so that the caller and the customer agent can identify and define the issue or problem and either solve the problem or recommend a course of action in a single telephone call. Program Results Measure Description Percent of calls answered within 30 seconds. FY 2014 ACTUAL 47.6% FY 2015 FY 2015 REVISED FORECAST 50.0% 58.0% FY 2016 ADOPTED 60.0% REV VS ADOPTED VAR % 10.0% 20.0% Activities that comprise this program include: • Customer Service Telephone Customer Service Telephone Activity The purpose of the Customer Service Telephone activity is to provide information to residents of Maricopa County so they can make accurate, timely, and informed decisions with a single telephone call. 281 Department Strategic Plans and Budgets Call Center Maricopa County Annual Business Strategies FY 2016 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 2014 FY 2015 FY 2015 FY 2016 ACTUAL REVISED FORECAST ADOPTED VAR % 47.6% 50.0% 58.0% 60.0% 10.0% 20.0% 821,491 942,000 788,358 784,400 (157,600) -16.7% 821,491 942,000 788,358 784,400 (157,600) -16.7% 411,278 471,000 527,567 470,640 (360) -0.1% 960,300 942,000 788,358 784,400 (157,600) -16.7% $ 1.84 $ 1.69 $ 2.05 $ 2.06 $ (0.37) -22.1% 100 - GENERAL TOTAL USES $ 1,510,738 $ 1,510,738 $ 1,589,886 $ 1,589,886 $ 1,612,419 $ 1,612,419 $ 1,615,992 $ 1,615,992 $ $ (26,106) (26,106) -1.6% -1.6% Activity Narrative: The Department expects a decrease in call volume. The Treasurer and Assessor related call volume will likely remain high in FY 2016, due to prop 117. The FY 2016 expenditure budget is above FY 2015 Revised due to increased costs associated with fixed benefits, specifically health and dental premium rates. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan - $ 25,623 $ 25,623 - $ 1,689,179 $ - $ 1,705 $ 1,705 - $ 1,690,884 $ - $ (1,025) $ (1,025) 170 - (170) - C-49-15-002-2-00 Agenda Item: FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Other Base Adjustments Increase Other Services Internal Service Charges Decrease Risk Management Charges 1,663,556 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: FY 2016 Tentative Budget $ 170 $ (170) $ 1,689,859 $ -0.1% - $ 29,328 $ 29,328 - $ 1,719,187 $ 1.7% - Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 282 Maricopa County Annual Business Strategies FY 2016 Adopted 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: The District records have been audited, and the Special District representatives have been contacted regarding adherence to statutory requirements. Training materials are being drafted for newly formed districts, and for the existing districts to utilize as a resource manual. Election timeline calendars have been created and distributed to certain district types (Irrigation Water Delivery Districts, Irrigation and Water Conservation Districts, and Fire Districts). 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: The Board of Supervisors’ approved meeting minutes from 2011 to the present are now available and searchable on the website. The prior years’ approved minutes are currently being evaluated and/or prepared to enable conversion to electronic formats. 283 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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: The claims/lawsuit service process has been converted to an electronic cabinet, and is available for research and review by Risk Management and the County Attorney’s Office resulting in the elimination of paper copies. Access is being expanded to the Medical Examiner, and other County Departments upon request. Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES RCRD - RECORDS MANAGEMENT 06IS - INFORMATION SERVICES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ $ 750 $ 750 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 750 $ - $ - $ - $ - $ - N/A USES LICP - APPLICATION PROCESSES 06AP - APPLICATION PROCESSES $ $ 33,772 $ 33,772 $ 19,952 $ 19,952 $ 26,954 $ 26,954 $ 24,261 $ 24,261 $ 32,345 $ 32,345 $ (5,391) (5,391) -20.0% -20.0% BORD - BOARDS AND COMMISSIONS 06BC - BOARDS AND COMMISSIONS $ $ 9,853 $ 9,853 $ 9,979 $ 9,979 $ 9,979 $ 9,979 $ 6,054 $ 6,054 $ 10,126 $ 10,126 $ (147) (147) -1.5% -1.5% RCRD - RECORDS MANAGEMENT 06IS - INFORMATION SERVICES $ $ 205,307 $ 205,307 $ 336,738 $ 336,738 $ 277,036 $ 277,036 $ 219,735 $ 219,735 $ 298,927 $ 298,927 $ (21,891) (21,891) -7.9% -7.9% MTNG - MEETING MANAGEMENT 06MM - MEETING MANAGEMENT $ $ 502,662 $ 502,662 $ 776,055 $ 776,055 $ 817,242 $ 817,242 $ 629,917 $ 629,917 $ 774,859 $ 774,859 $ 42,383 42,383 5.2% 5.2% SDIS - SPECIAL DISTRICTS 06SD - SPECIAL DISTRICTS $ $ 70,036 $ 70,036 $ 78,094 $ 78,094 $ 80,088 $ 80,088 $ 81,182 $ 81,182 $ 80,053 $ 80,053 $ 35 35 0.0% 0.0% BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 33,480 $ 169,884 203,364 $ 32,321 $ 107,982 419 140,722 $ 45,538 $ 118,528 419 164,485 $ 43,035 $ 115,048 174 158,257 $ 45,669 $ 119,005 164,674 $ (131) (477) 419 (189) -0.3% -0.4% 100.0% -0.1% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 48,180 48,180 $ 6,291 $ 55,077 24,632 86,000 $ 6,291 $ 56,311 24,632 87,234 $ 2,620 $ 57,282 24,632 84,534 $ 6,411 $ 55,003 2,013 63,427 $ (120) 1,308 22,619 23,807 -1.9% N/A 2.3% 91.8% 27.3% TOTAL PROGRAMS $ 1,073,174 $ 1,447,540 $ 1,463,018 $ 1,203,940 $ 1,424,411 $ $ 38,607 2.6% Sources and Uses by Category CATEGORY OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 750 750 $ $ - $ - $ - $ $ - $ $ - $ $ - N/A N/A 750 $ - $ - $ - $ - $ - N/A 284 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VAR % FY 2016 ADOPTED 570,754 $ 12,738 30 206,547 (357) 357 790,069 $ 644,915 $ 236,106 881,021 $ 697,618 $ 245,879 943,497 $ 657,172 $ 7,926 234,229 899,327 $ 727,305 $ 272,575 999,880 $ (29,687) (26,696) (56,383) -4.3% N/A N/A -10.9% N/A N/A -6.0% 16,061 $ 10,540 26,601 $ 25,124 $ 25,124 $ 25,124 $ 25,124 $ 20,943 $ 20,943 $ 17,071 $ 17,071 $ 8,053 8,053 32.1% N/A 32.1% 1,261 $ 183,194 5,793 7,301 54,806 1,906 625 1,548 70 256,504 $ 500 $ 359,823 5,400 5,510 33,906 1,920 11,700 1,520 420,279 $ 500 $ 312,825 5,400 5,510 33,906 1,920 11,700 1,520 373,281 $ 570 $ 238,728 7,330 2,297 31,666 800 705 1,524 50 283,670 $ 500 $ 285,687 5,500 9,310 10,273 1,920 11,700 1,520 326,410 $ 27,138 (100) (3,800) 23,633 46,871 0.0% 8.7% -1.9% -69.0% 69.7% 0.0% 0.0% 0.0% N/A 12.6% $ - $ - $ 111,116 $ 10,000 121,116 $ 111,116 $ 10,000 121,116 $ - $ - $ 81,050 $ 81,050 $ 30,066 10,000 40,066 27.1% 100.0% 33.1% ALL EXPENDITURES $ 1,073,174 $ 1,447,540 $ 1,463,018 $ 1,203,940 $ 1,424,411 $ 38,607 2.6% TOTAL USES $ 1,073,174 $ 1,447,540 $ 1,463,018 $ 1,203,940 $ 1,424,411 $ 38,607 2.6% 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 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 750 $ 750 $ - $ - $ - $ - $ - $ - $ - $ - $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 750 $ 750 $ - $ - $ - $ - $ - $ - $ - $ - $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED - N/A N/A N/A N/A REVISED VS ADOPTED VAR % FUND TOTAL USES $ 1,072,817 $ 357 1,073,174 $ 1,203,921 $ 243,619 1,447,540 $ 1,219,399 $ 243,619 1,463,018 $ 1,173,940 $ 30,000 1,203,940 $ 1,210,792 $ 213,619 1,424,411 $ 8,607 30,000 38,607 0.7% 12.3% 2.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,072,817 $ 357 $ 1,073,174 $ 1,203,921 $ 243,619 $ 1,447,540 $ 1,219,399 $ 243,619 $ 1,463,018 $ 1,173,940 $ 30,000 $ 1,203,940 $ 1,210,792 $ 213,619 $ 1,424,411 $ 8,607 30,000 38,607 0.7% 12.3% 2.6% $ 285 Maricopa County Annual Business Strategies FY 2016 Adopted 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 OR STATUTORY 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 2015 ADOPTED FY 2014 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % .35 .35 .40 .40 .65 .65 .65 .65 .65 .65 - 0.0% 0.0% .15 .15 .20 .20 .20 .20 .20 .20 .20 .20 - 0.0% 0.0% - .35 .35 .35 .35 .35 .35 .35 .35 - 0.0% 0.0% .50 1.25 1.75 .50 .90 1.40 .70 1.00 1.70 .70 1.00 1.70 .70 1.00 1.70 - 0.0% 0.0% 0.0% 4.40 4.40 3.60 3.60 2.60 2.60 2.60 2.60 2.60 2.60 - 0.0% 0.0% 4.50 4.50 4.95 4.95 6.40 6.40 6.40 6.40 6.40 6.40 - 0.0% 0.0% .85 .85 12.00 1.10 1.10 12.00 1.10 1.10 13.00 1.10 1.10 13.00 1.10 1.10 13.00 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Business Systems Analyst-Sr/Ld 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 2014 ADOPTED FY 2015 ADOPTED 2.00 1.00 1.00 1.00 3.00 4.00 12.00 1.00 1.00 2.00 1.00 1.00 1.00 5.00 12.00 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 13.00 13.00 FY 2014 ADOPTED 12.00 12.00 FY 2015 ADOPTED 12.00 12.00 FY 2015 FY 2015 REVISED FORECAST 13.00 13.00 13.00 13.00 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 5.00 0.0% N/A 13.00 0.0% FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 13.00 0.0% 13.00 0.0% Staffing by Fund DEPARTMENT/FUND GENERAL 100 Department Total General Adjustments Base Adjustments: Operating • Decrease Regular Benefits by $739 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $13,536 for the impact of the changes in health and dental premium rates. • Decrease Internal Service Charges by $22,619 for the impact of the changes in risk management charges. Non Recurring Non Project (0001) • Non Recurring carry forward of $213,619 for the SOLAR and Electronic Document Management System projects. 286 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 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 2014 ACTUAL 100.0% $ 114 114 296.25 $ $ 33,772 33,772 FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% $ 100 100 269.54 $ $ 26,954 26,954 $ 99 100 245.06 $ $ 24,261 24,261 FY 2016 ADOPTED 100.0% $ 104 104 311.01 $ $ 32,345 32,345 REV VS ADOPTED VAR % 0.0% 0.0% $ 4 4 (41.47) 4.0% 4.0% -15.4% $ $ (5,391) (5,391) -20.0% -20.0% 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 2015. The efforts associated with processing of claims against the County are included in this activity. The FY 2016 budget is based on the actual experience of FY 2014. 287 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 FY 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 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 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 60 60 66 72 12 20.0% 60 60 66 72 12 20.0% 25.68 15.4% $ 164.22 $ 166.32 $ 91.73 $ 140.64 $ $ $ 9,853 9,853 $ $ 9,979 9,979 $ $ 6,054 6,054 $ $ 10,126 10,126 $ $ (147) (147) -1.5% -1.5% Activity Narrative: The workload in this area is increasing by one report per month, however the Department expects staff can accommodate this increase and maintain a result of 100% of the demanded reports by the required time. Expenditures are expected to remain relatively flat. The Department experienced staff turnover during FY 2015 which created an expenditure forecast less than budget. 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. 288 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results Measure Description Percent of responses received from the public and/or departments who expressed an opinion Percent of record and information requests processed within three business days. FY 2014 ACTUAL 99.6% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 96.9% 90.2% 92.9% 96.0% 83.3% REV VS ADOPTED VAR % (3.1%) -3.1% 9.5% 11.4% Activities that comprise this program include: • Records Management Records Management Activity The Purpose of the Records Management Activity is to provide Board of Supervisors' and Board of Directors of Countywide Districts' recorded document management services to Maricopa County departments and the people of Maricopa County so they can have access to the Board’s actions and conduct their respective business. Mandates: A.R.S. §11-221 provides custody and inspection of records that all accounts of the Board of Supervisors should be kept at the office of the Clerk of the Board, and in his care, and shall be open to public inspection. A.R.S. §39-101 clarifies what a permanent public record is as well as the storage and quality of the medium used for preservation. Measure Type Result Measure Description Percent of responses received from the public and/or departments who expressed an opinion that they were satisfied with research Result Percent of record and information requests processed within three business days. Number of record and information requests processed. Number of record and information requests received. Total Expenditure per record and information research request processed. Output Demand Expenditure Ratio Revenue FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2014 ACTUAL 99.6% FY 2016 ADOPTED 96.9% REV VS ADOPTED % VAR (3.1%) -3.1% 96.0% 83.3% 90.2% 92.9% 9.5% 11.4% 1,190 1,200 1,340 1,400 200 16.7% 1,180 1,200 1,340 1,400 200 16.7% $ 172.53 $ 230.86 $ 163.98 $ 213.52 $ 17.34 7.5% 100 - GENERAL TOTAL SOURCES $ $ 750 750 $ $ - $ $ - $ $ - $ $ - N/A N/A 100 - GENERAL TOTAL USES $ $ 205,307 205,307 $ $ 277,036 277,036 $ $ 219,735 219,735 $ $ 298,927 298,927 $ $ Expenditure (21,891) (21,891) -7.9% -7.9% 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 2016. The demand for information continues to increase as residents are becoming accustomed to asking for and receiving governmental information. 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. 289 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results Measure Description Percent of Board of Supervisors' and Countywide Districts' meetings held in FY 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 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 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. 100 - GENERAL TOTAL USES FY 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 205 112 138 182 70 62.5% N/A 1,948 1,953 2,200 252 12.9% 2,271 2,000 1,979 2,200 200 10.0% 212 112 138 185 73 65.2% N/A $ $ $ FY 2016 ADOPTED 100.0% 502,662 502,662 $ $ 419.53 $ 322.54 $ 352.21 $ 67.32 16.0% 817,242 817,242 $ $ 629,917 629,917 $ $ 774,859 774,859 $ $ 42,383 42,383 5.2% 5.2% 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 2016. The number of required meetings varies each year based on many factors. The Department is anticipating an increase in the number of meetings compared to 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. 290 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results Measure Description Percent of requests for information related to administration of Special Districts completed FY 2014 ACTUAL 99.4% FY 2015 FY 2015 REVISED FORECAST 78.9% 93.4% FY 2016 ADOPTED 99.5% REV VS ADOPTED VAR % 20.6% 26.1% 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 100 - GENERAL TOTAL USES FY 2015 FY 2015 FORECAST REVISED 78.9% 93.4% FY 2014 ACTUAL 99.4% FY 2016 ADOPTED 99.5% REV VS ADOPTED VAR % 26.1% 20.6% 483 380 639 880 500 131.6% 483 380 639 880 500 131.6% $ 145.00 $ 210.76 $ 127.05 $ 90.97 $ 119.79 56.8% $ $ 70,036 70,036 $ $ 80,088 80,088 $ $ 81,182 81,182 $ $ 80,053 80,053 $ $ 35 35 0.0% 0.0% 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. The FY 2015 Forecast and FY 2016 Recommended reflect an increase in contacts with special districts due to an effort to educate several district types concerning election laws and procedures. As more special districts are educated, the Department expects further increases in contacts. 291 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliation General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan - $ 15,478 $ 15,478 - $ 1,219,399 $ - $ 1,215 $ 1,215 - $ 1,220,614 $ - $ (739) $ (739) (22,619) $ (22,619) - $ 1,197,256 $ -1.9% - $ 13,536 $ 13,536 - $ 1,210,792 $ -0.8% - C-49-15-002-2-00 Agenda Item: FY 2016 Baseline Budget Baseline Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges 1,203,921 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: $ FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 243,619 $ - FY 2015 Revised Budget $ 243,619 $ - $ (243,619) $ (243,619) - $ - $ - $ 213,619 $ 213,619 - $ 213,619 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2016 Baseline Budget Baseline Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2016 Adopted Budget g 292 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Analysis by Dreamlyn Johnson, Management and Budget Analyst Summary Mission The mission of the Clerk of the Superior Court is to provide progressive and efficient court-related records management and financial services for the justice system, the legal community, and public so they have fair and timely access to accurate court records and services. Vision The vision of the Clerk of Superior Court is to be the most technologically advanced organization focused on delivering outstanding customer and employee satisfaction in every aspect of our operations. Strategic Goals Safe Communities By December 31, 2017, 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 December 31, 2017. 293 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES CASE - CASE ESTABLISHMENT COUR - MEMORIALIZE COURT PROCEEDINGS EFDC - EFILED DOCUMENT SCDC - SCANNED DOCUMENT 16CR - COURT RECORDS $ $ $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 312,483 $ 3,078,627 2,719,890 1,170,576 7,281,576 $ 385,000 $ 2,761,058 2,632,872 1,147,606 6,926,536 $ 385,000 $ 3,034,866 2,632,872 1,147,606 7,200,344 $ 313,255 $ 3,122,733 2,475,678 1,064,055 6,975,721 $ 313,255 $ 2,961,328 2,448,571 1,064,545 6,787,699 $ (71,745) (73,538) (184,301) (83,061) (412,645) -18.6% -2.4% -7.0% -7.2% -5.7% 7,680,000 $ 2,300 7,682,300 $ 7,680,000 $ 2,300 7,682,300 $ 6,232,161 $ 2,101 6,234,262 $ 6,232,161 $ 2,300 6,234,461 $ (1,447,839) (1,447,839) -18.9% 0.0% -18.8% COCL - COURT ORDERED RECEIVABLES COFR - COURT ORDERED FIN RECORDS 16FS - COURT CLERK FIDUCIARY SERVICES $ 7,241,114 $ 2,238 7,243,352 $ PURE - PUBLIC REGISTRATIONS 16PR - PUBLIC RECORDS $ $ 1,581,203 $ 1,581,203 $ 1,435,000 $ 1,435,000 $ 1,435,000 $ 1,435,000 $ 1,257,051 $ 1,257,051 $ 1,257,051 $ 1,257,051 $ (177,949) (177,949) -12.4% -12.4% ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 1,389,660 $ 1,389,660 $ 1,290,776 $ 1,290,776 $ 1,618,803 $ 1,618,803 $ 1,703,590 $ 1,703,590 $ 1,247,654 $ 1,247,654 $ (371,149) (371,149) -22.9% -22.9% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ (30,286) $ (30,286) $ - $ - $ - $ - $ (199,984) $ (199,984) $ - $ - $ BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 169,944 $ 169,944 $ 216,000 $ 216,000 $ 216,000 $ 216,000 $ 155,964 $ 155,964 $ 155,964 $ 155,964 $ (60,036) (60,036) -27.8% -27.8% TOTAL PROGRAMS $ 17,635,449 $ 17,550,612 $ 18,152,447 $ 16,126,604 $ 15,682,829 $ (2,469,618) -13.6% 418,431 $ 3,641,713 12,002,394 637,717 317,943 953,953 678,360 433,119 5,364,595 24,448,225 $ 395,000 $ 3,570,958 12,408,455 740,600 324,933 936,543 668,984 600,158 4,727,860 24,373,491 $ 389,843 $ 3,599,355 13,524,947 761,981 333,507 1,051,013 748,087 577,656 4,722,907 25,709,296 $ 401,148 $ 3,710,037 12,906,516 747,107 309,220 975,264 687,947 580,043 4,339,230 24,656,512 $ 389,826 $ 3,678,856 13,685,083 767,793 310,766 1,082,884 696,556 636,844 4,470,004 25,718,612 $ 17 (79,501) (160,136) (5,812) 22,741 (31,871) 51,531 (59,188) 252,903 (9,316) 0.0% -2.2% -1.2% -0.8% 6.8% -3.0% 6.9% -10.2% 5.4% 0.0% 210,257 $ 341,455 2,234,438 2,786,150 $ 211,757 $ 821,547 2,298,290 3,331,594 $ 217,296 $ 826,038 2,353,650 3,396,984 $ 217,413 $ 395,912 2,171,988 2,785,313 $ 216,742 $ 363,041 2,360,559 2,940,342 $ 554 462,997 (6,909) 456,642 0.3% 56.1% -0.3% 13.4% 1,159,527 $ 479,447 1,094,538 2,733,512 $ 1,051,385 $ 429,582 1,046,642 2,527,609 $ 1,085,288 $ 396,627 1,047,515 2,529,430 $ 1,114,705 $ 343,079 1,051,254 2,509,038 $ 1,074,533 $ 303,457 1,172,174 2,550,164 $ 10,755 93,170 (124,659) (20,734) 1.0% 23.5% -11.9% -0.8% 206,054 $ 616,773 3,773,279 107,171 4,703,277 $ 178,181 $ 582,769 986,205 390,741 123,643 2,532,999 4,794,538 $ 183,225 $ 587,431 1,014,018 126,618 2,669,946 4,581,238 $ 216,808 $ 639,250 1,091,916 113,895 116,872 2,800,449 4,979,190 $ 247,863 $ 671,656 1,010,639 (203,581) 106,313 2,377,588 4,210,478 $ (64,638) (84,225) 3,379 203,581 20,305 292,358 370,760 -35.3% -14.3% 0.3% N/A 16.0% N/A 10.9% 8.1% - $ 603,037 603,037 $ 421,516 $ 117,054 132,741 671,311 $ 421,516 $ 120,805 132,741 675,062 $ 422,995 $ 122,252 132,744 677,991 $ 439,550 $ 120,955 69,561 630,066 $ (18,034) (150) 63,180 44,996 -4.3% N/A -0.1% 47.6% 6.7% $ 2,654,562 $ 499,703 608,892 3,763,157 $ 5,405,767 $ 1,156,175 829,370 7,391,312 $ 5,630,763 $ 1,160,871 833,266 7,624,900 $ 3,122,664 $ 871,534 684,804 4,679,002 $ 6,256,285 $ 416,071 720,678 7,393,034 $ (625,522) 744,800 112,588 231,866 -11.1% 64.2% 13.5% 3.0% TOTAL PROGRAMS $ 39,037,358 $ 43,089,855 $ 44,516,910 $ 40,287,046 $ 43,442,696 $ - N/A N/A 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 RMGT - RISK MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ $ $ 294 1,074,214 2.4% Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category FY 2014 ACTUAL CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2015 ADOPTED 547,395 $ 547,395 $ 1,551,416 1,551,416 $ $ 738,135 $ 12,592,347 13,330,482 $ 2,116,594 2,116,594 $ $ 4,713 $ 84,849 89,562 $ FY 2015 REVISED 535,000 535,000 $ $ 1,484,995 1,484,995 $ $ 653,756 $ 12,290,961 12,944,717 $ 2,400,000 2,400,000 FY 2015 FORECAST 535,000 $ 535,000 $ 1,855,435 1,855,435 $ $ 752,580 $ 12,423,532 13,176,112 $ FY 2016 ADOPTED 550,056 $ 550,056 $ 1,855,582 1,855,582 $ $ 752,580 $ 11,404,352 12,156,932 $ 550,056 550,056 REVISED VS ADOPTED VAR % $ $ 1,484,286 $ 1,484,286 $ 730,002 11,355,054 12,085,056 2.8% 2.8% (371,149) (371,149) -20.0% -20.0% $ (22,578) (1,068,478) (1,091,056) -3.0% -8.6% -8.3% $ $ $ 2,400,000 2,400,000 $ $ 1,482,331 1,482,331 $ $ 1,482,331 $ 1,482,331 $ (917,669) (917,669) -38.2% -38.2% 5,900 $ 180,000 185,900 $ 5,900 180,000 185,900 $ $ $ 6,503 75,200 81,703 5,900 $ 75,200 81,100 $ (104,800) (104,800) 0.0% -58.2% -56.4% (2,469,618) -13.6% $ ALL REVENUES $ 17,635,449 $ 17,550,612 $ 18,152,447 $ 16,126,604 $ 15,682,829 $ TOTAL SOURCES $ 17,635,449 FY 2014 ACTUAL $ 17,550,612 $ FY 2015 ADOPTED 18,152,447 FY 2015 REVISED $ 16,126,604 FY 2015 FORECAST $ 15,682,829 FY 2016 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 $ 15,056 15,056 (2,469,618) -13.6% REVISED VS ADOPTED VAR % 23,500,733 $ 240,977 45,542 10,124,487 9,067 (2,346,863) 2,240,964 33,814,907 $ 25,398,225 $ 360,303 83,026 10,734,782 44,000 (1,573,956) 1,602,957 36,649,337 $ 26,180,773 $ 362,558 83,026 10,904,602 44,000 (2,071,066) 2,407,800 37,911,693 $ 24,583,027 $ 285,800 84,942 10,434,193 43,957 (1,711,832) 2,016,870 35,736,957 $ 25,505,895 $ 455,644 99,996 11,216,166 (2,185,160) 2,215,160 37,307,701 $ 674,878 (93,086) (16,970) (311,564) 44,000 114,094 192,640 603,992 2.6% -25.7% -20.4% -2.9% 100.0% 5.5% 8.0% 1.6% 660,886 $ 19,050 458,097 1,577 1,139,610 $ 770,794 $ 20,000 94,000 884,794 $ 763,242 $ 20,000 128,648 911,890 $ 917,400 $ 17,954 141,392 1,076,746 $ 1,174,027 $ 20,000 12,000 (1,200) 1,200 1,206,027 $ (410,785) 116,648 1,200 (1,200) (294,137) -53.8% 0.0% 90.7% N/A N/A -32.3% 12,182 $ 487 1,653,582 235,769 545,138 514,661 46,835 32,074 492,474 (124,791) 282,381 3,690,792 $ 10,000 $ 3,045,846 169,920 472,665 495,556 55,000 70,000 461,318 157,419 4,937,724 $ 10,000 $ 3,185,965 169,920 472,665 495,556 52,484 70,000 461,318 157,419 5,075,327 $ 12,607 $ 97,739 879,779 155,055 291,090 528,297 40,998 77,466 442,626 50 157,201 2,682,908 $ 10,000 $ 2,589,400 163,000 361,820 587,787 55,132 60,000 468,000 (5,000) 160,829 4,450,968 $ 596,565 6,920 110,845 (92,231) (2,648) 10,000 (6,682) 5,000 (3,410) 624,359 0.0% N/A 18.7% 4.1% 23.5% -18.6% -5.0% 14.3% -1.4% N/A N/A -2.2% 12.3% $ 367,168 $ 24,881 392,049 $ 618,000 $ 618,000 $ 618,000 $ 618,000 $ 790,435 $ 790,435 $ 478,000 $ 478,000 $ 140,000 140,000 22.7% N/A 22.7% ALL EXPENDITURES $ 39,037,358 $ 43,089,855 $ 44,516,910 $ 40,287,046 $ 43,442,696 $ 1,074,214 2.4% TOTAL USES $ 39,037,358 $ 43,089,855 $ 44,516,910 $ 40,287,046 $ 43,442,696 $ 1,074,214 2.4% 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 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 $ $ $ 295 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 9,134,908 $ 9,134,908 $ 9,500,000 $ 9,500,000 $ 9,500,000 $ 9,500,000 $ 7,802,467 $ 7,802,467 $ 7,802,467 $ 7,802,467 $ (1,697,533) (1,697,533) -17.9% -17.9% $ FUND TOTAL SOURCES $ 1,551,416 $ 1,551,416 $ 1,484,995 $ 1,484,995 $ 1,855,435 $ 1,855,435 $ 1,855,435 $ 1,855,435 $ 1,484,286 $ 1,484,286 $ (371,149) (371,149) -20.0% -20.0% $ FUND TOTAL SOURCES $ 1,170,730 $ 1,170,730 $ 1,147,606 $ 1,147,606 $ 1,147,606 $ 1,147,606 $ 1,064,545 $ 1,064,545 $ 1,064,545 $ 1,064,545 $ (83,061) (83,061) -7.2% -7.2% $ $ 975,171 $ 975,171 $ 960,000 $ 960,000 $ 960,000 $ 960,000 $ 895,181 $ 895,181 $ 899,964 $ 899,964 $ (60,036) (60,036) -6.3% -6.3% $ $ 1,981,782 $ 1,981,782 $ 1,740,549 $ 1,740,549 $ 1,971,944 $ 1,971,944 $ 1,971,844 $ 1,971,844 $ 1,915,696 $ 1,915,696 $ (56,248) (56,248) -2.9% -2.9% $ $ 98,997 $ 98,997 $ 82,290 $ 82,290 $ 82,290 $ 82,290 $ 58,692 $ 58,692 $ 65,000 $ 65,000 $ (17,290) (17,290) -21.0% -21.0% $ $ 2,238 $ 2,238 $ 2,300 $ 2,300 $ 2,300 $ 2,300 $ 2,101 $ 2,101 $ 2,300 $ 2,300 $ $ $ 2,720,207 $ 2,720,207 $ 2,632,872 $ 2,632,872 $ 2,632,872 $ 2,632,872 $ 2,476,339 $ 2,476,339 $ 2,448,571 $ 2,448,571 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 17,635,449 $ 17,635,449 $ FY 2014 ACTUAL 17,550,612 $ 17,550,612 $ FY 2015 ADOPTED 18,152,447 $ 18,152,447 $ FY 2015 REVISED 16,126,604 $ 16,126,604 $ FY 2015 FORECAST USES $ 29,857,170 $ 29,857,170 $ 31,877,562 $ 18,000 413,099 2,395,940 34,704,601 $ 32,410,682 $ 18,000 413,099 2,395,940 35,237,721 $ 31,945,179 $ 18,000 103,540 32,066,719 $ 33,364,056 $ 12,000 2,292,400 35,668,456 $ (953,374) 18,000 401,099 103,540 (430,735) -2.9% 100.0% 97.1% 4.3% -1.2% $ USES $ 1,552,673 $ 1,552,673 $ 1,484,995 $ 1,484,995 $ 1,855,435 $ 1,855,435 $ 1,855,435 $ 1,855,435 $ 1,484,286 $ 1,484,286 $ 371,149 371,149 20.0% 20.0% $ 1,119,297 $ 442,800 1,562,097 $ 1,147,606 $ 1,147,606 $ 1,147,606 $ 1,147,606 $ 1,064,545 $ 1,064,545 $ 1,064,545 $ 85,396 1,149,941 $ 83,061 (85,396) (2,335) 7.2% N/A -0.2% 378,966 $ 239,637 618,603 $ 632,979 $ 356,980 989,959 $ 632,979 $ 548,340 1,181,319 $ 300,054 $ 216,097 516,151 $ 700,746 $ 700,746 $ (67,767) 548,340 480,573 -10.7% 100.0% 40.7% USES $ 1,565,405 $ 693,359 2,258,764 $ 2,054,822 $ 2,054,822 $ 1,971,944 $ 415,013 2,386,957 $ 1,971,844 $ 415,013 2,386,857 $ 1,915,696 $ 1,915,696 $ 56,248 415,013 471,261 2.9% 100.0% 19.7% $ USES $ 5,885 $ 5,885 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 23,156 $ 23,156 $ 75,000 $ 75,000 $ - 0.0% 0.0% $ USES $ 2,568,946 $ 613,220 3,182,166 $ 2,632,872 $ 2,632,872 $ 2,632,872 $ 2,632,872 $ 2,374,183 $ 2,374,183 $ 2,448,571 $ 2,448,571 $ 184,301 184,301 7.0% N/A 7.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 37,042,457 $ 1,994,901 $ 39,037,358 $ 39,830,836 $ 3,259,019 $ 43,089,855 $ 40,651,518 $ 3,865,392 $ 44,516,910 $ 39,511,240 $ 775,806 $ 40,287,046 $ 40,977,900 $ 2,464,796 $ 43,442,696 $ (326,382) 1,400,596 1,074,214 -0.8% 36.2% 2.4% 216 CLERK OF THE COURT GRANTS OPERATING 205 COURT DOCUMENT RETRIEVAL OPERATING 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 $ $ 296 (184,301) (184,301) 0.0% 0.0% -7.0% -7.0% (2,469,618) -13.6% 15,682,829 $ (2,469,618) -13.6% 15,682,829 $ REVISED VS ADOPTED FY 2016 ADOPTED VAR % Maricopa County Annual Business Strategies FY 2016 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 OR STATUTORY 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 3.15 45.60 4.65 53.40 3.15 47.20 10.15 60.50 3.15 45.60 9.75 58.50 3.15 45.60 4.75 53.50 3.15 46.60 4.75 54.50 1.00 (5.00) (4.00) 0.0% 2.2% (51.3%) (6.8%) 8.00 72.55 8.00 7.15 23.30 15.60 8.25 239.75 94.15 476.75 7.65 77.25 6.70 7.10 21.25 13.00 12.80 239.25 96.60 481.60 7.65 75.05 6.70 7.60 22.05 13.00 12.75 244.25 94.05 483.10 7.65 75.05 6.70 7.60 22.05 13.00 12.75 244.25 94.05 483.10 7.65 75.05 6.70 7.60 22.05 13.00 12.75 248.25 95.05 488.10 4.00 1.00 5.00 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.6% 1.1% 1.0% - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 2.45 38.75 8.00 1.55 50.75 2.45 5.00 8.00 31.75 1.55 48.75 2.45 5.00 9.00 28.00 1.55 46.00 2.45 5.00 9.00 28.00 1.55 46.00 2.45 5.00 9.00 28.00 1.55 46.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 24.15 5.50 9.25 38.90 24.15 5.00 9.75 38.90 23.55 5.00 10.75 39.30 23.55 5.00 10.75 39.30 22.55 5.00 10.75 38.30 (1.00) (1.00) (4.2%) 0.0% 0.0% (2.5%) 23.55 10.45 21.20 55.20 675.00 21.55 9.10 21.10 51.75 682.50 23.50 7.60 22.50 53.60 681.50 23.50 7.60 22.50 53.60 676.50 22.25 6.60 22.75 51.60 679.50 (1.25) (1.00) .25 (2.00) (2.00) (5.3%) (13.2%) 1.1% (3.7%) (0.3%) 297 Maricopa County Annual Business Strategies FY 2016 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 Administrative Supervisor 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 Associate 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 Associate Justice System Clerk Lead Justice System Clerk Senior Justice System Clerk Supervisor 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 2014 ADOPTED 3.00 4.00 2.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 213.50 16.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 6.00 9.00 2.00 2.00 1.00 2.00 1.00 1.00 2.00 2.00 1.00 7.00 286.00 23.00 20.00 10.00 3.00 1.00 1.00 1.00 1.00 6.50 1.00 5.00 2.00 3.00 1.00 2.00 3.00 1.00 1.00 2.00 3.00 1.00 2.00 675.00 FY 2015 ADOPTED 3.00 4.00 2.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 218.00 16.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 6.00 10.00 2.00 2.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 7.00 289.00 24.00 20.00 10.00 3.00 1.00 1.00 1.00 1.00 1.00 6.50 1.00 5.00 3.00 3.00 1.00 2.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 682.50 298 FY 2015 FY 2015 FORECAST REVISED 3.00 3.00 4.00 4.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 217.00 217.00 15.00 15.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 1.00 10.00 10.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 7.00 7.00 155.00 153.00 114.00 116.00 30.00 30.00 19.00 19.00 19.00 19.00 8.00 8.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.50 6.50 1.00 1.00 5.00 5.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 681.50 676.50 FY 2016 REVISED TO ADOPTED VARIANCE VAR % ADOPTED 3.00 0.0% 4.00 0.0% 0.0% 2.00 0.0% 1.00 (1.00) (100.0%) 0.0% 1.00 1.00 0.0% N/A 4.00 0.0% N/A 0.0% 1.00 0.0% 1.00 2.00 0.9% 219.00 0.0% 15.00 N/A 1.00 0.0% 1.00 0.0% 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 (83.3%) 1.00 (5.00) 0.0% 10.00 0.0% 2.00 2.00 0.0% 0.0% 1.00 N/A 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 7.00 1.3% 157.00 2.00 114.00 0.0% 0.0% 30.00 0.0% 19.00 1.00 5.3% 20.00 0.0% 8.00 0.0% 2.00 0.0% 1.00 1.00 0.0% 1.00 0.0% 0.0% 1.00 0.0% 1.00 6.50 0.0% 1.00 0.0% 5.00 0.0% 3.00 0.0% (1.00) (33.3%) 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 3.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% 679.50 (2.00) (0.3% ) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Staffing by Fund DEPARTMENT/FUND GENERAL 100 205 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 2014 ADOPTED 549.00 25.00 2.00 4.00 47.00 48.00 675.00 FY 2015 ADOPTED 556.50 25.00 2.00 4.00 47.00 48.00 682.50 FY 2015 FY 2015 FORECAST REVISED 550.50 555.50 25.00 25.00 2.00 2.00 4.00 4.00 47.00 47.00 48.00 48.00 681.50 676.50 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 558.50 3.00 0.5% 25.00 0.0% (50.0%) (1.00) 1.00 (4.00) (100.0%) 0.0% 47.00 0.0% 48.00 679.50 (2.00) (0.3% ) Significant Variance Analysis Reduction of 5.0 FTE contract Credit Analysts due to the elimination of a one-year pilot project to reduce the number of fee deferrals. This project will not be carried forward into FY 2016. 1.0 FTE Quality Assurance Analyst was inactivated in FY 2016. This reduction is offset by an increase of 4.0 FTE for position associated with new Initial Appearance Courts. General Adjustments Base Adjustments: Personnel: FY 2016 personnel expenditures increased due to the annualization of County performance pay and market study adjustments made in FY 2015. General Fund (100) Operating • Increase budget by $109,329 for annualization of new positions related to additional Juvenile and Criminal Courts. • Decrease Regular Benefits by $45,102 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $63,180 for the impact of the changes in risk management charges. • Increase Regular Benefits by $554,976 for the impact of the changes in health and dental premium rates. • Increase Personal Services and related costs by $205,650 for additional staff associated with addition of Initial Appearance Commissioners. • Increase Personal Services by allocating-in $191,701 from the Fill the Gap Fund (218). • Decrease Other Charges for Services, Fines & Forfeits, and Miscellaneous Revenue by $1,697,533 based on the FY 2015 Forecast. General Fund (100) Non Recurring • Increase non capital equipment by $12,000 for one-time costs for new positions. General Fund (100) COSC RFR System Replacement • Budget Personnel, Supplies and Services of $2,292,400 to support the development of a Restitution, Fines and Reimbursement (RFR) System replacement. Court Document Retrieval Fund (205) • Decrease Regular Benefits by $932 for the impact of the changes in retirement contribution rates. • Decrease filing fee revenue by $83,061 based on the FY 2015 Forecast. • Decrease Personal Services by $82,129 to maintain structural balance. 299 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Document Retrieval Fund (205) Non Recurring • Increase Personal Services by $85,396 to use fund balanced to cover operating costs due to decreased revenues. Judicial Enhancement Fund (208) • Decrease Regular Benefits by $132 for the impact of the changes in retirement contribution rates. • Decrease filing fee revenue by $60,036 based on the FY 2015 Forecast. • Increase Repairs and Maintenance and Other Services by $67,899 for equipment repairs and software licenses. Clerk of the Court Grants Fund (216) • Decrease Revenues and Expenditures by $371,149 due to the FY 2015 grant reconciliation. Clerk of the Court Fill the Gap Fund (218) • Decrease Regular Benefits by $1,692 for the impact of the changes in retirement contribution rates. • Decrease Personal Services by allocating-out $191,701 to the General Fund. • Increase Personal Services by a net of $137,145 for personnel savings and salary/benefit adjustments. • Decrease Fill the Gap revenue by $56,248 due to decrease in funding from the State. Child Support Enhancement Fund (270) • Decrease Revenue earned from Department of Economic Security IV-D contract incentive payments by $17,290 based on the FY 2015 Forecast. Victim Location Fund (273) Operating • Increase Victim Location revenue by $2,300 based on the FY 2015 Forecast. 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) • Decrease Regular Benefits by $1,914 for the impact of the changes in retirement contribution rates. • Decrease Personal Services expenditures by $182,387 by increasing salary and benefit savings. • Decrease filing fee revenue by $184,301 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. 300 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Program Results Measure Description Percent of records on appeal transmitted to an Appellate Court per mandated timeframes Percent of Adult records on appeal transmitted to an Appellate Court per mandated timeframes Percent of Juvenile records on appeal transmitted to an Appellate Court per mandated timeframe, 20 days from the filing date of the Notice of Appeal Percent of new cases established within stated timeframes Percent of Adult cases established within stated timeframes Percent of Juvenile cases established within stated timeframes Percent of 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 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 FY 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 102.5% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 98.7% 95.0% 98.2% 103.0% 8.0% 8.4% 99.4% 95.0% 98.4% 99.4% 4.4% 4.6% 92.4% 95.0% 96.7% 95.0% 0.0% 0.0% 97.9% 95.0% 96.0% 97.9% 2.9% 3.1% 86.8% 95.5% 91.1% 89.9% (5.6%) -5.9% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 98.7% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 93.2% 97.7% 100.0% 6.8% 7.3% 100.0% 92.7% 97.5% 100.0% 7.3% 7.8% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.8% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.1% 100.0% 99.9% 100.0% 0.0% 0.0% 99.5% 95.0% 98.8% 95.0% 0.0% 0.0% 70.4% 95.0% 57.8% 74.4% (20.6%) -21.7% 49.9% 65.7% 43.6% 65.7% (0.0%) -0.0% 301 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results (continued) Measure Description Percent of eFiled documents docketed within one business hour of Acceptance Percent of properly linked eFiled documents Percent of scanned and docketed documents available to all authorized customers by 5:00PM two business days after being filed in paper format Percent of filed paper documents scanned by 5:00PM the business day after being filed Percent of Scanned documents meeting Quality Control standards FY 2014 ACTUAL 30.4% FY 2015 REVISED 43.4% FY 2015 FORECAST 17.1% FY 2016 ADOPTED 21.9% 100.0% 42.6% 100.0% 5.0% 100.0% 10.5% 100.0% 11.4% 0.0% 6.4% 0.0% 129.1% 39.4% 4.3% 36.6% 39.7% 35.3% 821.0% 99.9% 96.6% 99.9% 96.8% 0.1% 0.1% Activities that comprise this program include: Appellate • Disposition Report • eFiled Document • Juvenile Subsequent Document • Scanned Document • • • • • REV VS ADOPTED VAR % (21.6%) -49.7% Case Establishment Distribution Exhibit Custody Memorialize Court Proceedings Appellate Activity The purpose of the Appellate Activity is to provide the record on appeal to the Court of Appeals or Arizona Supreme Court so they can receive the record within mandated timeframes to further the judicial process. Mandates: The Clerk’s Office transmits the court record of an appealed case to the Appellate Court in accordance with Arizona Rules for Criminal Procedure 31 (Adult Criminal) and 32 (Post-Conviction Relief), Juvenile Rules of Procedure 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 Demand Expenditure Ratio Expenditure Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of records on appeal transmitted to an 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Appellate Court per mandated timeframes Percent of Adult records on appeal 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% transmitted to an Appellate Court per mandated timeframes Percent of Juvenile records on appeal 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 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 1,490 1,522 2,643 2,664 1,142 75.0% Court Number of records to be transmitted to an 1,565 1,584 2,820 2,826 1,242 78.4% Appellate Court Total activity expenditure per record $ 280.83 $ 256.14 $ 151.78 $ 146.33 $ 109.81 42.9% transmitted to an Appellate Court 100 - GENERAL TOTAL USES $ $ 418,431 418,431 $ $ 389,843 389,843 $ $ 401,148 401,148 $ $ 389,826 389,826 $ $ 17 17 0.0% 0.0% Activity Narrative: The department has begun to count supplements and amendments. This change will increase the number of Juvenile and Adult records transmitted to an Appellate Court. 302 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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). Measure Type Result Result Result 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 new cases to be established Total activity expenditure per new case established FY 2014 ACTUAL 98.7% FY 2015 FY 2015 REVISED FORECAST 95.0% 98.2% REV VS ADOPTED VAR % 8.0% 8.4% FY 2016 ADOPTED 103.0% 99.4% 95.0% 98.4% 99.4% 4.4% 4.6% 92.4% 95.0% 96.7% 95.0% 0.0% 0.0% -5.5% -7.9% -8.2% $ 158,303 159,203 23.00 100 - GENERAL TOTAL SOURCES $ $ 312,483 312,483 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 208 - JUDICIAL ENHANCEMENT 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ 2,797,387 323,845 18,000 401,952 100,529 $ 3,641,713 $ 162,763 170,902 22.11 $ $ 385,000 385,000 $ 152,269 154,627 24.37 $ $ 313,255 313,255 $ 153,806 157,437 23.92 $ (8,957) (13,465) (1.80) $ $ 313,255 313,255 $ $ (71,745) (71,745) -18.6% -18.6% $ 2,816,001 344,927 432,574 85,354 $ 3,678,856 $ (32,010) (61,667) 752 13,424 (79,501) -1.1% -21.8% N/A 0.2% 13.6% -2.2% Expenditure $ 2,783,991 283,260 433,326 98,778 $ 3,599,355 $ 2,965,074 230,893 435,615 78,455 $ 3,710,037 $ Activity Narrative: The number of new cases is expected to decrease in FY 2015 due to an overall decline in case filings. As a result, revenues are expected to decline in the General Fund. 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. 303 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Result Result Output Demand Expenditure Ratio Expenditure FY 2015 FY 2015 FY 2016 Measure FY 2014 REV VS ADOPTED % ADOPTED VAR FORECAST ACTUAL REVISED Description 7.3% 93.2% 97.7% 100.0% 6.8% 100.0% Percent of needed Disposition Reports / Abstracts prepared that are transmitted within established timeframes 100.0% 7.3% 7.8% Percent of Adult sentencings resulting in a 92.7% 97.5% 100.0% Disposition Report that have the Disposition Report transmitted within 40 days of sentencing 0.0% 100.0% 0.0% Percent of Adult sentencings resulting in an 100.0% 100.0% 100.0% Abstract that have the Abstract transmitted within ten days of sentencing 100.0% 0.0% 0.0% 100.0% Percent of Juvenile disposition minute entries 100.0% 100.0% resulting in an Abstract that have the Abstract transmitted within ten days from the date of the disposition minute entry 0.4% 251 58,349 52,937 58,600 57,396 Number of Disposition Reports / Abstracts transmitted 0.4% 229 58,641 58,358 58,412 Number of Disposition Reports / Abstracts to 63,434 be transmitted 7.2% 0.41 5.30 $ 5.84 $ 5.72 $ Total activity expenditure per Disposition $ 5.54 $ Report / Abstract transmitted 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL 274 - CLERK OF THE COURT EDMS TOTAL USES $ $ 247,548 1,314 25,440 43,641 317,943 $ $ 184,519 895 102,871 45,222 333,507 $ $ 178,645 1,165 84,471 44,939 309,220 $ $ 176,940 96,273 37,553 310,766 $ $ 7,579 895 6,598 7,669 22,741 4.1% 100.0% 6.4% 17.0% 6.8% 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. Measure Type Result Result Result Output Demand Expenditure Ratio Expenditure Measure Description 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 Percent of received Juvenile court created documents distributed by the next business day after receipt of the documents for distribution Number of court created documents distributed Number of court created documents received for distribution Total activity expenditure per court created document distributed 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 274 - CLERK OF THE COURT EDMS TOTAL USES FY 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 98.7% 100.0% 100.0% 100.0% 0.0% 0.0% 640,109 608,004 633,950 644,691 36,687 6.0% 640,257 608,004 640,039 644,691 36,687 6.0% 0.06 5.0% $ 1.00 $ 1.25 $ 1.18 $ 1.19 $ $ 623,062 14,655 637,717 $ 728,873 33,108 761,981 $ 713,070 13,618 20,419 747,107 $ 748,483 19,310 767,793 $ $ $ 304 $ $ $ (19,610) 33,108 (19,310) (5,812) -2.7% 100.0% N/A -0.8% Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activity Narrative: While the use of the Electronic Court Record continues to grow, distribution of court created documents has not decreased as rapidly as anticipated. The significant increase in Juvenile documents distributed is a result of the addition of new courtrooms. 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. Measure Type Result Result Result Result Output Output Demand Demand Expenditure Ratio Revenue Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of eFiled documents available to all 70.4% 95.0% 57.8% 74.4% (20.6%) -21.7% authorized customers within two business hours Percent of eFiled documents reviewed within 49.9% 65.7% 43.6% 65.7% (0.0%) -0.0% one business hour after being submitted Percent of eFiled documents docketed within 30.4% 43.4% 17.1% 21.9% (21.6%) -49.7% one business hour of Acceptance Percent of properly linked eFiled documents 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Number of reviewed eFiled documents 528,893 527,157 586,978 553,510 26,353 5.0% Number of docketed eFiled documents 42,227 50,269 41,161 47,900 (2,369) -4.7% Number of eFiled documents to be docketed 536,800 61,715 55,896 62,738 1,023 1.7% Number of eFiled documents submitted for 528,864 527,157 589,052 596,034 68,877 13.1% Total activity expenditure per eFiled document $ 1.83 $ 2.17 $ 1.74 $ 2.03 $ 0.13 6.2% 274 - CLERK OF THE COURT EDMS TOTAL SOURCES $ 2,719,890 $ 2,719,890 $ 2,632,872 $ 2,632,872 $ 2,475,678 $ 2,475,678 $ 2,448,571 $ 2,448,571 $ $ (184,301) (184,301) -7.0% -7.0% 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ $ $ $ $ (142,472) 59,564 533 50,504 (31,871) -37.6% 32.7% 0.6% 12.7% -3.0% Expenditure $ 456,750 75,269 83,762 338,172 953,953 379,330 182,060 90,937 398,686 $ 1,051,013 $ 428,178 70,227 91,096 385,763 975,264 521,802 122,496 90,404 348,182 $ 1,082,884 $ Activity Narrative: A system issue with the eFile system was found and resolved in FY 2015. The percent of eFiled documents available to customers within hours will decrease as a result of fluctuating staffing levels. 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 305 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget marked for identification or introduced as evidence be secured by the Clerk during the trial period, and provide for the disposition of exhibits. Measure Type Result Result Result Output Output Output Output Demand Demand Demand Expenditure Ratio Expenditure Measure Description Percent of exhibits received for intake that are available for access within established timeframes Percent of Adult exhibits received for intake that are available for access within one business day of receipt for storage Percent of Juvenile exhibits received for intake that are available for access within three business days of receipt for storage Number of exhibits processed for intake Number of Adult exhibits processed for intake Number of Juvenile exhibits processed for intake Number of Juvenile exhibits processed for release Number of exhibits to be received for intake Number of Adult exhibits to be processed for release Number of Juvenile exhibits to be processed for release Total activity expenditure per exhibit processed for intake 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP TOTAL USES FY 2014 ACTUAL 99.8% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.1% 100.0% 99.9% 100.0% 0.0% 0.0% (525) (1,426) -0.4% -1.4% 111,392 93,580 117,616 101,497 114,027 95,641 117,091 100,071 17,822 16,119 18,386 17,020 901 5.6% N/A N/A N/A N/A N/A N/A 110,324 N/A 116,616 N/A 114,027 N/A 117,091 100,071 475 N/A 0.4% N/A N/A N/A N/A 17,020 N/A N/A $ 6.09 $ 6.36 $ 6.03 $ 5.95 $ 0.41 6.5% $ 590,158 88,202 678,360 $ 649,415 98,672 748,087 $ 589,160 161 98,626 687,947 $ 598,162 98,394 696,556 $ 51,253 278 51,531 7.9% N/A 0.3% 6.9% $ $ $ $ $ Activity Narrative: The number of Juvenile exhibits processed for intake is forecasted to increase in FY 2015 and FY 2016 as a result of the courtroom additions. 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 to 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 2014 ACTUAL 99.5% FY 2015 FY 2015 REVISED FORECAST 95.0% 98.8% FY 2016 ADOPTED 95.0% REV VS ADOPTED VAR % 0.0% 0.0% 244,423 239,554 255,025 263,016 23,462 9.8% 248,937 251,533 260,733 264,067 12,534 5.0% $ 1.77 $ 2.41 $ 2.27 $ 2.42 $ (0.01) -0.4% $ $ 433,119 433,119 $ $ 577,656 577,656 $ $ 580,043 580,043 $ $ 636,844 636,844 $ $ (59,188) (59,188) -10.2% -10.2% 306 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activity Narrative: In FY 2015, the Clerk’s Office allocated more staff to this Activity resulting in an increase in the number of juvenile documents docketed. Memorialize Court Proceedings Activity The purpose of the Memorialize 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 records of court proceedings within established timeframes. 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 REV VS ADOPTED Measure FY 2014 FY 2015 FY 2015 FY 2016 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Adult minute entries and eFiled 97.9% 95.0% 96.0% 97.9% 2.9% 3.1% Orders created within three days from date of hearing to date of creation Percent of Juvenile minute entries and eFiled 86.8% 95.5% 91.1% 89.9% (5.6%) -5.9% Orders created within three days from date of hearing to date of creation Number of minute entries and eFiled Orders 655,552 639,944 645,687 688,330 48,386 7.6% created Number of Adult minute entries and eFiled 568,537 550,654 554,811 596,964 46,310 8.4% Orders created Number of Juvenile minute entries and eFiled 87,015 89,290 90,876 91,365 2,075 2.3% Orders created Number of minute entries and eFiled Orders to 655,552 639,944 645,687 688,330 48,386 7.6% be created Total activity expenditure per minute entry and $ 18.31 $ 21.13 $ 19.99 $ 19.88 $ 1.25 5.9% eFiled Order created 216 - CLERK OF THE COURT GRANTS 208 - JUDICIAL ENHANCEMENT 218 - CLERK OF COURT FILL THE GAP 270 - CHILD SUPPORT ENHANCEMENT TOTAL SOURCES $ 194,219 805,227 1,980,184 98,997 $ 3,078,627 $ 236,632 744,000 1,971,944 82,290 $ 3,034,866 $ 352,880 739,217 1,971,944 58,692 $ 3,122,733 $ 236,632 744,000 1,915,696 65,000 $ 2,961,328 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 208 - JUDICIAL ENHANCEMENT 218 - CLERK OF COURT FILL THE GAP TOTAL USES $ 10,247,422 415,044 93,843 1,246,085 $ 12,002,394 $ 11,519,248 607,958 101,460 1,296,281 $ 13,524,947 $ 10,971,318 636,057 1,299,141 $ 12,906,516 $ 12,463,891 341,512 879,680 $ 13,685,083 $ $ (56,248) (17,290) (73,538) 0.0% 0.0% -2.9% -21.0% -2.4% (944,643) 266,446 101,460 416,601 (160,136) -8.2% 43.8% 100.0% 32.1% -1.2% Expenditure $ $ Activity Narrative: The Clerk’s Office has been able to not only keep up with the increasing number of minute entries created, but is improving the timeliness of their creation. The addition of courtrooms has increased the number of minute entries to be created and has been difficult to meet at current staffing levels. The department is working to fill vacancies which will improve efficiency. 307 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 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 Description Percent of scanned and docketed documents available to all authorized customers by 5:00PM two business days after being filed in paper format Percent of filed paper documents scanned by 5:00PM the business day after being filed Percent of scanned documents docketed by 5:00PM the business day after being scanned Percent of Scanned documents meeting Quality Control standards Number of documents both scanned and docketed Number of documents scanned Number of scanned documents docketed Number of documents to be scanned Number of Scanned documents to be docketed FY 2014 ACTUAL 42.6% FY 2015 REVISED 5.0% FY 2015 FORECAST 10.5% FY 2016 ADOPTED 11.4% 39.4% 4.3% 36.6% 39.7% 35.3% 821.0% 56.4% 62.4% 61.0% 62.4% (0.0%) -0.0% 99.9% 96.6% 99.9% 96.8% 0.1% 0.1% REV VS ADOPTED VAR % 6.4% 129.1% 2,055,350 13,506,706 6,813,447 5,954,273 (7,552,433) -55.9% 1,395,573 1,432,907 1,395,573 1,586,687 13,453,084 1,480,618 12,946,456 1,607,157 1,387,454 1,411,889 1,387,454 1,542,155 1,533,799 1,495,418 1,533,799 1,623,222 (11,919,285) 14,800 (11,412,657) 16,065 -88.6% 1.0% -88.2% 1.0% Total activity expenditure per scanned and docketed document $ 2.61 $ 0.35 205 - COURT DOCUMENT RETRIEVAL TOTAL SOURCES $ 1,170,576 $ 1,170,576 $ 1,147,606 $ 1,147,606 100 - 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 $ 2,212,291 290,172 914,982 430,366 1,516,784 $ 5,364,595 $ 2,477,437 297,627 448,899 10,000 467,741 1,021,203 $ 4,722,907 $ 0.64 $ 0.75 $ (0.40) -114.7% $ 1,064,055 $ 1,064,055 $ 1,064,545 $ 1,064,545 $ $ (83,061) (83,061) -7.2% -7.2% $ 2,396,830 220,530 428,414 5,000 462,379 826,077 $ 4,339,230 $ 2,382,932 239,471 514,226 467,652 865,723 $ 4,470,004 $ 94,505 58,156 (65,327) 10,000 89 155,480 252,903 3.8% 19.5% -14.6% 100.0% 0.0% 15.2% 5.4% Expenditure $ Activity Narrative: The Scanned Document Activity accounts for the scanning of ongoing court documents. In-house staff began scanning pre-2007 documents in FY 2015 and will continue to do so in FY 2016. FY 2015 Revised numbers reflect the output of the scanning vendor that will no longer be used in FY 2016 leaving all scanning to be done in house. Court Clerk Fiduciary Services Program The purpose of the Court Clerk 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. 308 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2016 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 thirty days from the docketed date Percent of Juvenile financial records available within 30 days from the filing date Percent of Support Orders financial record inquiry resolutions completed within two business days Percent of Criminal Obligation financial record inquiry resolutions completed within two business days Percent of Support Orders financial reports available within established timeframes FY 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.3% 99.8% 98.6% 99.9% 0.1% 0.1% 95.9% 95.3% 96.0% 95.5% 0.2% 0.2% 99.4% 99.9% 99.9% 100.0% 0.1% 0.1% 98.8% 98.9% 98.3% 99.0% 0.1% 0.1% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 95.0% 98.8% 100.0% 5.0% 5.3% 99.9% 95.6% 98.4% 100.0% 4.4% 4.6% 98.9% 95.0% 94.9% 97.8% 2.8% 3.0% 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% 93.5% 99.9% 100.0% 6.5% 6.9% Activities that comprise this program include: Court Ordered Financial Records • Court Ordered Receivables • • Court Clerk 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 309 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 Demand Expenditure Ratio Revenue Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of financial records available within 100.3% 99.8% 98.6% 99.9% 0.1% 0.1% established timeframes Percent of accurate Billing financial records in 95.9% 95.3% 96.0% 95.5% 0.2% 0.2% a statistical sample of deferral orders 99.4% 99.9% 99.9% 100.0% 0.1% 0.1% Percent of accurate Trust financial records in a statistical sample of trust orders Percent of accurate Criminal Obligation 98.8% 98.9% 98.3% 99.0% 0.1% 0.1% financial records in a statistical sample of criminal obligation orders Percent of Billing financial records available 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% within one business day of receiving the financial order Percent of Trust financial records available 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% within two business days Percent of Support Orders available within 100.0% 95.0% 98.8% 100.0% 5.0% 5.3% established timeframes Percent of Criminal Obligation financial 99.9% 95.6% 98.4% 100.0% 4.4% 4.6% records available within thirty days from the docketed date Percent of Juvenile financial records available 98.9% 95.0% 94.9% 97.8% 2.8% 3.0% within 30 days from the filing date Percent of Support Orders AND financial 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% record inquiry resolutions completed within two business days Percent of Criminal Obligation financial record 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% inquiry resolutions completed within two business days Percent of Support Orders AND financial 100.0% 93.5% 99.9% 100.0% 6.5% 6.9% reports available within established Number of financial record orders processed 211,593 199,642 208,310 204,055 4,413 2.2% Number of financial record orders to be 205,349 208,759 205,841 211,943 3,184 1.5% processed Total activity expenditure per financial record $ 10.56 $ 11.79 $ 10.43 $ 11.57 $ 0.22 1.9% processed 273 - VICTIM LOCATION TOTAL SOURCES $ $ 2,238 2,238 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 208 - JUDICIAL ENHANCEMENT 273 - VICTIM LOCATION TOTAL USES $ 1,949,262 279,291 5,885 $ 2,234,438 $ $ 2,300 2,300 $ $ 2,101 2,101 $ $ 2,300 2,300 $ $ $ 1,991,359 294,200 75,000 $ 2,360,559 $ - 0.0% 0.0% Expenditure $ 2,007,781 265,206 5,663 75,000 $ 2,353,650 $ 1,897,479 251,353 23,156 $ 2,171,988 $ 16,422 (28,994) 5,663 (6,909) 0.8% -10.9% 100.0% 0.0% -0.3% 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 310 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 $ 100 - GENERAL TOTAL SOURCES $ 7,241,114 $ 7,241,114 $ 7,680,000 $ 7,680,000 $ 6,232,161 $ 6,232,161 100 - GENERAL 216 - CLERK OF THE COURT GRANTS TOTAL USES $ $ $ FY 2014 ACTUAL 100.0% 50,516 50,516 6.76 FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% $ 54,003 54,003 15.30 $ 48,383 48,383 8.18 REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 100.0% 52,999 52,999 6.85 (1,004) (1,004) 8.45 -1.9% -1.9% 55.2% $ 6,232,161 $ 6,232,161 $ (1,447,839) $ (1,447,839) -18.9% -18.9% $ $ $ $ Expenditure $ 316,552 24,903 341,455 $ 802,406 23,632 826,038 $ 371,086 24,826 395,912 $ 363,041 363,041 $ 439,365 23,632 462,997 54.8% 100.0% 56.1% Activity Narrative: The Fee Deferral Pilot Project was not implemented in FY 2015 and did not result in the anticipated increases in the number of payments posted or revenues. Receivables are a direct result of case filings. As case filings have declined, so have the number of payments posted. This trend is expected to continue into FY 2016. Court Clerk Fiduciary Activity The purpose of the Court Clerk 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 2014 ACTUAL 100.0% $ 151,984 151,984 1.38 $ $ 210,257 210,257 FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% $ 120,669 120,669 1.80 $ $ 217,296 217,296 $ 166,083 166,083 1.31 $ $ 217,413 217,413 FY 2016 ADOPTED 100.0% $ 165,116 165,116 1.31 $ $ 216,742 216,742 REV VS ADOPTED % VAR 0.0% 0.0% $ 44,447 44,447 0.49 36.8% 36.8% 27.1% $ $ 554 554 0.3% 0.3% Activity Narrative: An increase in the number of reconciliations completed is due to an increase in transmittals related to a change in legislation adding new service codes. 311 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Public Records Program The purpose of the Public Records Program is to provide marriage licenses, processed passport applications, and documentation of court records to the public, court, legal community and agencies so they can have timely access to public records services. Program Results Measure Description 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 2014 ACTUAL 100.0% FY 2015 FY 2015 FORECAST REVISED 100.0% 100.0% FY 2016 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% 99.8% 99.9% 100.0% 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 • Public Registrations Court Document Copy Activity The purpose of the Court Document Copy Activity is to provide copies of electronic or paper court record documents upon request to the public, court, legal community and agencies so they can have timely access to reproductions of case file information. Mandates: A.R.S. §12-283 mandates that the Clerk attend all sessions of court and maintain and allow access to all court records. A.R.S. §12-282 mandates that the Clerk safely keep all court records and ensure the proper disposition of all records, and provide parental and child information to the child support case registry. A.R.S. §8-208 requires the Clerk to censure juvenile records as mandated by law. A.R.S. §8-134 mandates the Clerk receive actual and reasonable fees for participation in the confidential intermediary program, and requires the Clerk to provide all receipts to the County Treasurer for deposit into the Juvenile Probation Services Fund. 312 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 TOTAL USES FY 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 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% 99.8% 99.9% 100.0% 0.2% 0.2% (98,158) (16,047) (72,111) (149,214) (0.06) -7.7% -1.4% -56.0% -11.1% -7.2% 44,997 (49,705) 15,463 10,755 6.0% -54.1% 6.2% 1.0% 1,267,489 1,160,167 107,322 1,268,168 $ 0.91 1,281,993 1,153,203 128,790 1,346,034 $ 0.85 1,256,692 1,180,310 76,382 1,272,774 $ 0.89 1,183,835 1,137,156 56,679 1,196,820 $ 0.91 $ $ $ $ $ $ 837,892 74,168 247,467 $ 1,159,527 744,335 91,895 249,058 $ 1,085,288 796,273 72,550 245,882 $ 1,114,705 699,338 141,600 233,595 $ 1,074,533 $ Activity Narrative: With the implementation of the electronic court records program, the demand for paper copies continues to decline. The downward trend is expected to continue as more records are available electronically. Court File Delivery Activity The purpose of the Court File Delivery Activity is to provide hard copy court file delivery upon request to the public, court, legal community and agencies so they can have timely access to case file information contained in the court files. Mandates: A.R.S. §12-283 mandates that the Clerk attend all sessions of court and maintain and allow access to all court records. A.R.S. §12-282 mandates that the Clerk safely keep all court records and ensure the proper disposition of all records, and provide parental and child information to the child support case registry. A.R.S. §12-202 mandates the Clerk to issue writs and processes, enter all judgments of the court, keep records as specified by the court, and provide certified copies of court records after receipt of all pertinent court fees. A.R.S. §8-208 mandates the Clerk to censure juvenile records as mandated by law. A.R.S. §8-121 mandates the Clerk to transmit all adoption records older than 100 years to the state archives, maintain confidential information on adoption records and allow individuals to access non-confidential information pertaining to adoption records. Measure Type Result Result Result Output 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 files requested Total activity expenditure per file delivered 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL TOTAL USES FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2014 ACTUAL 100.0% $ $ $ FY 2016 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% 39,018 39,453 12.29 41,886 42,196 9.47 7,976 8,065 43.01 6,208 6,343 48.88 (35,678) (35,853) (39.41) -85.2% -85.0% -416.2% 58,005 23,005 12,160 93,170 31.2% 100.0% 6.5% 23.5% 231,313 9,864 238,270 479,447 $ $ $ 313 185,901 23,005 187,721 396,627 $ $ $ 156,548 7,902 178,629 343,079 $ $ $ 127,896 175,561 303,457 $ $ $ Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activity Narrative: Delivery of paper court files has diminished significantly over the last several years due to the transition from maintaining court files in paper format to maintaining and providing the files electronically. The decline in demand will continue as more records are imaged and available electronically. An expenditure reduction will occur in FY 2016 as staff is assisting in the back scanning of Pre-2002 files in Scanned Document Activity in FY 2015. 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 2014 ACTUAL 100.0% $ 62,533 62,533 17.50 FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% $ 60,682 60,682 17.26 $ 65,199 65,199 16.12 REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 100.0% $ 63,686 63,686 18.41 $ 3,004 3,004 (1.14) 5.0% 5.0% -6.6% 100 - GENERAL TOTAL SOURCES $ 1,581,203 $ 1,581,203 $ 1,435,000 $ 1,435,000 $ 1,257,051 $ 1,257,051 $ 1,257,051 $ 1,257,051 $ $ (177,949) (177,949) -12.4% -12.4% 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL 274 - CLERK OF THE COURT EDMS TOTAL USES $ $ $ $ 1,005,588 116,730 49,856 $ 1,172,174 $ (183,392) 46,789 1,661 10,283 (124,659) -22.3% 100.0% 1.4% 17.1% -11.9% Expenditure 872,559 41,538 125,665 54,776 $ 1,094,538 822,196 46,789 118,391 60,139 $ 1,047,515 865,180 40,595 86,035 59,444 $ 1,051,254 $ Activity Narrative: Tied to the health of the economy, the demand for passports is expected to grow in FY 2016. Expenditures will increase slightly to accommodate the increased volume. 314 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan Reallocations Justice System Clerk Reallocation 31,877,562 $ 9,500,000 $ 573,787 $ 573,787 (40,667) $ (40,667) - $ 32,410,682 $ 9,500,000 $ 109,329 $ 109,329 - $ 32,520,011 $ 9,500,000 $ (45,102) $ (45,102) 142,470 $ (63,180) - 205,650 - Agenda Item: C-49-15-002-2-00 $ C-16-15-001-M-00 FY 2015 Revised Budget Adjustments: Base Adjustments Other Base Adjustments $ Agenda Item: FY 2016 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Risk Management Charges Personnel Additions and Related Costs Increase for Personnel and Related Costs for Initial Appearance Commissioners Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds $ $ (63,180) $ 205,650 - $ 191,701 $ 191,701 (1,697,533) (1,697,533) - $ 32,809,080 $ 0.9% 7,802,467 -17.9% $ 554,976 $ 554,976 - $ 33,364,056 $ 2.6% 7,802,467 -17.9% $ $ FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 413,099 $ - FY 2015 Revised Budget $ 413,099 $ - (413,099) $ (413,099) - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: $ FY 2016 Baseline Budget Agenda Item: Adjustments: Non Recurring Other Non Recurring Non-Capital Equipment for New Positions in Initial Appearance Court FY 2016 Adopted Budget 315 $ $ - $ - $ 12,000 12,000 $ - $ 12,000 $ - 12,000 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court General Fund (100) (continued) Expenditures Revenue COSC RFR SYSTEM REPLACEMENT FY 2015 Adopted Budget $ 2,395,940 $ - FY 2015 Revised Budget $ 2,395,940 $ - (2,395,940) $ (2,395,940) - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: $ FY 2016 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward $ - $ - $ 2,292,400 2,292,400 $ - $ 2,292,400 $ - Agenda Item: FY 2016 Adopted Budget Court Document Retrieval Fund (205) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 1,147,606 $ 1,147,606 FY 2015 Revised Budget $ 1,147,606 $ 1,147,606 FY 2016 Baseline Budget $ 1,147,606 $ 1,147,606 $ (932) $ (932) - $ (82,129) $ (82,129) (83,061) (83,061) - 1,064,545 $ -7.2% 1,064,545 -7.2% Adjustments: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - $ 85,396 $ 85,396 - $ 85,396 $ - Adjustments: Non Recurring Other Non Recurring Operating Costs Agenda Item: $ FY 2016 Adopted Budget Percent Change from Baseline Amount 316 86,396 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Document Retrieval Fund (205) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 703,695 $ 260,895 $ 260,895 $ 312,340 $ 312,340 Sources: Operating Total Sources: $ $ 1,170,730 1,170,730 $ $ 1,147,606 1,147,606 $ $ 1,147,606 1,147,606 $ $ 1,064,545 1,064,545 $ $ 1,064,545 1,064,545 $ $ $ 1,064,545 1,064,545 $ $ 1,147,606 1,147,606 $ $ 1,147,606 1,147,606 $ $ 1,119,297 442,800 1,562,097 $ 1,064,545 85,396 1,149,941 Structural Balance $ 51,433 $ - $ - $ - $ - Accounting Adjustments $ 12 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 312,340 312,340 $ $ 260,895 260,895 $ $ 260,895 260,895 $ $ 312,340 312,340 $ $ 226,944 226,944 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Judicial Enhancement Fund (208) OPERATING FY 2015 Adopted Budget $ 632,979 $ 960,000 FY 2015 Revised Budget $ 632,979 $ 960,000 FY 2016 Baseline Budget $ 632,979 $ 960,000 $ (132) $ (132) 67,899 $ 67,899 (60,036) (60,036) 700,746 $ 10.7% 899,964 -6.3% Adjustments: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ 317 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Judicial Enhancement Fund (208) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 2,616,472 $ 2,973,046 $ 2,973,046 $ 2,973,046 $ 3,253,166 Sources: Operating Total Sources: $ $ 975,171 975,171 $ $ 960,000 960,000 $ $ 960,000 960,000 $ $ 933,782 933,782 $ $ 960,000 960,000 $ $ 632,979 548,340 1,181,319 $ $ 479,393 174,269 653,662 $ $ 632,979 356,980 989,959 $ $ 378,966 239,637 618,603 $ 960,000 960,000 Structural Balance $ 356,568 $ (29,959) $ (221,319) $ 280,120 $ - Accounting Adjustments $ 6 $ - $ - $ - $ - $ $ 2,973,046 2,973,046 $ $ 2,943,087 2,943,087 $ $ 2,751,727 2,751,727 $ $ 3,253,166 3,253,166 $ $ 3,253,166 3,253,166 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ Clerk of the Superior Court Grants Fund (216) OPERATING $ 1,484,995 $ 1,484,995 $ 370,440 $ 370,440 370,440 370,440 FY 2015 Revised Budget $ 1,855,435 $ 1,855,435 FY 2016 Baseline Budget $ 1,855,435 $ 1,855,435 $ (371,149) $ (371,149) (371,149) (371,149) $ 1,484,286 $ -20.0% 1,484,286 -20.0% FY 2015 Adopted Budget Adjustments: Grants Clerk of Superior Court Grant Reconciliation Adjustments: Grants Grant Reconciliation Agenda Item: C-16-15-004-G-00 Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 318 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Grants Fund (216) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 1,551,416 1,551,416 $ $ 1,484,995 1,484,995 $ $ 1,855,435 1,855,435 $ $ 1,855,435 1,855,435 $ $ 1,484,286 1,484,286 Uses: Operating Total Uses: $ $ 1,552,673 1,552,673 $ $ 1,484,995 1,484,995 $ $ 1,855,435 1,855,435 $ $ 1,855,435 1,855,435 $ $ 1,484,286 1,484,286 Structural Balance $ (1,257) $ - $ - $ - $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (4,981) (4,981) $ (3,723) $ (3,723) $ (3,723) (3,723) $ (3,723) $ (4,981) $ (3,723) (3,723) $ (4,981) (4,981) (4,981) $ (4,981) (4,981) Clerk of the Superior Court Fill the Gap Fund (218) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 2,054,822 $ 1,740,549 $ (82,878) $ (82,878) 231,395 231,395 FY 2015 Revised Budget $ 1,971,944 $ 1,971,944 FY 2016 Baseline Budget $ 1,971,944 $ 1,971,944 Adjustments: Mid Year Adjustments Fill the Gap Plan Adjustments: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Structural Balance Structural Balance Agenda Item: C-80-15-005-2-00 Agenda Item: $ $ $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ 319 (1,692) (1,692) (191,701) (191,701) 137,145 137,145 $ $ $ $ 1,915,696 $ -2.9% (56,248) (56,248) 1,915,696 -2.9% Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Clerk of the Superior Court Fill the Gap Fund (218) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 693,359 $ 314,273 $ 314,273 $ 416,384 $ 1,371 Sources: Operating Total Sources: $ $ 1,981,782 1,981,782 $ $ 1,740,549 1,740,549 $ $ 1,971,944 1,971,944 $ $ 1,971,844 1,971,844 $ $ 1,915,696 1,915,696 Uses: Operating Total Uses: $ $ 1,565,405 2,258,764 $ $ 2,054,822 2,054,822 $ $ 1,971,944 2,386,957 $ $ 1,971,844 2,386,857 $ $ 1,915,696 1,915,696 Structural Balance $ 416,377 $ (314,273) $ - $ - $ - Accounting Adjustments $ 7 $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ 416,384 $ - $ (100,740) (100,740) $ 1,371 $ 1,371 Expenditures Revenue Child Support Enhancement Fund (270) OPERATING FY 2015 Adopted Budget $ - $ 82,290 FY 2015 Revised Budget $ - $ 82,290 FY 2016 Baseline Budget $ - $ 82,290 $ - $ - (17,290) (17,290) $ - $ 65,000 -21.0% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount Child Support Enhancement Fund (270) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 740,645 $ 824,945 $ 824,945 $ 839,642 $ 898,334 Sources: Operating Total Sources: $ $ 98,997 98,997 $ $ 82,290 82,290 $ $ 82,290 82,290 $ $ 58,692 58,692 $ $ 65,000 65,000 Uses: Structural Balance $ 98,997 $ 82,290 $ 82,290 $ 58,692 $ 65,000 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 839,642 839,642 $ $ 907,235 907,235 $ $ 907,235 907,235 $ $ 898,334 898,334 $ $ 963,334 963,334 320 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Victim Location Fund (273) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ - $ 2,300 FY 2015 Revised Budget $ - $ 2,300 $ - $ (2,300) (2,300) $ - $ - $ - $ 2,300 2,300 $ Expenditures $ 2,300 Revenue Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2016 Baseline Budget Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2016 Adopted Budget NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 75,000 $ - FY 2015 Revised Budget $ 75,000 $ - (75,000) $ (43,952) (31,048) - Adjustments: Non Recurring Non Recurring Carry Forward Other Non Recurring Agenda Item: $ FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Allocation from County Attorney $ - $ - $ 75,000 75,000 $ - $ 75,000 $ - Agenda Item: $ 75,000 FY 2016 Adopted Budget Victim Location Fund (273) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 97,400 $ 75,452 $ 75,452 $ 93,755 $ 72,700 Sources: Operating Total Sources: $ $ 2,238 2,238 $ $ 2,300 2,300 $ $ 2,300 2,300 $ $ 2,101 2,101 $ $ 2,300 2,300 Uses: Non-Recurring Total Uses: $ 5,885 5,885 $ 75,000 75,000 $ 75,000 75,000 $ 23,156 23,156 $ 75,000 75,000 Structural Balance $ 2,238 $ 2,300 $ 2,300 $ 2,101 $ 2,300 Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 93,755 93,755 $ $ 2,752 2,752 $ $ 2,752 2,752 $ $ 72,700 72,700 $ $ - 321 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Electronic Document Management System Fund (274) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 2,632,872 $ 2,632,872 FY 2015 Revised Budget $ 2,632,872 $ 2,632,872 FY 2016 Baseline Budget $ 2,632,872 $ 2,632,872 $ (1,914) $ (1,914) - $ (182,387) $ (182,387) (184,301) (184,301) - 2,448,571 $ -7.0% 2,448,571 -7.0% Adjustments: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount Electronic Document Management System Fund (274) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 841,895 $ 228,675 $ 228,675 $ 379,938 $ 482,094 Sources: Operating Total Sources: $ $ 2,720,207 2,720,207 $ $ 2,632,872 2,632,872 $ $ 2,632,872 2,632,872 $ $ 2,476,339 2,476,339 $ $ 2,448,571 2,448,571 Uses: Non-Recurring Total Uses: $ 613,220 3,182,166 $ 2,632,872 $ 2,632,872 $ 2,374,183 $ 2,448,571 Structural Balance $ 151,261 $ - $ - $ 102,156 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 379,938 379,938 $ $ 228,675 228,675 $ $ 228,675 228,675 $ $ 482,094 482,094 $ $ 482,094 482,094 322 Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2016 Adopted Budget Constables Analysis by Scott Rothe, Principal Management and Budget Analyst Summary Mission The mission of the Constables is to provide execution of mandated civil and criminal process to citizens of Maricopa County so they can receive timely, cost effective and professional service. Vision Citizens serving citizens by working collaboratively, efficiently, and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals Department Specific By June 2014, the Constables will generate revenue at a level of at least 100% of their operating costs on an annual basis. Status: This dated goal was not met, with FY 2015 forecasted revenue just 60.3% of forecasted operating expenditures. This goal will be updated during the FY 2017 strategic plan process. Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES SERV - SERVICE OF PROCESS 25PS - SERVICE OF PROCESS FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ $ 1,686,275 $ 1,686,275 $ 1,515,522 $ 1,515,522 $ 1,571,737 $ 1,571,737 $ 1,819,652 $ 1,819,652 $ 1,798,574 $ 1,798,574 $ 226,837 226,837 14.4% 14.4% TOTAL PROGRAMS $ 1,686,275 $ 1,515,522 $ 1,571,737 $ 1,819,652 $ 1,798,574 $ 226,837 14.4% USES SERV - SERVICE OF PROCESS 25PS - SERVICE OF PROCESS $ $ 2,805,390 $ 2,805,390 $ 2,860,707 $ 2,860,707 $ 2,963,973 $ 2,963,973 $ 2,901,674 $ 2,901,674 $ 3,008,206 $ 3,008,206 $ (44,233) (44,233) -1.5% -1.5% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 23,316 23,316 $ 14,902 $ 41,693 56,595 $ 14,902 $ 41,693 56,595 $ 15,007 $ 41,693 56,700 $ 16,956 $ 51,719 68,675 $ (2,054) (10,026) (12,080) -13.8% N/A -24.0% -21.3% TOTAL PROGRAMS $ 2,828,706 $ 2,917,302 $ 3,020,568 $ 2,958,374 $ 3,076,881 $ (56,313) -1.9% 323 Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category FY 2015 REVISED FY 2015 ADOPTED FY 2014 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % (56,215) (56,215) -100.0% -100.0% 47,940 47,940 $ $ - $ $ 56,215 56,215 $ $ 23,787 23,787 $ $ CHARGES FOR SERVICE $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 1,638,335 1,638,335 $ $ 1,515,522 1,515,522 $ $ 1,515,522 1,515,522 $ $ 1,795,865 1,795,865 $ $ 1,798,574 $ 1,798,574 $ 283,052 283,052 18.7% 18.7% ALL REVENUES $ 1,686,275 $ 1,515,522 $ 1,571,737 $ 1,819,652 $ 1,798,574 $ 226,837 14.4% 1,686,275 $ 1,515,522 $ 1,571,737 $ 1,819,652 $ 226,837 14.4% 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 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST - $ $ $ SUBTOTAL $ 1,798,574 $ FY 2016 ADOPTED REVISED VS ADOPTED VAR % 1,751,890 $ 209 841,907 2,594,006 $ 1,814,605 $ 842,606 2,657,211 $ 1,858,526 $ 845,736 (35,683) 35,683 2,704,262 $ 1,851,747 $ 854,472 10,000 (29,597) 29,597 2,716,219 $ 1,902,394 $ 916,300 2,818,694 $ 10,226 $ 59,455 69,681 $ 23,423 $ 75,000 3,500 101,923 $ 29,171 $ 75,000 3,500 107,671 $ 20,500 $ 49,000 69,500 $ $ 700 $ (735) 117,255 9,595 12,504 19 139,338 $ 3,000 $ 354 142,282 5,000 7,412 120 158,168 $ 3,000 $ 354 172,189 5,000 7,412 120 188,075 $ $ $ 25,681 $ 25,681 $ - $ - $ ALL EXPENDITURES $ 2,828,706 $ TOTAL USES $ 2,828,706 $ 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 $ (43,868) (70,564) (35,683) 35,683 (114,432) -2.4% N/A -8.3% N/A -100.0% 100.0% -4.2% 22,423 $ 65,412 87,835 $ 6,748 9,588 3,500 19,836 23.1% 12.8% 100.0% 18.4% 1,800 $ 300 136,700 7,500 8,500 60 154,860 $ 3,000 $ 354 150,878 7,000 9,000 120 170,352 $ 21,311 (2,000) (1,588) 17,723 0.0% 0.0% 12.4% -40.0% -21.4% 0.0% 9.4% 20,560 $ 20,560 $ 17,795 $ 17,795 $ - $ - $ 20,560 20,560 100.0% 100.0% 2,917,302 $ 3,020,568 $ 2,958,374 $ 3,076,881 $ (56,313) -1.9% 2,917,302 $ 3,020,568 $ 2,958,374 $ 3,076,881 $ (56,313) -1.9% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 1,686,275 $ 1,686,275 $ 1,515,522 $ 1,515,522 $ 1,571,737 $ 1,571,737 $ 1,819,652 $ 1,819,652 $ 1,798,574 $ 1,798,574 $ 226,837 226,837 14.4% 14.4% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,686,275 $ 1,686,275 $ 1,515,522 $ 1,515,522 $ 1,571,737 $ 1,571,737 $ 1,819,652 $ 1,819,652 $ 1,798,574 $ 1,798,574 $ 226,837 226,837 14.4% 14.4% FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 2,828,706 $ 2,828,706 $ 2,912,802 $ 4,500 2,917,302 $ 2,980,385 $ 40,183 3,020,568 $ 2,924,277 $ 34,097 2,958,374 $ 3,076,881 $ 3,076,881 $ (96,496) 40,183 (56,313) -3.2% 100.0% -1.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,828,706 $ - $ 2,828,706 $ 2,912,802 $ 4,500 $ 2,917,302 $ 2,980,385 $ 40,183 $ 3,020,568 $ 2,924,277 $ 34,097 $ 2,958,374 $ 3,076,881 $ - $ 3,076,881 $ (96,496) 40,183 (56,313) -3.2% 100.0% -1.9% $ 324 Maricopa County Annual Business Strategies FY 2016 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED 36.00 36.00 36.00 FY 2015 FORECAST 36.00 36.00 36.00 FY 2016 ADOPTED 36.00 36.00 36.00 REVISED TO ADOPTED VAR % VARIANCE - 0.0% 0.0% 0.0% 36.00 36.00 36.00 36.00 36.00 36.00 FY 2014 ADOPTED 8.00 26.00 2.00 36.00 FY 2015 ADOPTED 8.00 26.00 2.00 36.00 FY 2015 FY 2015 REVISED FORECAST 8.00 8.00 26.00 26.00 2.00 2.00 36.00 36.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 8.00 0.0% 26.00 0.0% 2.00 0.0% 36.00 0.0% FY 2014 ADOPTED 36.00 36.00 FY 2015 ADOPTED 36.00 36.00 FY 2015 FY 2015 REVISED FORECAST 36.00 36.00 36.00 36.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 36.00 0.0% 36.00 0.0% Staffing by Market Range Title MARKET RANGE TITLE Deputy Constable Elected Office Assistant Specialized Department Total Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015, along with a statutory increase in Constable salaries effective on January 1, 2015. Base Adjustments: General Fund (100) • Increase Regular Benefits by $64 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $37,224 for the impact of the changes in health and dental premium rates. • Increase Internal Service Charges by $10,026 for the impact of changes in risk management charges. • Decrease Supplies and Services expenditures by $10,026, the most significant of which is a reduction of $9,588 for fuel based on the FY 2015 decline in the price of crude oil. • Decrease Personal Services expenditures by $64 by increasing Benefits Personnel Savings. 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. 325 Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 12.8% 6.9% FY 2015 FY 2015 REVISED FORECAST 37.5% 30.5% 46.7% 14.9% FY 2016 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 FY 2015 FY 2015 FORECAST REVISED 30.5% 37.5% 14.9% 46.7% FY 2014 ACTUAL 12.8% 6.9% 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 $ 1,686,275 $ 1,686,275 $ 1,571,737 $ 1,571,737 100 - GENERAL TOTAL USES $ 2,805,390 $ 2,805,390 $ 2,963,973 $ 2,963,973 1,226 3.24 $ 160,000 7.18 REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% 22,204 412,900 800 22,204 741,000 22,616 307,668 384 22,616 741,000 17,600 412,900 800 17,600 860,000 20,253 867,001 1,421 20,253 544,809 FY 2016 ADOPTED 37.5% 46.7% 4,604 4,604 (119,000) 26.2% 0.0% 0.0% 26.2% -13.8% 360 7.29 $ (159,640) (0.11) -99.8% -1.5% $ 1,819,652 $ 1,819,652 $ 1,798,574 $ 1,798,574 $ $ 226,837 226,837 14.4% 14.4% $ 2,901,674 $ 2,901,674 $ 3,008,206 $ 3,008,206 $ $ (44,233) (44,233) -1.5% -1.5% $ 360 9.43 $ 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 more likely to evict problem tenants in times when there are more potential tenants to replace them. The FY 2016 revenue and demand are budgeted at or near the FY 2015 Forecast levels. Rising expenditures are mostly due to a statutory increase in Constables’ salaries effective on January 1, 2015, and to an increase in fixed benefit rates. 326 Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan Grants Constables Ethics Standards and Training Board Grant Constables Ethics Standards and Training Board Grant 2,912,802 $ 1,515,522 $ 11,368 $ 10,596 772 56,215 $ 29,568 26,647 56,215 29,568 26,647 $ 2,980,385 $ 1,571,737 $ (772) $ (772) 116,259 $ 116,259 (56,215) $ (29,568) (26,647) Agenda Item: C-49-15-002-2-00 C-49-15-033-2-00 $ C-25-15-004-G-ZZ C-25-15-009-G-ZZ FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q2 Performance Based Retention Pay Plan Base Adjustments Constables Salaries and Benefit Adjustment Grants Constables Ethics Standards and Training Board Grant Constables Ethics Standards and Training Board Grant $ Agenda Item: C-49-15-033-2-00 $ C-25-15-005-2-00 $ C-25-15-004-G-ZZ C-25-15-009-G-ZZ FY 2016 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Supplies and Services Increase Benefit Personnel Savings Internal Service Charges Increase Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase General Fund Revenue based on the FY 2015 Forecast FY 2016 Tentative Budget $ 3,039,657 $ 1,515,522 $ 64 $ 64 (64) $ (10,090) - $ $ (10,090) (64) $ 10,026 10,026 $ - $ - $ - 283,052 283,052 $ 3,039,657 $ 0.0% 1,798,574 18.7% $ 37,224 $ 37,224 - $ 3,076,881 $ 1.2% 1,798,574 18.7% 283,052 Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums (56,215) (29,568) (26,647) Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 327 Maricopa County Annual Business Strategies FY 2016 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 is to provide cost-effective, medically necessary, evidencebased, integrated health care services, competency evaluations and restoration 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 engagement. 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 February 2015, the Department has a 28% direct patient care vacancy rate. The Department is working with County Human Resources Department to identify areas of opportunity in order to reduce employee turnover and achieve this goal. Safe Communities By June, 2016, the at risk SMI offenders recidivism rate will decrease by 1%5% depending on the ascending risk category as based on data provided by the Smart Justice Committee. Status: This is a new goal for FY 2016 and data will be available in FY 2017. Department Specific By June, 2017, 90% of our patients will be offered the option to receive remaining medications or receive a new prescription upon discharge. Status: This is a new goal for FY 2016 and data will be available in FY 2017. 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 2015, the Department exceeded their goal at 97% and plan on maintaining their goal via the new Electronic Health Records system. 328 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Specific By June 30, 2016, 80% of patients will receive specialty or hospital care and/or mental health community referrals responded to within the provider-requested timeframe. Status: The Department implemented the new Electronic Health Record system in FY 2014, and is in the process of developing a component to track this data, which will be available in FY 2017. Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % CLSP - CLINICAL SUPPORT 26SS - SUPPORT SERVICES $ $ 51,441 $ 51,441 $ 6,500 $ 6,500 $ 6,500 $ 6,500 $ 8,241 $ 8,241 $ 7,000 $ 7,000 $ 500 500 7.7% 7.7% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ (12,499) $ (12,499) $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 38,942 $ 6,500 $ 6,500 $ 8,241 $ 7,000 $ 500 7.7% IPMD - INPATIENT MEDICAL IPMH - INPATIENT MENTAL HEALTH 26IP - INPATIENT $ 5,717,783 $ 6,957,989 12,675,772 $ 5,909,167 $ 7,009,860 12,919,027 $ 5,985,945 $ 6,709,768 12,695,713 $ 4,722,239 $ 6,923,061 11,645,300 $ 4,516,436 $ 7,039,978 11,556,414 $ 1,469,509 (330,210) 1,139,299 24.5% -4.9% 9.0% INHA - INITIAL HEALTH ASSESSMENT OPTE - OUTPATIENT TREATMENT AND EVAL PBHS - PRE BOOKING HEALTH SCREENING 26OP - OUTPATIENT $ $ 2,286,560 $ 32,584,309 2,199,868 37,070,737 $ 3,374,992 $ 29,503,739 3,460,329 36,339,060 $ 3,748,541 $ 32,749,672 4,034,443 40,532,656 $ 3,547,251 $ 34,111,645 3,354,020 41,012,916 $ 3,256,004 $ 35,464,833 4,089,698 42,810,535 $ 492,537 (2,715,161) (55,255) (2,277,879) 13.1% -8.3% -1.4% -5.6% CLSP - CLINICAL SUPPORT 26SS - SUPPORT SERVICES $ $ 3,337,384 $ 3,337,384 $ 4,303,909 $ 4,303,909 $ 4,528,494 $ 4,528,494 $ 4,575,967 $ 4,575,967 $ 4,629,447 $ 4,629,447 $ (100,953) (100,953) -2.2% -2.2% CURE - CUSTODY RESTORATION AND EVAL EVAL - ADULT COMPETENCY EVALUATIONS JVAL - JUVENILE COMPETENCY EVALUATION 80RE - RESTORATION TO COMPETENCY $ 1,591,909 $ 1,275,368 224,574 3,091,851 $ 1,526,275 $ 1,437,797 209,712 3,173,784 $ 1,589,786 $ 1,437,620 209,712 3,237,118 $ 1,603,707 $ 1,325,883 279,407 3,208,997 $ 1,592,981 $ 1,409,100 280,603 3,282,684 $ (3,195) 28,520 (70,891) (45,566) -0.2% 2.0% -33.8% -1.4% 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 $ 455,787 $ 420,043 741,691 68,438 1,685,959 $ 445,764 $ 409,510 492,350 57,268 22,974 1,427,866 $ 454,522 $ 428,469 407,911 59,520 93,455 22,974 1,466,851 $ 443,520 $ 433,955 657,224 59,751 87,651 9,572 1,691,673 $ 466,499 $ 428,332 715,471 166,661 137,442 87,997 2,002,402 $ (11,977) 137 (307,560) (166,661) (77,922) 5,458 22,974 (535,551) -2.6% 0.0% -75.4% N/A -130.9% 5.8% 100.0% -36.5% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ - $ 2,527,584 2,527,584 $ 38,256 $ 2,145,901 2,184,157 $ 38,256 $ 2,145,901 2,184,157 $ 36,879 $ 2,148,641 2,185,520 $ 41,171 $ 1,700,388 1,741,559 $ (2,915) 445,513 442,598 -7.6% N/A 20.8% 20.3% BUAS - BUSINESS APPLICATION DEV SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 14,511 $ 1 14,512 $ 1,061,709 $ 1,061,709 $ 1,031,970 $ 1,031,970 $ 895,645 $ 895,645 $ 896,783 $ 896,783 $ 135,187 135,187 13.1% N/A 13.1% TOTAL PROGRAMS $ 60,403,799 $ 61,409,512 $ 65,676,959 $ 65,216,018 $ 66,919,824 $ USES $ $ $ $ 329 (1,242,865) -1.9% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Sources and Uses by Category FY 2014 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2015 ADOPTED FY 2015 REVISED FY 2016 ADOPTED FY 2015 FORECAST REVISED VS ADOPTED VAR % $ SUBTOTAL $ 29,167 29,167 $ $ - $ - $ - $ $ - $ $ - $ $ - N/A N/A CHARGES FOR SERVICE $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 9,774 9,774 $ $ 6,500 $ 6,500 $ 6,500 6,500 $ $ 8,241 8,241 $ $ 7,000 7,000 $ $ 500 500 7.7% 7.7% $ SUBTOTAL $ 1 1 $ $ - $ - $ - $ $ - $ $ - $ $ - N/A N/A ALL REVENUES $ 38,942 $ 6,500 $ 6,500 $ 8,241 $ 7,000 $ 500 7.7% TOTAL SOURCES $ 38,942 FY 2014 ACTUAL $ 6,500 $ FY 2015 ADOPTED 6,500 FY 2015 REVISED $ 8,241 FY 2015 FORECAST $ 7,000 FY 2016 ADOPTED $ MISCELLANEOUS 0645 - INTEREST EARNINGS CATEGORY PERSONAL SERVICES $ 0701 - REGULAR PAY 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 500 7.7% REVISED VS ADOPTED VAR % 26,609,216 $ 1,026,637 9,109,545 653,351 (678,045) 1,016,860 37,737,564 $ 28,639,707 $ 889,380 9,562,058 684,780 (401,810) 710,935 40,085,050 $ 29,377,730 $ 892,651 9,870,717 684,780 (409,744) 725,522 41,141,656 $ 28,243,222 $ 1,360,642 9,502,088 717,945 (310,859) 792,570 40,305,608 $ 29,283,538 $ 46,470 1,055,006 10,600,907 914,241 (309,859) 1,784,816 43,375,119 $ 94,192 (46,470) (162,355) (730,190) (229,461) (99,885) (1,059,294) (2,233,463) 0.3% N/A -18.2% -7.4% -33.5% -24.4% -146.0% -5.4% 111,445 $ 5,624,236 6,386 10,656 5,752,723 $ 91,464 $ 4,886,482 6,588 51,312 5,035,846 $ 91,464 $ 7,844,133 6,588 51,312 7,993,497 $ 77,616 $ 7,364,676 7,909 27,991 7,478,192 $ 54,895 $ 7,476,650 10,437 30,000 7,571,982 $ 36,569 367,483 (3,849) 21,312 421,515 40.0% 4.7% -58.4% 41.5% 5.3% $ 1,372,632 $ 12,666,709 124,351 119,214 35,611 2,514,430 17,980 13,919 7,480 16,909 2,855 16,892,090 $ 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 $ 1,464,408 $ 11,827,277 127,524 910,227 55,020 2,106,938 17,616 12,636 5,568 14,592 16,541,806 $ 1,437,945 $ 12,824,173 96,971 899,705 37,898 2,105,137 11,867 3,814 6,858 7,850 17,432,218 $ 1,441,594 $ 11,848,618 44,669 937,074 28,486 1,634,311 13,017 12,336 7,500 5,118 15,972,723 $ 22,814 (21,341) 82,855 (26,847) 26,534 472,627 4,599 300 (1,932) 9,474 569,083 1.6% -0.2% 65.0% -2.9% 48.2% 22.4% 26.1% 2.4% -34.7% 64.9% N/A 3.4% $ $ 21,422 $ 21,422 $ - $ - $ - $ - $ - $ - $ - $ - $ ALL EXPENDITURES $ 60,403,799 $ 61,409,512 $ 65,676,959 $ 65,216,018 $ 66,919,824 $ (1,242,865) -1.9% TOTAL USES $ 60,403,799 $ 61,409,512 $ 65,676,959 $ 65,216,018 $ 66,919,824 $ (1,242,865) -1.9% 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 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ 330 - N/A N/A Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 292 CORRECTIONAL HEALTH GRANTS OPERATING $ FUND TOTAL SOURCES $ 255 DETENTION OPERATIONS OPERATING $ FUND TOTAL SOURCES $ FY 2014 ACTUAL DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FY 2015 FORECAST REVISED VS ADOPTED VAR % FY 2016 ADOPTED - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A 9,774 $ 9,774 $ 6,500 $ 6,500 $ 6,500 $ 6,500 $ 8,241 $ 8,241 $ 7,000 $ 7,000 $ 500 500 7.7% 7.7% 38,942 $ 38,942 $ 6,500 $ 6,500 $ 6,500 $ 6,500 $ 8,241 $ 8,241 $ 7,000 $ 7,000 $ 500 500 7.7% 7.7% FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VAR % FY 2016 ADOPTED FUND TOTAL USES $ 3,091,851 $ 3,091,851 $ 3,180,331 $ 3,180,331 $ 3,218,665 $ 25,000 3,243,665 $ 3,218,278 $ 3,218,278 $ 3,289,967 $ 3,289,967 $ $ FUND TOTAL USES $ 25,000 $ 25,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 255 DETENTION OPERATIONS CHS GRAVES JUDGMENT OPERATING $ OPERATING CHS GRAVES JUDGMENT NON RECURRING NON RECURRING NON PROJECT FUND TOTAL USES $ - $ 56,980,836 306,112 57,286,948 $ - $ 58,229,181 58,229,181 $ - $ 58,926,641 581,653 2,925,000 62,433,294 $ - $ 61,630,104 367,636 61,997,740 $ 2,332,585 $ 61,297,272 63,629,857 $ (2,332,585) (2,370,631) 581,653 2,925,000 (1,196,563) N/A -4.0% 100.0% 100.0% -1.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 60,097,687 $ 306,112 $ 60,403,799 $ 61,409,512 $ - $ 61,409,512 $ 62,145,306 $ 3,531,653 $ 65,676,959 $ 64,848,382 $ 367,636 $ 65,216,018 $ 66,919,824 $ - $ 66,919,824 $ (4,774,518) 3,531,653 (1,242,865) -7.7% 100.0% -1.9% 292 CORRECTIONAL HEALTH GRANTS OPERATING $ FY 2015 REVISED 29,168 $ 29,168 $ FY 2014 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT FY 2015 ADOPTED (71,302) 25,000 (46,302) - -2.2% 100.0% -1.4% N/A N/A Staffing by Program and Activity PROGRAM/ACTIVITY INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES PROCUREMENT RISK MANAGEMENT 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 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 6.90 3.10 5.00 1.00 16.00 5.90 3.10 5.00 1.00 15.00 6.00 2.00 5.00 1.00 1.00 15.00 6.00 2.00 5.00 1.00 1.00 15.00 6.00 2.00 5.00 1.00 1.00 15.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2.00 2.00 5.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 - 0.0% 0.0% 17.98 58.78 76.75 16.05 55.85 71.90 16.43 48.73 65.15 16.43 49.73 66.15 16.43 50.73 67.15 2.00 2.00 0.0% 4.1% 3.1% 33.40 269.50 9.90 312.80 28.90 226.50 28.00 283.40 34.40 227.75 39.00 301.15 34.90 224.75 39.50 299.15 33.40 228.75 37.00 299.15 (1.00) 1.00 (2.00) (2.00) (2.9%) 0.4% (5.1%) (0.7%) 5.00 11.00 16.00 5.00 11.00 16.00 5.00 11.00 16.00 5.00 11.00 16.00 4.50 11.00 15.50 (.50) (.50) (10.0%) 0.0% (3.1%) 53.20 53.20 476.75 72.20 72.20 463.50 74.20 74.20 475.50 74.20 74.20 474.50 74.20 74.20 475.00 (.50) 0.0% 0.0% (0.1%) 331 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Business Systems Analyst Business Systems Analyst-Sr/Ld CHS Legal Services Manager Correctional Health Legal Liaison Dental Assistant Dentist Director - Correctional Health Executive Assistant 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 Medication Admin Coordinator Mental Health Director Mental Health Professional Mental Health Professional Supervisor Nurse 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 Special Projects Manager Trainer Training Supervisor Warehouse/Inventory Specialist Warehouse/Inventory Supervisor Department Total FY 2014 ADOPTED 1.00 8.00 1.00 3.00 1.50 1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 66.75 2.00 68.50 1.00 1.00 1.00 39.00 6.00 100.50 16.00 4.00 2.00 1.00 10.00 69.00 6.00 1.00 1.00 11.00 1.00 1.00 12.00 10.00 1.00 1.50 10.00 1.00 1.00 5.00 1.00 476.75 FY 2015 ADOPTED 1.00 9.00 2.00 1.00 3.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 70.50 1.00 68.25 1.00 1.00 1.00 40.00 6.00 105.75 16.00 4.00 4.00 1.00 8.00 41.00 7.00 1.00 1.00 10.00 1.00 2.00 12.50 10.00 1.00 1.50 11.00 1.00 1.00 5.00 1.00 463.50 332 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 1.00 1.00 8.00 8.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 70.50 69.50 1.00 1.00 68.25 68.25 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 41.00 41.00 6.00 6.00 115.75 115.75 6.00 6.00 3.00 3.00 2.00 2.00 1.00 1.00 6.00 6.00 39.00 39.00 7.00 7.00 1.00 1.00 1.00 1.00 8.00 8.00 13.00 13.00 1.00 1.00 1.00 1.00 11.50 11.50 10.00 10.00 1.00 1.00 1.50 1.50 17.00 17.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 1.00 1.00 475.50 474.50 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% 8.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% N/A 3.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 70.50 0.0% 1.00 0.0% 68.25 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 41.00 0.0% 6.00 0.0% 115.75 0.0% 6.00 0.0% 3.00 0.0% 2.00 0.0% 1.00 0.0% 6.00 0.0% 39.00 0.0% 7.00 0.0% 1.00 0.0% N/A 1.00 0.0% 8.00 0.0% 13.00 0.0% 1.00 0.0% 1.00 0.0% N/A N/A 11.50 0.0% 9.50 (.50) (5.0%) 1.00 0.0% 1.50 0.0% 17.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 4.00 0.0% 1.00 0.0% 475.00 (.50) (0.1% ) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Staffing by Fund DEPARTMENT/FUND 100 GENERAL 255 DETENTION OPERATIONS Department Total FY 2014 ADOPTED 16.00 460.75 476.75 FY 2015 ADOPTED 16.00 447.50 463.50 FY 2015 FY 2015 REVISED FORECAST 16.00 16.00 459.50 458.50 475.50 474.50 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 15.50 (.50) (3.1%) 459.50 0.0% 475.00 (.50) (0.1% ) General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plans and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) • Decrease in Regular Benefits by $918 for the impact of changes in retirement contribution rates. • Decrease Internal Service Charges by $392 for the impact of changes in risk management. • Increase Personnel Savings by $31,085 from .67% in FY 2015 to 2.98%. • Increase Regular Benefits by $19,176 for the impact of the changes in health and dental premium rates. Detention Fund (255) Operating • Decrease Regular Benefits by $30,672 for the impact of changes in retirement contribution rates. • Decrease Internal Service Charges by $445,121 for the impact of changes in risk management charges. • Decrease budget by $193,973 to reallocate for position costs from Detention Fund to Graves Operating. • Increase Regular Benefits by $468,120 for the impact of the changes in health and dental premium rates. Detention Fund (255) Graves Operating • Increase budget by $193,973 to reallocate position costs from Detention Fund to Graves Operating. • Increase Regular Benefits by $10,152 for the impact of the changes in health and dental premium rates. 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: Mandated. 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). 333 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results Measure Description Percent of patients discharged within 16 calendar days Percent of patients referred to the Mental Health Unit to account for appropriate levels of service FY 2014 ACTUAL 82.3% FY 2015 FY 2015 REVISED FORECAST 81.9% 88.2% 93.2% 93.0% Activities that comprise this program include: • Inpatient Medical FY 2016 ADOPTED 88.2% 98.8% 96.0% • REV VS ADOPTED VAR % 6.3% 7.7% 5.8% 6.2% Inpatient Mental Health Inpatient Medical Activity The purpose of the Inpatient Medical Activity is to provide medically necessary services to patients admitted to an inpatient setting so they can return to lower levels of treatment. Measure Type Result Output 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 Expenditure per bed day received FY 2014 ACTUAL 82.3% $ 255 - DETENTION OPERATIONS TOTAL USES $ 5,717,783 $ 5,717,783 FY 2015 FY 2015 REVISED FORECAST 81.9% 88.2% 18,026 1,078 317.20 19,296 1,140 $ 310.22 $ 5,985,945 $ 5,985,945 19,409 1,279 $ 243.30 $ 4,722,239 $ 4,722,239 REV VS ADOPTED VAR % 6.3% 7.7% FY 2016 ADOPTED 88.2% 19,692 1,428 $ 229.35 $ 4,516,436 $ 4,516,436 396 288 2.1% 25.3% 80.86 26.1% $ 1,469,509 $ 1,469,509 24.5% 24.5% $ Activity Narrative: The demand for the number of patients referred to an inpatient medical setting is expected to increase in FY 2016. Graves vs. Arpaio mandates additional health services to more patients in a shorter time frame and performed by a qualified provider. Expenditures are expected to decrease in FY 2016 due to a decrease in the usage of registry staff, as the Department is working with County Human Resources on improving the hiring process and retaining qualified employees. 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 Demand Expenditure Ratio Expenditure Measure Description Percent of patients referred to the Mental Health Unit to account for appropriate levels of service Number of mental health bed days received Number of patients referred to an inpatient mental health setting Number of patients booked Expenditure per mental health patient 255 - DETENTION OPERATIONS TOTAL USES FY 2014 ACTUAL 93.2% FY 2015 FY 2015 REVISED FORECAST 93.0% 96.0% 38,584 3,982 42,204 4,008 N/A N/A $ 6,957,989 $ 6,957,989 N/A N/A $ 6,709,768 $ 6,709,768 334 FY 2016 ADOPTED 98.8% 44,726 4,018 47,292 4,028 N/A N/A $ $ 6,923,061 $ 6,923,061 REV VS ADOPTED VAR % 5.8% 6.2% 5,088 20 98,400 1,620.62 $ 7,039,978 $ 7,039,978 $ $ 12.1% 0.5% N/A N/A N/A N/A (330,210) (330,210) -4.9% -4.9% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Activity Narrative: The demand for the number of patients referred to an inpatient mental health setting has continued to increase due to service reductions by the transition of the State mental health provider from Magellan to Maricopa Mercy Care. 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. As the community continues to solve its issues with the effective management of Severely Mentally Ill (SMI), it is anticipated that the Department will slowly see a decrease in their demand for the number of patients booked in the years to come due to the Justice Systems initiatives to continue to reduce recidivism. The output for the number of mental health bed days received is expected to increase in FY 2016 as a result of Graves vs. Arpaio. Graves vs. Arpaio mandates that all mental health patients stating a clinical problem be triaged face to face within 48 hours by a qualified provider. These additional appointments are expected to lead to an increase in admissions to the Mental Health Unit. Outpatient Program The purpose of the Outpatient Program is to provide medical, mental health, and dental services to patients booked into county jails so they can maintain their health. Mandates: Mandated. 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 Percent of scheduled appointments kept Percent of prescriptions written that are given within three days Percent of initial health assessments completed at central intake vs. the general population post housing determinations to enure timely health assesment completions Percent of screened inmates booked Percent of receiving screenings resulting in a health assessment FY 2014 ACTUAL 98.3% FY 2015 FY 2015 REVISED FORECAST 97.3% 98.5% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 2.7% 2.8% 86.0% 96.5% 82.7% 96.9% 93.7% 97.4% 97.5% 97.0% 14.8% 0.1% 17.9% 0.1% 99.8% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% N/A 99.2% N/A 97.9% N/A 100.0% 100.0% 0.8% N/A 0.8% N/A 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. 335 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Result Output Output 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 triaged within 24 hours Number of appointments kept Number of health service requests Number of scheduled appointments Number of outpatient prescription orders written Expenditure per appointment kept FY 2014 ACTUAL 98.3% 86.0% 96.5% $ 255 - DETENTION OPERATIONS TOTAL USES $ 32,584,309 $ 32,584,309 FY 2015 FY 2015 REVISED FORECAST 97.3% 98.5% 82.7% 93.7% 96.9% 97.4% REV VS ADOPTED VAR % 2.7% 2.8% 14.8% 17.9% 0.1% 0.1% FY 2016 ADOPTED 100.0% 97.5% 97.0% 99,818 98,102 100,188 97,488 101,327 99,771 118,032 116,040 17,844 18,552 17.8% 19.0% 442,351 99,818 514,255 300,233 372,864 100,188 450,936 296,016 540,723 101,327 649,797 274,302 569,800 118,032 666,768 274,437 196,936 17,844 215,832 (21,579) 52.8% 17.8% 47.9% -7.3% 73.66 $ 87.83 $ 32,749,672 $ 32,749,672 $ 63.09 $ 34,111,645 $ 34,111,645 $ 62.24 $ 35,464,833 $ 35,464,833 $ 25.59 $ (2,715,161) $ (2,715,161) 29.1% -8.3% -8.3% Activity Narrative: The demand for the number of outpatient prescription orders written is expected to decrease in FY 2016 due to changing prescription orders to 30 days from 15 days and reducing dispensing fees. The demand for the number of scheduled appointments and the output for the number of appointments kept are expected to increase in FY 2016 due to Graves vs. Arpaio mandates. These mandates require patients to be seen within 24 hours after receiving screening if it’s identified that the patient has a significant acute or chronic medical condition. Expenditures are increasing due to the increase in pharmaceutical costs over the prior years, primarily in four major categories: HIV, psych, atypical psych and rare specialist drugs. Detention Fund (255) Operating • Increase budget by $2,500,000 for the increase in pharmaceutical costs. Detention Fund (255) Graves Operating • Increase budget by $999,034 for the increase cost in medical transportation for inmates. 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 Result Output Demand Expenditure Ratio Expenditure Measure FY 2014 REV VS ADOPTED FY 2015 FY 2015 FY 2016 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of screened inmates booked 100.0% 99.2% 97.9% 100.0% 0.8% 0.8% Percent of receiving screenings resulting in a N/A N/A N/A 100.0% N/A N/A health assessment Number of inmates screened 103,600 108,131 101,066 99,060 (9,071) -8.4% Number of inmates presented at booking sites 104,666 108,131 101,066 99,060 (9,071) -8.4% Expenditure of screenings completed and $ 21.23 $ 37.61 $ 34.40 $ 41.62 $ (4.01) -10.7% inmate subsequently booked 255 - DETENTION OPERATIONS TOTAL USES $ 2,199,868 $ 2,199,868 $ 4,034,443 $ 4,034,443 $ 3,354,020 $ 3,354,020 $ 4,089,698 $ 4,089,698 $ $ (55,255) (55,255) -1.4% -1.4% Activity Narrative: The intake process changed in FY 2015 in order to facilitate and improve the intake process to allow law enforcement officers to return to duty to protect and serve in a more timely manner. Based on FY 2015 Forecast, the demand for the number of inmates presented at booking is expected to decrease in FY 2016. 336 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Initial Health Assessment Activity The purpose of the Initial Health Assessment Activity is to provide medical, dental, and mental health needs assessments to patients booked into county jails so they can receive necessary care. Measure Type Result Output Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of initial health assessments completed at central intake vs. the general population post housing determinations to enure timely health assesment completions Number of initial health assessments completed within 14 days Number of initial health assessments required Number of initial health assessments completed at central intake Number of initial health assessments required Expenditure per initial health assessment completed 255 - DETENTION OPERATIONS TOTAL USES FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2014 ACTUAL 99.8% $ FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 95,058 102,981 81,140 80,180 (22,801) -22.1% 95,232 N/A 102,981 N/A 81,140 N/A 80,180 80,180 (22,801) N/A -22.1% N/A 95,232 24.04 $ 2,286,560 $ 2,286,560 $ 102,981 36.40 $ 3,748,541 $ 3,748,541 $ 81,140 43.72 $ 3,547,251 $ 3,547,251 80,180 40.61 $ (22,801) (4.21) -22.1% -11.6% $ 3,256,004 $ 3,256,004 $ $ 492,537 492,537 13.1% 13.1% $ Activity Narrative: Initial health assessments are performed on all booked defendants. Based on FY 2015 Forecast, the demand for the number of initial health assessments required is expected to decrease in FY 2016 due to a decrease in bookings in County jails. Support Services Program The purpose of the Support Services Program is to provide support and useful data to providers and patients so they can provide/receive information to help provide quality and continuous care. Program Results Measure Description Percent of complete medical records provided to external requestors Percent of filed grievances resolved within CHS/MCSO FY 2014 ACTUAL 99.0% 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% 100.0% 100.0% FY 2016 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% Activities that comprise this program include: • Clinical Support Clinical Support Activity The purpose of the Clinical Support Activity is to provide support and useful data to providers and patients so they can provide/receive quality and continuous patient care. Mandates: Mandated. 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). 337 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Output Output Demand Demand Expenditure Ratio Revenue REV VS ADOPTED Measure FY 2014 FY 2015 FY 2015 FY 2016 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of complete medical records provided 99.0% 100.0% 100.0% 100.0% 0.0% 0.0% to external requestors Percent of filed grievances resolved within 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% CHS/MCSO Number of external records requested 3,142 3,204 3,222 3,224 20 0.6% Number of grievances filed 2,572 2,448 2,689 2,888 440 18.0% Number of external medical records requested 3,142 3,204 3,222 3,244 40 1.2% Number of grievances filed 2,572 2,448 2,689 2,888 440 18.0% Expenditure per external medical record $ 1,210.07 $ 1,413.39 $ 1,420.23 $ 1,435.93 $ (22.55) -1.6% provided 292 - CORRECTIONAL HEALTH GRANTS 255 - DETENTION OPERATIONS TOTAL SOURCES $ 292 - CORRECTIONAL HEALTH GRANTS 255 - DETENTION OPERATIONS TOTAL USES 25,000 3,312,384 $ 3,337,384 $ 41,667 9,774 51,441 $ $ 6,500 6,500 $ 8,241 8,241 $ $ $ 7,000 7,000 $ $ 500 500 N/A 7.7% 7.7% Expenditure $ 4,528,494 $ 4,528,494 $ $ 4,575,967 $ 4,575,967 $ 4,629,447 $ 4,629,447 $ $ (100,953) (100,953) N/A -2.2% -2.2% Activity Narrative: The Department expects a faster turnaround time in providing medical records to external requestors with the implementation of the EHR system, which has improved electronic medical record sharing with outside providers. The demand for the number of grievances filed is expected to increase in FY 2016 due to additional copay charges charged to inmates. Restoration to Competency and Evaluation Program The purpose of the Rule 11 Custody Restoration Program is to provide timely treatment to incompetent criminal defendants so they become able to understand the nature and object of the criminal proceedings against them or to assist in their legal defense or are found not restorable. Mandates: Mandated. 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 evaluations performed FY 2014 ACTUAL 32.3% FY 2015 FY 2015 REVISED FORECAST 33.3% 28.5% FY 2016 ADOPTED 34.1% REV VS ADOPTED VAR % 0.7% 2.2% 21.2% 23.2% 15.2% 23.7% 0.5% 2.3% 84.5% 84.8% 87.0% 84.2% (0.6%) -0.7% Activities that comprise this program include: • Custody Restoration and Evaluation • Adult Competency Evaluations • 338 Juvenile Competency Evaluations Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Custody Restoration and Evaluation Activity The purpose of the Rule 11 Custody Restoration Activity is to provide timely treatment to incompetent criminal defendants so they become able to understand the nature and object of the criminal proceedings against them or to assist in their legal defense or are found not restorable. Mandates: Mandated. 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 Output Demand Expenditure Ratio Expenditure REV VS ADOPTED Measure FY 2014 FY 2015 FY 2015 FY 2016 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of inpatient defendants found not 32.3% 33.3% 28.5% 34.1% 0.7% 2.2% restorable within 15 months of the determination of incompetency Average length of stay for all restoration cases 53 53 53 53 0.0% Number of defendants determined to be 446 369 377 378 9 2.4% Competent (including CIMD, or "Competency is Medication Dependent") Number of defendants determined to be N/A 120 119 124 4 3.3% Incompetent Not Restorable ("IC/NR") Number of defendants evaluated N/A 420 453 452 32 7.6% Total number of restoration cases ordered by 441 445 456 462 17 3.8% the Court into the RTC program Expenditure per inmate evaluated $ 30,036.02 $ 29,995.96 $ 30,313.91 $ 30,056.25 $ (60.28) -0.2% 100 - GENERAL TOTAL USES $ 1,591,909 $ 1,591,909 $ 1,589,786 $ 1,589,786 $ 1,603,707 $ 1,603,707 $ 1,592,981 $ 1,592,981 $ $ (3,195) (3,195) -0.2% -0.2% Activity Narrative: Expenditures are expected to increase in FY 2016 due to the increase in the cost of medications. Base Adjustments: General Fund (100) • Increase budget by $82,517 for the increase in the cost of medications. 339 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Adult Competency Evaluations Activity The purpose of the Rule 11 Evaluation Activity is to provide testing for criminal defendants so they can be evaluated for mental competency. Measure Type Result Output Output Output Demand 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 defendants determined to be Incompetent Not Restorable ("IC/NR") Number of Rule 11 competency evaluations ordered Expenditure per inmate competency evaluation 100 - GENERAL TOTAL USES FY 2014 ACTUAL 21.2% $ FY 2015 FY 2015 REVISED FORECAST 23.2% 15.2% REV VS ADOPTED VAR % 0.5% 2.3% FY 2016 ADOPTED 23.7% 8 12 62 12 - 0.0% 580 576 576 580 4 0.7% N/A 7 8 7 - 0.0% 618 620 659 628 8 1.3% 2,080.54 $ 1,275,368 $ 1,275,368 2,396.03 $ $ 1,437,620 $ 1,437,620 $ 2,198.81 $ 1,325,883 $ 1,325,883 2,302.45 $ 93.58 3.9% $ 1,409,100 $ 1,409,100 $ $ 28,520 28,520 2.0% 2.0% $ Juvenile Competency Evaluations Activity The purpose of the Rule 11 Juvenile Evaluation Activity is to provide testing for Juvenile criminal defendants so they can be evaluated for mental competency. Measure Type Result Output Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of rule 11 juvenile evaluations performed Number of juveniles found competent or incompetent Number of incompetent juveniles found not restorable Number of juvenile evaluations completed Number of Rule 11 juvenile competency evaluations ordered Expenditure per juvenile competency evaluation 100 - GENERAL TOTAL USES FY 2014 ACTUAL 84.5% FY 2015 FY 2015 REVISED FORECAST 84.8% 87.0% FY 2016 ADOPTED 84.2% REV VS ADOPTED VAR % (0.6%) -0.7% 323 328 332 335 7 2.1% 25 25 27 25 - 0.0% 323 343 328 350 332 362 335 358 7 8 2.1% 2.3% $ 695.28 $ 639.37 $ 841.59 $ 837.62 $ (198.26) -31.0% $ $ 224,574 224,574 $ $ 209,712 209,712 $ $ 279,407 279,407 $ $ 280,603 280,603 $ $ (70,891) (70,891) -33.8% -33.8% Activity Narrative: The Department expects the demand for Rule 11 Juvenile Competency Evaluations, which is driven by the Courts, to continue to increase in FY 2016. With the increase in demand, expenditures are expected to increase, as it is anticipated that additional outside evaluators will be needed. 340 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan - $ 38,334 $ 38,334 - $ 3,218,665 $ - $ 2,004 $ 2,004 - $ 3,220,669 $ - $ (918) $ (918) 51,040 $ 82,517 - (392) - (31,085) - $ 3,270,791 $ 1.6% - $ 19,176 $ 19,176 - $ 3,289,967 $ 2.2% - C-49-15-002-2-00 Agenda Item: FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Pharmaceutical Costs Internal Service Charges Decrease Risk Management Charges Personnel Savings Increase Personnel Savings from 0.67% to 2.98% 3,180,331 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: $ $ FY 2016 Tentative Budget 82,517 $ (392) $ (31,085) Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 341 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Detention Operations Fund (255) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 6,500 $ 697,460 $ 665,876 20,598 10,986 - $ 58,926,641 $ 6,500 $ 72,277 $ 2,817 (10,986) 80,446 2,500,000 $ 203,279 (203,279) 2,500,000 - $ 61,498,918 $ 6,500 $ (30,672) $ (30,672) (445,121) $ (445,121) - - $ (193,973) $ (193,973) 500 500 - $ 60,829,152 $ -1.1% 7,000 7.7% $ 468,120 $ 468,120 - $ 61,297,272 $ -0.3% 7,000 7.7% C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 $ C-26-15-003-M-00 C-26-15-004-M-00 C-26-15-008-M-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Functions Reallocation to Graves Operating for Position Costs 58,229,181 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan Base Adjustments Graves v Arpaio Contingency Dollars Graves v Arpaio Contingency Dollars II CHS Medication and Staffing $ Agenda Item: $ $ (445,121) $ $ $ FY 2016 Tentative Budget (193,973) Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 342 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Detention Operations Fund (255) Graves Operating Expenditures Revenue CHS GRAVES JUDGMENT OPERATING FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - $ 1,129,426 $ 1,129,426 - $ 1,129,426 $ - $ 999,034 $ 999,034 - $ 193,973 $ 193,973 - $ 2,322,433 $ 105.6% - $ 10,152 $ 10,152 - $ 2,332,585 $ 106.5% - Adjustments: Base Adjustments Graves v Arpaio Contingency Dollars II Agenda Item: C-26-15-004-M-00 FY 2016 Baseline Budget Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Increase Inmate Medical Transport Reallocations Reallocation Between Functions Reallocation from Detention Fund Operating for Position Costs to Graves Operating FY 2016 Tentative Budget $ $ 999,034 193,973 Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 343 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2016 Adopted Budget County Attorney Analysis by Idamarie C. Flaherty, 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 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % LAAC - CIVIL SERVICES DIVISION 19CL - CIVIL SERVICES DIVISION $ $ 41,195 $ 41,195 $ 31,020 $ 31,020 $ 31,020 $ 31,020 $ 12,925 $ 12,925 $ 55,579 $ 55,579 $ 24,559 24,559 79.2% 79.2% COUT - COMMUNITY AND VICTIM OUTREACH 19CO - COMMUNITY AND VICTIM OUTREACH $ $ 2,364,508 $ 2,364,508 $ 3,737,077 $ 3,737,077 $ 3,737,077 $ 3,737,077 $ 3,283,348 $ 3,283,348 $ 4,010,563 $ 4,010,563 $ 273,486 273,486 7.3% 7.3% 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 $ $ 1,555,623 $ 32,964 6,164,187 7,752,774 $ 1,555,630 $ 1,401,425 119,404 263,349 4,242,439 735,461 8,317,708 $ 1,555,630 $ 2,140,800 119,404 263,349 3,503,064 735,461 8,317,708 $ 1,539,141 $ 1,969,600 79,923 326,293 3,422,672 228,320 7,565,949 $ 1,527,206 $ 1,439,860 44,404 261,943 4,179,089 749,345 8,201,847 $ (28,424) (700,940) (75,000) (1,406) 676,025 13,884 (115,861) BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ 27,920 $ 1,582,843 1,610,763 $ 28,980 $ 28,980 $ 28,980 $ 28,980 $ 23,840 $ 23,840 $ 28,980 $ 28,980 $ - 0.0% N/A 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 382,286 $ 382,286 $ - $ - $ - $ - $ 1,297,817 $ 1,297,817 $ - $ - $ - N/A N/A BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 54,000 $ 54,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 12,205,526 $ 12,114,785 $ 12,114,785 $ 12,183,879 $ 12,296,969 $ 182,184 1.5% $ 344 -1.8% -32.7% -62.8% -0.5% 19.3% 1.9% -1.4% Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2014 ACTUAL PROGRAM / ACTIVITY USES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % LAAC - CIVIL SERVICES DIVISION 19CL - CIVIL SERVICES DIVISION $ $ 8,741,217 $ 8,741,217 $ 8,814,881 $ 8,814,881 $ 9,292,008 $ 9,292,008 $ 8,345,299 $ 8,345,299 $ 8,733,161 $ 8,733,161 $ 558,847 558,847 6.0% 6.0% COUT - COMMUNITY AND VICTIM OUTREACH 19CO - COMMUNITY AND VICTIM OUTREACH $ $ 2,698,604 $ 2,698,604 $ 3,744,111 $ 3,744,111 $ 4,005,381 $ 4,005,381 $ 3,263,886 $ 3,263,886 $ 3,294,328 $ 3,294,328 $ 711,053 711,053 17.8% 17.8% JUVI - JUVENILE 19JU - JUVENILE $ $ - $ - $ 4,186,183 $ 4,186,183 $ 4,115,585 $ 4,115,585 $ 4,050,435 $ 4,050,435 $ 4,108,289 $ 4,108,289 $ 7,296 7,296 0.2% 0.2% 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 $ 13,820,838 $ 6,494,352 52,265,867 72,581,057 $ 14,018,554 $ 3,301,557 4,864,935 6,193,184 4,400,634 33,908,517 1,715,678 68,403,059 $ 13,552,256 $ 3,203,124 4,885,806 6,193,102 4,601,763 35,248,593 1,486,663 69,171,307 $ 13,311,104 $ 3,207,455 4,611,974 6,656,859 4,657,188 33,969,243 1,283,562 67,697,385 $ 13,429,152 $ 3,320,027 5,012,621 7,072,240 4,778,639 33,516,929 1,176,748 68,306,356 $ 123,104 (116,903) (126,815) (879,138) (176,876) 1,731,664 309,915 864,951 0.9% -3.6% -2.6% -14.2% -3.8% 4.9% 20.8% 1.3% 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 $ 670,828 $ 372,927 3,552,472 61,798 4,658,025 $ 773,130 $ 148,415 407,665 1,284,158 235,992 59,930 465,302 3,605,188 6,979,780 $ 785,744 $ 152,450 400,133 1,298,874 62,020 454,378 3,848,361 7,001,960 $ 828,410 $ 157,271 336,987 1,178,084 62,413 391,479 4,156,344 7,110,988 $ 624,962 $ 156,694 408,196 227,611 450,962 63,973 465,564 4,536,236 6,934,198 $ 160,782 (4,244) (8,063) 1,071,263 (450,962) (1,953) (11,186) (687,875) 67,762 20.5% -2.8% -2.0% 82.5% N/A -3.1% -2.5% -17.9% 1.0% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ - $ 1,464 1,464 $ 570,804 $ 162,028 2,128,978 2,861,810 $ 570,804 $ 167,797 2,128,978 2,867,579 $ 525,639 $ 174,040 2,211,543 2,911,222 $ 631,101 $ 172,620 2,138,441 2,942,162 $ (60,297) (4,823) (9,463) (74,583) -10.6% N/A -2.9% -0.4% -2.6% BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER TSPT - TECHNOLOGY SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS 99IT - INFORMATION TECHNOLOGY $ $ 995,404 $ 1,106,382 1,636,684 3,738,470 $ 998,967 $ 1,879,336 562,287 921,558 4,362,148 $ 908,892 $ 1,846,222 572,061 949,088 4,276,263 $ 746,389 $ 1,993,411 534,841 955,368 4,230,009 $ 936,917 $ 1,916,614 588,004 972,231 4,413,766 $ (28,025) (70,392) (15,943) (23,143) (137,503) -3.1% -3.8% -2.8% -2.4% -3.2% TOTAL PROGRAMS $ 92,418,837 $ 99,351,972 $ 100,730,083 $ 97,609,224 $ 98,732,260 $ $ $ $ 1,997,823 2.0% 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 $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2014 ACTUAL 5,382,356 1,472,411 6,854,767 FY 2015 ADOPTED $ FY 2015 REVISED $ 5,131,945 1,524,404 6,656,349 $ 621,285 $ 973,557 1,594,842 $ 621,268 963,382 1,584,650 $ 3,743,164 3,743,164 $ $ (19,369) $ 32,122 12,753 $ $ 5,131,945 1,524,404 6,656,349 FY 2015 FORECAST $ $ 5,131,945 1,468,981 6,600,926 FY 2016 ADOPTED $ $ REVISED VS ADOPTED VAR % 5,301,002 $ 1,419,404 6,720,406 $ $ 169,057 (105,000) 64,057 3.3% -6.9% 1.0% (13,196) 10,331 (2,865) -2.1% 1.1% -0.2% 4.1% 4.1% $ 621,268 $ 963,382 1,584,650 $ 621,268 $ 931,059 1,552,327 $ 608,072 973,713 1,581,785 3,752,781 3,752,781 $ $ 3,752,781 3,752,781 $ $ 3,943,645 3,943,645 $ $ 3,905,112 $ 3,905,112 $ 152,331 152,331 85,317 35,688 121,005 $ $ $ 45,417 41,564 86,981 $ $ 85,317 35,688 121,005 $ 49,670 39,996 89,666 (35,647) 4,308 (31,339) $ $ $ -41.8% 12.1% -25.9% ALL REVENUES $ 12,205,526 $ 12,114,785 $ 12,114,785 $ 12,183,879 $ 12,296,969 $ 182,184 1.5% TOTAL SOURCES $ 12,205,526 $ 12,114,785 $ 12,114,785 $ 12,183,879 $ 12,296,969 $ 182,184 1.5% 345 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2016 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 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 54,356,474 $ 16,213 707,985 19,129,607 687,983 (862,177) 856,295 74,892,380 $ 58,580,799 $ 129,287 557,227 19,921,695 873,969 (1,969,298) 1,969,298 80,062,977 $ 59,593,259 $ 65,023 597,376 20,380,994 637,975 (1,468,056) 1,468,056 81,274,627 $ 58,024,629 $ 36,682 676,956 20,085,519 752,561 (1,517,205) 1,519,954 79,579,096 $ 59,932,300 $ 65,025 616,973 22,211,826 811,100 (1,861,201) 1,458,346 83,234,369 $ (339,041) (2) (19,597) (1,830,832) (173,125) 393,145 9,710 (1,959,742) -0.6% 0.0% -3.3% -9.0% -27.1% 26.8% 0.7% -2.4% 1,954,791 $ 1,621 104,333 221,815 2,282,560 $ 2,269,967 $ 1,000 87,748 629,901 2,988,616 $ 2,269,967 $ 1,000 87,748 629,901 2,988,616 $ 2,701,810 $ 4,731 91,439 392,778 3,190,758 $ 1,493,601 $ 4,000 110,000 465,654 2,073,255 $ 776,366 (3,000) (22,252) 164,247 915,361 34.2% -300.0% -25.4% 26.1% 30.6% 673,887 $ 3,015,007 2,885,309 1,877,945 921,910 408,580 3,158,080 362,075 174,918 207,287 856,543 198,931 240 14,740,712 $ 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 $ 804,239 $ 3,331,287 2,375,648 1,735,290 1,860,900 350,250 3,117,531 444,880 399,904 225,210 1,103,005 189,216 480 15,937,840 $ 745,009 $ 3,041,603 2,332,872 1,698,147 1,257,444 321,816 3,127,410 393,072 433,389 194,219 767,283 188,031 14,500,295 $ 859,000 $ 3,242,836 1,253,716 1,903,658 1,277,421 278,141 3,191,705 347,803 273,684 185,000 406,672 205,000 13,424,636 $ (54,761) 88,451 1,121,932 (168,368) 583,479 72,109 (74,174) 97,077 126,220 40,210 696,333 (15,784) 480 2,513,204 -6.8% 2.7% 47.2% -9.7% 31.4% 20.6% -2.4% 21.8% 31.6% 17.9% 63.1% -8.3% 100.0% 15.8% $ 503,185 $ 503,185 $ 529,000 $ 529,000 $ 529,000 $ 529,000 $ 306,646 $ 32,429 339,075 $ - $ - $ 529,000 529,000 100.0% N/A 100.0% ALL EXPENDITURES $ 92,418,837 $ 99,351,972 $ 100,730,083 $ 97,609,224 $ 98,732,260 $ 1,997,823 2.0% TOTAL USES $ 92,418,837 $ 99,351,972 $ 100,730,083 $ 97,609,224 $ 98,732,260 $ 1,997,823 2.0% 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 $ $ $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 73,317 $ 73,317 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 36,765 $ 36,765 $ 84,559 $ 84,559 $ 24,559 24,559 40.9% 40.9% $ FUND TOTAL SOURCES $ 5,415,639 $ 5,415,639 $ 5,185,349 $ 5,185,349 $ 5,185,349 $ 5,185,349 $ 5,186,703 $ 5,186,703 $ 5,351,226 $ 5,351,226 $ 165,877 165,877 3.2% 3.2% $ FUND TOTAL SOURCES $ 1,765,284 $ 1,765,284 $ 2,012,040 $ 2,012,040 $ 2,012,040 $ 2,012,040 $ 2,101,385 $ 2,101,385 $ 1,910,940 $ 1,910,940 $ (101,100) (101,100) -5.0% -5.0% $ FUND TOTAL SOURCES $ 221 COUNTY ATTORNEY FILL THE GAP OPERATING $ FUND TOTAL SOURCES $ 266 CHECK ENFORCEMENT PROGRAM OPERATING $ FUND TOTAL SOURCES $ 267 CRIM JUSTICE ENHANCEMENT OPERATING $ FUND TOTAL SOURCES $ 268 VICTIM COMP RESTITUTION OPERATING $ FUND TOTAL SOURCES $ 269 VICTIM COMPENSATION INTEREST OPERATING $ FUND TOTAL SOURCES $ 1,582,843 $ 1,582,843 $ 1,429,500 $ 1,429,500 $ 1,429,500 $ 1,429,500 $ 1,650,708 $ 1,650,708 $ 1,792,874 $ 1,792,874 $ 363,374 363,374 25.4% 25.4% 1,555,623 $ 1,555,623 $ 1,555,630 $ 1,555,630 $ 1,555,630 $ 1,555,630 $ 1,539,141 $ 1,539,141 $ 1,527,206 $ 1,527,206 $ (28,424) (28,424) -1.8% -1.8% 171,005 $ 171,005 $ 180,058 $ 180,058 $ 180,058 $ 180,058 $ 92,742 $ 92,742 $ 125,048 $ 125,048 $ (55,010) (55,010) -30.6% -30.6% 1,445,815 $ 1,445,815 $ 1,477,500 $ 1,477,500 $ 1,477,500 $ 1,477,500 $ 1,420,645 $ 1,420,645 $ 1,377,000 $ 1,377,000 $ (100,500) (100,500) -6.8% -6.8% 190,088 $ 190,088 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 131,382 $ 131,382 $ 111,600 $ 111,600 $ (88,400) (88,400) -44.2% -44.2% 5,912 $ 5,912 $ 14,708 $ 14,708 $ 14,708 $ 14,708 $ 24,408 $ 24,408 $ 16,516 $ 16,516 $ 1,808 1,808 12.3% 12.3% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 12,205,526 $ 12,205,526 $ 12,114,785 $ 12,114,785 $ 12,114,785 $ 12,114,785 $ 12,183,879 $ 12,183,879 $ 12,296,969 $ 12,296,969 $ 182,184 182,184 1.5% 1.5% 219 COUNTY ATTORNEY GRANTS OPERATING 213 COUNTY ATTORNEY RICO OPERATING 220 DIVERSION OPERATING 346 Maricopa County Annual Business Strategies FY 2016 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 219 COUNTY ATTORNEY GRANTS OPERATING FUND TOTAL 213 COUNTY ATTORNEY RICO OPERATING NON RECURRING NON PROJECT MCAO CASE MANAGEMENT SYSTEM FUND TOTAL 220 DIVERSION OPERATING NON RECURRING NON PROJECT FUND TOTAL 221 COUNTY ATTORNEY FILL THE GAP OPERATING NON RECURRING NON PROJECT FUND TOTAL 266 CHECK ENFORCEMENT PROGRAM OPERATING FUND TOTAL 267 CRIM JUSTICE ENHANCEMENT OPERATING NON RECURRING NON PROJECT FUND TOTAL 268 VICTIM COMP RESTITUTION OPERATING NON RECURRING NON PROJECT FUND TOTAL 269 VICTIM COMPENSATION INTEREST OPERATING NON RECURRING NON PROJECT FUND TOTAL FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % USES $ 77,327,077 $ 643,880 123,040 78,093,997 $ 82,979,918 $ 529,000 83,508,918 $ 84,358,029 $ 529,000 84,887,029 $ 82,967,887 $ 529,000 83,496,887 $ 85,548,461 $ 85,548,461 $ (1,190,432) 529,000 (661,432) -1.4% N/A 100.0% -0.8% $ USES $ 5,413,915 $ 5,413,915 $ 5,185,349 $ 5,185,349 $ 5,185,349 $ 5,185,349 $ 5,185,349 $ 5,185,349 $ 5,351,226 $ 5,351,226 $ (165,877) (165,877) -3.2% -3.2% $ 1,655,771 $ 68,389 581,250 2,305,410 $ 2,012,040 $ 1,710,000 3,722,040 $ 2,012,040 $ 1,710,000 3,722,040 $ 1,297,345 $ 1,710,000 3,007,345 $ 1,910,940 $ 1,910,940 $ 1,377,451 $ 1,068,048 2,445,499 $ 1,429,500 $ 1,268,323 2,697,823 $ 1,429,500 $ 1,268,323 2,697,823 $ 1,371,780 $ 1,200,756 2,572,536 $ 1,792,874 $ 774,662 2,567,536 $ (363,374) 493,661 130,287 USES $ 1,734,975 $ 266,727 2,001,702 $ 1,555,630 $ 1,555,630 $ 1,555,630 $ 1,555,630 $ 1,481,734 $ 1,481,734 $ 1,527,206 $ 1,527,206 $ 28,424 28,424 1.8% N/A 1.8% $ USES $ 335,634 $ 335,634 $ 180,058 $ 180,058 $ 180,058 $ 180,058 $ 125,421 $ 125,421 $ 125,048 $ 125,048 $ 55,010 55,010 30.6% 30.6% $ 1,411,711 $ 140,221 1,551,932 $ 1,477,500 $ 144,186 1,621,686 $ 1,477,500 $ 144,186 1,621,686 $ 1,420,645 $ 70,879 1,491,524 $ 1,377,000 $ 196,727 1,573,727 $ 100,500 (52,541) 47,959 6.8% -36.4% 3.0% 2,000 $ 264,845 266,845 $ 200,000 $ 501,308 701,308 $ 200,000 $ 501,308 701,308 $ 198,000 $ 198,000 $ 111,600 $ 111,600 $ 88,400 501,308 589,708 44.2% 100.0% 84.1% USES $ 3,903 $ 3,903 $ 14,708 $ 164,452 179,160 $ 14,708 $ 164,452 179,160 $ 16,333 $ 34,095 50,428 $ 16,516 $ 16,516 $ (1,808) 164,452 162,644 -12.3% 100.0% 90.8% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 89,262,437 $ 3,156,400 $ 92,418,837 $ 95,034,703 $ 4,317,269 $ 99,351,972 $ 96,412,814 $ 4,317,269 $ 100,730,083 $ 94,064,494 $ 3,544,730 $ 97,609,224 $ 97,760,871 $ 971,389 $ 98,732,260 $ (1,348,057) 3,345,880 1,997,823 -1.4% 77.5% 2.0% $ USES $ $ USES $ $ USES $ $ USES $ $ 347 101,100 1,710,000 1,811,100 5.0% N/A 100.0% 48.7% -25.4% 38.9% 4.8% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets County Attorney Staffing by Program and Activity PROGRAM / ACTIVITY CIVIL SERVICES DIVISION CIVIL SERVICES DIVISION PROGRAM TOTAL COMMUNITY AND VICTIM OUTREACH COMMUNITY AND VICTIM OUTREACH PROGRAM TOTAL GENERAL OVERHEAD ELECTED OR STATUTORY 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 86.00 86.00 86.50 86.50 88.00 88.00 88.50 88.50 88.00 88.00 - 0.0% 0.0% 15.00 15.00 19.00 19.00 17.00 17.00 17.00 17.00 18.00 18.00 1.00 1.00 5.9% 5.9% - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 7.00 35.00 6.00 1.00 49.00 8.00 7.00 2.00 6.00 39.00 1.00 8.00 71.00 8.00 7.00 2.00 6.00 42.00 1.00 9.00 75.00 8.00 7.00 2.00 6.00 47.00 1.00 9.00 80.00 8.00 1.00 2.00 6.00 46.00 1.00 9.00 73.00 (6.00) 4.00 (2.00) 0.0% (85.7%) 0.0% 0.0% 9.5% 0.0% 0.0% (2.7%) 10.00 1.00 20.00 31.00 9.00 2.00 8.00 8.00 27.00 8.00 2.00 8.00 8.00 26.00 8.00 2.00 8.00 8.00 26.00 8.00 2.00 8.00 8.00 26.00 - 0.0% 0.0% 0.0% 0.0% 0.0% - 44.50 44.50 44.00 44.00 44.00 44.00 44.00 44.00 - 0.0% 0.0% 167.50 525.00 62.00 754.50 935.50 30.00 165.50 302.00 63.00 61.00 54.50 21.00 697.00 946.00 29.00 162.50 329.00 63.00 55.00 53.00 15.00 706.50 957.50 29.00 162.50 335.00 63.00 55.00 53.00 15.00 712.50 969.00 30.00 162.00 339.48 68.00 59.00 58.00 18.00 734.48 984.48 1.00 (.50) 10.48 5.00 4.00 5.00 3.00 27.98 26.98 3.4% (0.3%) 3.2% 7.9% 7.3% 9.4% 20.0% 4.0% 2.8% 348 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets County Attorney Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrative Staff Supv 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 Elected Executive Assistant Executive Assistant - Elected Official Finance Manager - Large Finance Support Supervisor 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 Justice System Clerk Justice System Clerk Associate Justice System Clerk Senior 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 FY 2014 ADOPTED 3.00 3.00 2.00 343.00 5.00 13.00 2.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 3.00 1.00 4.00 1.00 1.00 1.00 1.00 .50 6.00 1.00 48.00 1.00 1.00 1.00 1.00 97.00 13.00 5.00 2.00 3.00 104.00 36.00 3.00 2.00 1.00 112.00 16.00 1.00 1.00 5.00 1.00 2.00 1.00 3.00 47.00 8.00 1.00 FY 2015 ADOPTED 3.00 1.00 4.00 2.00 345.50 5.00 13.00 2.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 3.00 1.00 1.00 1.00 1.00 .50 6.00 1.00 47.00 1.00 1.00 1.00 1.00 97.00 13.00 6.00 2.00 3.00 104.00 35.00 3.00 2.00 1.00 116.00 18.00 1.00 1.00 5.00 1.00 2.00 1.00 3.00 48.00 8.00 1.00 349 FY 2015 FY 2015 REVISED FORECAST 3.00 3.00 1.00 1.00 4.00 4.00 2.00 2.00 353.00 360.50 5.00 5.00 14.00 14.00 2.00 3.00 1.00 1.00 2.00 3.00 1.00 1.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 .50 .50 5.00 5.00 1.00 1.00 47.00 47.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 26.00 26.00 72.00 72.00 6.00 6.00 98.00 98.00 12.00 16.00 7.00 7.00 2.00 2.00 3.00 3.00 104.00 104.00 35.00 35.00 4.00 3.00 4.00 4.00 1.00 1.00 3.00 3.00 1.00 12.00 12.00 18.00 18.00 1.00 1.00 1.00 1.00 5.00 5.00 1.00 1.00 1.00 1.00 3.00 2.00 48.00 48.00 8.00 8.00 1.00 1.00 1.00 1.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 3.00 0.0% 1.00 0.0% 4.00 0.0% 2.00 0.0% 359.98 6.98 2.0% 5.00 0.0% 14.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 (1.00) (50.0%) 1.00 0.0% 1.00 0.0% 4.00 0.0% N/A N/A 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 4.00 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% .50 0.0% 5.00 0.0% 1.00 0.0% 47.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 26.00 0.0% 78.00 6.00 8.3% 10.00 4.00 66.7% 102.00 4.00 4.1% 12.00 0.0% 7.00 0.0% 2.00 0.0% 3.00 0.0% 104.00 0.0% 35.00 0.0% 5.00 1.00 25.0% 4.00 0.0% 1.00 0.0% 3.00 0.0% N/A 12.00 0.0% 22.00 4.00 22.2% 1.00 0.0% 1.00 0.0% 5.00 0.0% 1.00 0.0% 1.00 0.0% N/A 3.00 0.0% 50.00 2.00 4.2% 8.00 0.0% 1.00 0.0% 1.00 0.0% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets County Attorney Staffing by Market Range Title (continued) MARKET RANGE TITLE Special Projects Manager Systems Admin & Analysis Mgr Systems Administrator Systems Administrator - Senior/Lead Technical Support Mgr Trainer Web Designer/Developer Department Total FY 2014 ADOPTED 1.00 1.00 3.00 4.00 1.00 2.00 2.00 935.50 FY 2015 ADOPTED 1.00 1.00 3.00 4.00 1.00 2.00 2.00 946.00 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 2.00 957.50 969.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 2.00 0.0% 984.48 26.98 2.8% FY 2014 ADOPTED 742.00 1.00 86.00 37.00 36.50 9.00 24.00 935.50 FY 2015 ADOPTED 804.00 58.00 35.00 26.00 3.00 20.00 946.00 FY 2015 FY 2015 FORECAST REVISED 819.50 831.00 58.00 58.00 33.00 33.00 25.00 25.00 2.00 2.00 20.00 20.00 957.50 969.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 29.98 3.7% 849.48 N/A 59.00 1.00 1.7% 29.00 (4.00) (12.1%) 25.00 0.0% 0.0% 2.00 20.00 0.0% 984.48 26.98 2.8% Staffing by Fund 100 213 219 220 221 266 267 DEPARTMENT/FUND GENERAL COUNTY ATTORNEY RICO COUNTY ATTORNEY GRANTS DIVERSION COUNTY ATTORNEY FILL THE GAP CHECK ENFORCEMENT PROGRAM CRIM JUSTICE ENHANCEMENT Department Total Staffing Variance Analysis General Fund (100) Operating: Staffing increased by 29.98 FTE’s from FY 2015 Revised to FY 2016 Recommended, there were 26 new positions as follows: • One (1) Management Analyst to assume responsibilities of maintaining Commission on Accreditation for Law Enforcement Agencies (CALEA). • Two (2) Social Workers to address increases in telephone and foot traffic from victims. • Four (4) Prosecutor positions to maintain current recruitment/hiring strategies. • Four (4) Justice System Clerks Sr. to process increased restitution requests. • Four (4) Office Assistants Specialized for Investigative Division to assist in locating victims and/or witnesses. • Five (5) Legal Assistants to support new prosecutors. • Six (6) Justice System Clerk Associates to support all above listed positions. Remaining 3.98 or 4 positions were as follows: • Increase seven (7) FTE’s from the Diversion Fund (220), three (3) Investigators - MCAO, two (2) Legal Support Specialists, and two (2) Legal Assistants. • Decrease two (2) Justice System Clerk Associates. One (1) to the Diversion Fund (220) and one (1) to the Grant Fund (219). • Decrease one (1) FTE was inactivated. MCAO Grants Fund (219) Operating: The MCAO Grants Fund has a net increase one (1) FTE from General Fund (100). MCAO Diversion Fund (220) Operating: The MCAO Diversion Fund has a net decrease of four (4) FTEs, which is comprised of: • Decrease eight (8) FTEs from Diversion Fund (220) to General Fund (100), one of which was inactivated. • Increase three (3) FTEs from Criminal Justice Enhancement Fund (267) to Diversion Fund (220). 350 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets County Attorney • Increase one (1) FTE from General Fund (100) to Diversion Fund (220). Criminal Justice Enhancement Fund (267) Operating: The Criminal Justice Enhancement Fund has a zero net effect due to an increase through the activation of three (3) FTEs that were previously expired in FY 2015 Revised, and a decrease of three (3) FTEs to the Diversion Fund (220). General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) Operating • Increase revenue by $24,559 based on current trends. • Decrease Regular Benefits by $56,170 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $858,408 for the impact of the changes in health and dental premium rates. • Increase Internal Service Charges by $9,463 for the impact of the changes in risk management charges. • Decrease Retirement Benefits by $111,739 for Alternative Contribution Rate for Investigators. • Decrease Retirement Benefits by $24,083 for Public Safety Retirement System for Investigators. • Increase expenditures by $2,185,324 for Request Over Baseline. • Increase salary and benefits savings by $719,019 to better align with FY 2015 vacancy rates. • Increase Personal Services Allocation in $221,972 for shortfall in Grant Fund. • Decrease expenditures by $1,193,361 to reallocate nine (9) positions back to the Diversion Fund (220) Non Recurring Non Project budget, two (2) positions back to the Criminal Justice Enhancement Fund (267) Non Recurring Non Project budget and four (4) positions back to the Grant Fund (219). County Attorney RICO Fund (213) Operating • Reduce RICO Fund revenue by $ 101,100 based on current revenue trends. • Reduce RICO Fund expenditures by $ 101,100 to maintain structural balance. County Attorney Grants Fund (219) Operating • Increase Grant Fund revenues by $165,877 based on increase in grant sources. • Decrease Regular Benefits by $3,344 for the impact of the changes in retirement contribution rates. • Increase expenditures in Education and Training by $3,344 due to decreased retirement contributions. • Increase Personal Services Allocation out $221,972 for shortfall in Grant Fund. • Increase expenditures in Personal Services by $221,972 for four (4) positions. • Increase Grant Fund expenditures by $165, 877 to maintain structural balance. Diversion Fund (220) Operating • Increase Diversion Fund revenues by $363,374 based on current trends. • Decrease Regular Benefits by $1,001 for the impact of the changes in retirement contribution rates. 351 Maricopa County Annual Business Strategies FY 2016 Adopted Budget • • • Department Strategic Plans and Budgets County Attorney Increase expenditures in Other Supplies and Services by $12,761 to absorb changes in personnel and retirement. Increase salary and benefits savings by $11,760 to better align with FY 2015 vacancy rates. Increase Diversion Fund expenditures by $363,374 to maintain structural balance. Diversion Fund (220) Non Recurring Non Project • Increase expenditures in Personal Services by $774,662 for use of fund balance to fund nine (9) positions. County Attorney Fill the Gap Fund (221) Operating • Decrease revenues of Fill the Gap Fund by $28,424 based on current trends. • Decrease Regular Benefits by $1,017 for the impact of the changes in retirement contribution rates. • Increase expenditures in Personal Services, Other Services, and Supplies by $39,477 to absorb changes in personnel and retirement. • Increase salary and benefits savings by $38,460 to better align with FY 2015 vacancy rates. • Decrease expenditures of Fill the Gap Fund by $28,424 to maintain structural balance. Check Enforcement Program Fund (266) Operating • Decrease Check Enforcement Fund revenues by $55,010 based on current trends. • Decrease Regular Benefits by $86 for the impact of the changes in retirement contribution rates. • Increase expenditures in Services and Supplies by $27,268 to absorb changes in personnel and retirement. • Increase salary and benefits savings by $27,182 to better align with FY 2015 vacancy rates. • Decrease Check Enforcement Fund expenditures by $55,010 to maintain structural balance. Criminal Justice Enhancement Fund (267) Operating • Decrease Criminal Justice Enhancement Fund revenues by $100,500 based on current trends. • Decrease Regular Benefits by $990 for the impact of the changes in retirement contribution rates. • Increase expenditures in Personal Services by $105,238 to absorb changes in personnel and retirement. • Increase salary and benefits savings by $104,248 to better align with FY 2015 vacancy rates. • Decrease Criminal Justice Enhancement Fund expenditures by $100,500 to maintain structural balance. Criminal Justice Enhancement Fund (267) Non Recurring Non Project • Increase expenditures in Personal Services by $196,727 for use of fund balance to fund two (2) positions. Victim Compensation and Assistance Fund (268) Operating • Decrease Victim Compensation and Assistance Fund revenues by $88,400 based on current trends. • Decrease Victim Compensation and Assistance Fund expenditures by $88,400 to maintain structural balance. Victim Compensation Restitution Interest Fund (269) Operating • Increase Victim Compensation Restitution Interest Fund revenues by $1,808 based on current trends. 352 Maricopa County Annual Business Strategies FY 2016 Adopted Budget • Department Strategic Plans and Budgets County Attorney Increase Victim Compensation Restitution Interest Fund expenditures by $1,808 to maintain structural balance. Programs and Activities The Maricopa County Attorney’s Office has a new strategic plan beginning in FY 2015. There is no performance measure data to report at this time. 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A N/A N/A N/A FY 2016 ADOPTED N/A N/A REV VS ADOPTED VAR % N/A N/A N/A N/A Activities that comprise this program include: • Civil Services Activity 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 which states 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. 353 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL N/A FY 2015 FY 2015 FORECAST REVISED N/A N/A FY 2016 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 $ $ 41,195 41,195 100 - GENERAL TOTAL USES $ 8,741,217 $ 8,741,217 $ $ 31,020 31,020 $ $ 12,925 12,925 55,579 55,579 $ $ 24,559 24,559 79.2% 79.2% $ 8,733,161 $ 8,733,161 $ $ 558,847 558,847 6.0% 6.0% $ $ Expenditure $ 9,292,008 $ 9,292,008 $ 8,345,299 $ 8,345,299 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A FY 2016 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 which states 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. 354 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2016 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 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 266 - CHECK ENFORCEMENT PROGRAM 268 - VICTIM COMP RESTITUTION 269 - VICTIM COMPENSATION INTEREST TOTAL SOURCES $ 1,997,503 171,005 190,088 5,912 $ 2,364,508 $ 1,919,519 1,429,500 180,058 200,000 8,000 $ 3,737,077 $ 1,401,832 1,650,708 92,742 131,382 6,684 $ 3,283,348 $ 1,964,525 1,792,874 125,048 111,600 16,516 $ 4,010,563 $ 45,006 363,374 (55,010) (88,400) 8,516 273,486 2.3% 25.4% -30.6% -44.2% 106.5% 7.3% 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 266 - CHECK ENFORCEMENT PROGRAM 268 - VICTIM COMP RESTITUTION 269 - VICTIM COMPENSATION INTEREST TOTAL USES $ 545,675 1,893,156 511,184 180,058 701,308 174,000 $ 4,005,381 516,191 1,920,581 452,227 130,171 198,000 46,716 $ 3,263,886 $ $ (35,909) (75,585) 16,968 58,387 589,708 157,484 711,053 -6.6% -4.0% 3.3% 32.4% 84.1% 90.5% 17.8% $ Expenditure 169,591 1,922,631 335,634 266,845 3,903 $ 2,698,604 $ $ 581,584 1,968,741 494,216 121,671 111,600 16,516 $ 3,294,328 $ 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. Program Results Measure Description Percent of juvenile adjudications that result in a disposition FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A FY 2016 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A Activities that comprise this program include: • Juvenile Activity 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 which states 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. 355 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL N/A $ $ FY 2015 FY 2015 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2016 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 7,296 7,296 0.2% 0.2% - $ 4,115,585 $ 4,115,585 $ 4,050,435 $ 4,050,435 $ 4,108,289 $ 4,108,289 $ $ 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. 356 Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A FY 2016 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 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 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 • • • 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 which states 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. 357 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Result Output Output Output Output Output Demand Expenditure Ratio Expenditure FY 2014 ACTUAL N/A 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 2016 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 (219,942) 106,455 (3,416) (116,903) -7.7% 56.3% -2.1% -3.6% - $ FY 2015 FY 2015 REVISED FORECAST N/A N/A $ 2,854,049 188,937 160,138 $ 3,203,124 $ 2,947,415 93,511 166,529 $ 3,207,455 $ 3,073,991 82,482 163,554 $ 3,320,027 $ $ 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 which states 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 2014 ACTUAL N/A 219 - COUNTY ATTORNEY GRANTS 267 - CRIM JUSTICE ENHANCEMENT TOTAL SOURCES $ 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ $ FY 2015 FY 2015 REVISED FORECAST N/A N/A FY 2016 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 - $ 1,401,425 739,375 $ 2,140,800 $ 1,218,344 751,256 $ 1,969,600 $ 62,860 1,377,000 $ 1,439,860 $ (1,338,565) 637,625 $ (700,940) -95.5% 86.2% -32.7% - $ 3,613,237 1,229,683 25,911 16,975 $ 4,885,806 $ 3,405,101 1,183,684 14,024 9,165 $ 4,611,974 $ 3,271,544 1,741,077 $ 5,012,621 $ 9.5% -41.6% 100.0% 100.0% -2.6% Expenditure $ 358 $ 341,693 (511,394) 25,911 16,975 (126,815) Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2016 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 which states 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 2014 ACTUAL N/A REV VS ADOPTED VAR % N/A N/A FY 2016 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 (75,000) (75,000) N/A -62.8% -62.8% $ (1,123,455) 17,304 227,013 $ (879,138) -20.7% 9.5% N/A 38.1% N/A -14.2% 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 $ 5,297,952 134,251 68,389 796,131 197,629 $ 6,494,352 $ FY 2015 FY 2015 REVISED FORECAST N/A N/A 4,202 28,762 32,964 $ $ 119,404 119,404 $ $ 79,923 79,923 $ $ 44,404 44,404 $ $ Expenditure $ 5,415,106 182,777 595,219 $ 6,193,102 $ 5,756,763 174,065 726,031 $ 6,656,859 $ 6,538,561 165,473 368,206 $ 7,072,240 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 which states 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. 359 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL N/A FY 2015 FY 2015 FORECAST REVISED N/A N/A FY 2016 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 N/A N/A N/A N/A N/A N/A 221 - COUNTY ATTORNEY FILL THE GAP TOTAL SOURCES $ 1,555,623 $ 1,555,623 $ 1,555,630 $ 1,555,630 $ 1,539,141 $ 1,539,141 $ 1,527,206 $ 1,527,206 $ $ (28,424) (28,424) -1.8% -1.8% 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 11,211,596 140,910 764,660 1,388,032 315,640 $ 13,820,838 $ 11,237,433 88,241 620,059 1,224,278 382,245 $ 13,552,256 $ 11,090,423 53,887 656,240 1,161,364 349,190 $ 13,311,104 $ 11,161,025 50,418 855,768 1,173,426 188,515 $ 13,429,152 $ 76,408 37,823 (235,709) 50,852 193,730 123,104 0.7% 42.9% -38.0% 4.2% 50.7% 0.9% Expenditure $ 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 which states 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. 360 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 FY 2015 FY 2015 FORECAST REVISED N/A N/A FY 2014 ACTUAL N/A FY 2016 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 $ $ - $ $ 263,349 263,349 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS TOTAL USES $ - $ 4,324,784 276,979 $ 4,601,763 $ $ 326,293 326,293 261,943 261,943 $ $ (1,406) (1,406) -0.5% -0.5% $ 4,495,161 283,478 $ 4,778,639 $ (170,377) (6,499) (176,876) -3.9% -2.3% -3.8% $ $ Expenditure $ $ 4,339,468 317,720 $ 4,657,188 $ 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 which states 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. 361 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2016 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 219 - COUNTY ATTORNEY GRANTS 213 - COUNTY ATTORNEY RICO 267 - CRIM JUSTICE ENHANCEMENT 269 - VICTIM COMPENSATION INTEREST TOTAL SOURCES $ 2,953,088 1,765,284 1,445,815 $ 6,164,187 $ 746,191 2,012,040 738,125 6,708 $ 3,503,064 634,174 2,101,385 669,389 17,724 $ 3,422,672 $ 2,268,149 1,910,940 $ 4,179,089 $ 1,521,958 (101,100) (738,125) (6,708) $ 676,025 204.0% -5.0% -100.0% -100.0% 19.3% 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 213 - COUNTY ATTORNEY RICO 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP 266 - CHECK ENFORCEMENT PROGRAM 267 - CRIM JUSTICE ENHANCEMENT 269 - VICTIM COMPENSATION INTEREST TOTAL USES $ 44,879,218 3,089,421 2,237,021 524,817 416,041 1,119,349 $ 52,265,867 $ 28,535,396 1,072,202 3,722,040 756,513 331,352 825,930 5,160 $ 35,248,593 $ 28,088,855 $ 28,906,927 1,182,529 885,386 3,007,345 1,910,940 630,503 664,491 320,370 310,497 (4,750) 740,679 838,688 3,712 $ 33,969,243 $ 33,516,929 $ Expenditure $ (371,531) 186,816 1,811,100 92,022 20,855 (12,758) 5,160 $ 1,731,664 -1.3% 17.4% 48.7% 12.2% 6.3% N/A -1.5% 100.0% 4.9% 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 which states 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. 362 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 FY 2014 ACTUAL N/A Total expenditure per number of dangerous crimes (arsons, home invasions, weapons misconduct) filings resulting in dispositions FY 2015 FY 2015 REVISED FORECAST N/A N/A FY 2016 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 Revenue 219 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ $ - $ $ 735,461 735,461 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS TOTAL USES $ - $ 1,226,209 260,454 $ 1,486,663 $ $ 228,320 228,320 $ $ 749,345 749,345 $ $ 13,884 13,884 1.9% 1.9% Expenditure $ 363 $ 1,097,200 186,362 $ 1,283,562 $ 1,229,580 $ (52,832) $ 1,176,748 $ (3,371) 313,286 309,915 -0.3% 120.3% 20.8% Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan $ 1,378,111 $ 1,364,638 10,127 3,346 - $ 84,358,029 $ 60,000 $ 19,637 $ 1,333 (3,346) 21,650 - $ 84,377,666 $ 60,000 $ (56,170) $ (56,170) - $ 9,463 $ 9,463 - $ 84,330,959 $ 60,000 Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 Agenda Item: $ $ (56,170) 9,463 FY 2016 Revised Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Decrease Altermative Contribution Rate for Investigators Decrease Public Safety Retirement System for Investigators Base Adjustments Request Over or Under Target Increase Personnel Savings from 4.25% to 5.3% Allocation-In to General Fund for FTEs Returned to Fund 219 Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Betwseen Funds Fund Shift 9 FTEs to Fund 220 Fund Shift 2 FTEs to Fund 267 Fund Shift 4 FTEs to Fund 219 60,000 C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Decrease ASRS Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges 82,979,918 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: (135,822) (135,822) $ (111,739) (24,083) 1,688,277 2,185,324 (719,019) 221,972 - $ (1,193,361) (1,193,361) 24,559 24,559 - $ 84,690,053 $ 0.37% 84,559 40.9% $ 858,408 $ 858,408 - $ 85,548,461 $ 1.4% 84,559 40.9% $ $ FY 2016 Tentative Budget (774,662) (196,727) (221,972) Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums - Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 364 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets County Attorney General Fund (100) (continued) Expenditures Revenue MCAO CASE MANAGEMENT SYSTEM FY 2015 Adopted Budget $ 529,000 $ - FY 2015 Revised Budget $ 529,000 $ - $ (529,000) $ (529,000) - FY 2016 Baseline Budget $ - $ - FY 2016 Adopted Budget $ - $ - Adjustments: Information and Communications Technology Technology Projects Other Technology Projects Agenda Item: County Attorney RICO Fund (213) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 2,012,040 $ 2,012,040 FY 2015 Revised Budget $ 2,012,040 $ 2,012,040 FY 2016 Baseline Budget $ 2,012,040 $ 2,012,040 Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance $ - $ (101,100) $ (101,100) (101,100) (101,100) - FY 2016 Adopted Budget Percent Change from Baseline Amount $ 1,910,940 $ -5.0% 1,910,940 -5.0% Adjustments: Agenda Item: $ Expenditures Revenue MCAO CASE MANAGEMENT SYSTEM FY 2015 Adopted Budget $ 1,710,000 $ - FY 2015 Revised Budget $ 1,710,000 $ - $ (1,710,000) $ (1,710,000) - FY 2016 Baseline Budget $ - $ - FY 2016 Adopted Budget $ - $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: 365 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney RICO Fund (213) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 3,970,730 $ 2,639,197 $ 2,639,197 $ 3,430,606 $ 2,524,646 Sources: Operating Total Sources: $ $ 1,765,284 1,765,284 $ $ 2,012,040 2,012,040 $ $ 2,012,040 2,012,040 $ $ 2,101,385 2,101,385 $ $ 1,910,940 1,910,940 $ $ $ $ 1,297,345 1,710,000 3,007,345 $ $ 2,012,040 1,710,000 3,722,040 $ $ 2,012,040 1,710,000 3,722,040 $ 1,910,940 1,910,940 Uses: Operating Non-Recurring Total Uses: $ 1,655,771 649,639 2,305,410 Structural Balance $ 109,513 $ - $ - $ 804,040 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 3,430,606 3,430,606 $ $ 929,197 929,197 $ $ 929,197 929,197 $ $ 2,524,646 2,524,646 $ $ 2,524,646 2,524,646 Expenditures Revenue County Attorney Grants Fund (219) OPERATING FY 2015 Adopted Budget $ 5,185,349 $ 5,185,349 FY 2015 Revised Budget $ 5,185,349 $ 5,185,349 FY 2016 Baseline Budget $ 5,185,349 $ 5,185,349 $ (3,344) $ (3,344) (218,628) $ 3,344 - (221,972) 221,972 221,972 165,877 $ 165,877 165,877 165,877 5,351,226 $ 3.2% 5,351,226 3.2% Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Education and Training due to decreased Retrirement Contributions Allocation-Out to General Fund for FTEs Returned to Fund 219 Reallocations Reallocation Between Funds Grants Grant Reconciliation $ $ 3,344 $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount 366 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney Grants Fund (219) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 5,415,639 5,415,639 Uses: Operating Total Uses: $ $ Structural Balance Accounting Adjustments Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance (101,176) $ FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED 360,411 $ 360,411 $ $ $ 5,185,349 5,185,349 $ $ 5,185,349 5,185,349 $ $ 5,186,703 5,186,703 $ $ 5,351,226 5,351,226 5,413,915 5,413,915 $ $ 5,185,349 5,185,349 $ $ 5,185,349 5,185,349 $ $ 5,185,349 5,185,349 $ $ 5,351,226 5,351,226 $ 1,724 $ - $ - $ 1,354 $ - $ 2 $ - $ - $ - $ - - $ (99,450) (99,450) $ 360,411 360,411 $ 360,411 360,411 $ $ $ $ (99,450) $ - $ (98,096) (98,096) $ $ (98,096) (98,096) (98,096) Diversion Fund (220) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 1,429,500 $ 1,429,500 FY 2015 Revised Budget $ 1,429,500 $ 1,429,500 FY 2016 Baseline Budget $ 1,429,500 $ 1,429,500 $ (1,001) $ (1,001) 1,001 $ 12,761 - (11,760) - $ 363,374 $ 363,374 363,374 363,374 - 1,792,874 $ 25.4% 1,792,874 25.4% Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Other Services to absorb changes in Personnel Savings and Retirement Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance $ $ 12,761 $ $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount 367 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets County Attorney Diversion Fund (220) (continued) Revenue Expenditures NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 1,268,323 $ - FY 2015 Revised Budget $ 1,268,323 $ - $ (468) $ (468) (1,267,855) $ (1,267,855) - $ - $ - $ 774,662 $ 774,662 - $ 774,662 $ - Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2016 Baseline Budget Adjustments: Agenda Item: Non Recurring Other Non Recurring Nine (9) Diversion FTEs Shifted from General Fund (F100) Operating $ 774,662 FY 2016 Adopted Budget Diversion Fund (220) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 2,645,198 $ 1,617,799 $ 1,617,799 $ 1,782,553 $ 860,725 Sources: Operating Total Sources: $ $ 1,582,843 1,582,843 $ $ 1,429,500 1,429,500 $ $ 1,429,500 1,429,500 $ $ 1,650,708 1,650,708 $ $ 1,792,874 1,792,874 $ $ $ $ 1,371,780 1,200,756 2,572,536 $ $ 1,429,500 1,268,323 2,697,823 $ $ 1,429,500 1,268,323 2,697,823 $ 1,792,874 774,662 2,567,536 Uses: Operating Non-Recurring Total Uses: $ 1,377,451 1,068,048 2,445,499 Structural Balance $ 205,392 $ - $ - $ 278,928 $ - Accounting Adjustments $ 11 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,782,553 1,782,553 $ $ 349,476 349,476 $ $ 349,476 349,476 $ $ 860,725 860,725 $ $ 86,063 86,063 368 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2016 Adopted Budget County Attorney Fill the Gap Fund (221) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 1,555,630 $ 1,555,630 FY 2015 Revised Budget $ 1,555,630 $ 1,555,630 FY 2016 Baseline Budget $ 1,555,630 $ 1,555,630 $ (1,017) $ (1,017) 1,017 $ 39,477 - Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Personal Services to absorb changes in Personnel Savings and Retirement Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance $ $ 39,477 $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ (38,460) - $ (28,424) $ (28,424) (28,424) (28,424) - 1,527,206 $ -1.8% 1,527,206 -1.8% County Attorney Fill the Gap Fund (221) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 554,717 $ 87,703 $ 87,703 $ 108,636 $ 166,043 Sources: Operating Total Sources: $ $ 1,555,623 1,555,623 $ $ 1,555,630 1,555,630 $ $ 1,555,630 1,555,630 $ $ 1,539,141 1,539,141 $ $ 1,527,206 1,527,206 $ 1,734,975 266,727 2,001,702 $ $ $ 1,481,734 1,481,734 $ $ 1,555,630 1,555,630 $ $ 1,555,630 1,555,630 $ 1,527,206 1,527,206 Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ (179,352) $ - $ - $ 57,407 $ - Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 87,703 87,703 $ $ 87,703 87,703 $ $ 166,043 166,043 $ $ 166,043 166,043 108,636 108,636 $ $ 369 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets County Attorney Check Enforcement Fund (266) Revenue Expenditures OPERATING FY 2015 Adopted Budget $ 180,058 $ 180,058 FY 2015 Revised Budget $ 180,058 $ 180,058 FY 2016 Baseline Budget $ 180,058 $ 180,058 $ (86) $ (86) 86 $ 27,268 - Agenda Item: Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Supplies and Services to absorb changes in Personnel Savings and Retirement Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance $ $ 27,268 $ $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount (27,182) - $ (55,010) $ (55,010) (55,010) (55,010) - 125,048 $ -30.6% 125,048 -30.6% Check Enforcement Program Fund (266) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 305,794 $ 190,485 $ 190,485 $ 141,165 $ 108,486 Sources: Operating Total Sources: $ $ 171,005 171,005 $ $ 180,058 180,058 $ $ 180,058 180,058 $ $ 92,742 92,742 $ $ 125,048 125,048 Uses: Operating Total Uses: $ $ 335,634 335,634 $ $ 180,058 180,058 $ $ 180,058 180,058 $ $ 125,421 125,421 $ $ 125,048 125,048 Structural Balance $ (164,629) $ - $ - $ (32,679) $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 190,485 190,485 $ $ 190,485 190,485 $ $ 108,486 108,486 141,165 141,165 $ $ 370 $ $ 108,486 108,486 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets County Attorney Criminal Justice Enhancement Fund (267) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 1,477,500 $ 1,477,500 FY 2015 Revised Budget $ 1,477,500 $ 1,477,500 FY 2016 Baseline Budget $ 1,477,500 $ 1,477,500 $ (990) $ (990) 990 $ 105,238 - Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Personal Services to absorb changes in Personnel Savings and Retirement Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance $ $ 105,238 $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ (104,248) - $ (100,500) $ (100,500) (100,500) (100,500) - 1,377,000 $ -6.8% 1,377,000 -6.8% Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 144,186 $ - FY 2015 Revised Budget $ 144,186 $ - $ (54) $ (54) (144,132) $ (144,132) - $ - $ - $ 196,727 $ 196,727 - $ 196,727 $ - Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Two (2) Criminal Justice Enhancement FTEs Shifted from General Fund (F100) Operating Agenda Item: $ FY 2016 Adopted Budget 371 196,727 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets County Attorney Criminal Justice Enhancement Fund (267) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 412,744 $ 435,264 $ 435,264 $ 306,626 $ 235,747 Sources: Operating Total Sources: $ $ 1,445,815 1,445,815 $ $ 1,477,500 1,477,500 $ $ 1,477,500 1,477,500 $ $ 1,420,645 1,420,645 $ $ 1,377,000 1,377,000 $ $ $ $ 1,420,645 70,879 1,491,524 $ $ 1,477,500 144,186 1,621,686 $ $ 1,477,500 144,186 1,621,686 $ 1,377,000 196,727 1,573,727 $ - $ - $ - $ - (1) $ - $ - $ - $ - 291,078 291,078 $ $ 291,078 291,078 $ $ 235,747 235,747 $ $ 39,020 39,020 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ 1,411,711 140,221 1,551,932 Structural Balance $ 34,104 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 306,626 306,626 $ $ Victim Compensation and Assistance Fund (268) OPERATING FY 2015 Adopted Budget $ 200,000 $ 200,000 FY 2015 Revised Budget $ 200,000 $ 200,000 FY 2016 Baseline Budget $ 200,000 $ 200,000 $ - $ (88,400) $ (88,400) (88,400) (88,400) - 111,600 $ -44.2% 111,600 -44.2% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 501,308 $ - FY 2015 Revised Budget $ 501,308 $ - $ (501,308) $ (501,308) - FY 2016 Baseline Budget $ - $ - FY 2016 Adopted Budget $ - $ - Adjustments: Base Adjustments Other Base Adjustments Agenda Item: 372 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets County Attorney Victim Compensation and Assistance Fund (268) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 1,445,859 $ 1,547,504 $ 1,547,504 $ 1,369,101 $ 1,302,483 Sources: Operating Total Sources: $ $ 190,088 190,088 $ $ 200,000 200,000 $ $ 200,000 200,000 $ $ 131,382 131,382 $ $ 111,600 111,600 $ $ $ $ 198,000 198,000 $ $ 200,000 501,308 701,308 $ $ 200,000 501,308 701,308 $ 111,600 111,600 $ - $ - $ (66,618) $ - (1) $ - $ - $ - $ - 1,046,196 1,046,196 $ $ 1,046,196 1,046,196 $ $ 1,302,483 1,302,483 $ $ 1,302,483 1,302,483 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ 2,000 264,845 266,845 Structural Balance $ 188,088 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,369,101 1,369,101 $ $ Victim Compensation Restitution Interest Fund (269) OPERATING FY 2015 Adopted Budget $ 14,708 $ 14,708 FY 2015 Revised Budget $ 14,708 $ 14,708 FY 2016 Baseline Budget $ 14,708 $ 14,708 $ - $ 1,808 $ 1,808 1,808 1,808 - 16,516 $ 12.3% 16,516 12.3% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 164,452 $ - FY 2015 Revised Budget $ 164,452 $ - $ (164,452) $ (164,452) - FY 2016 Baseline Budget $ - $ - FY 2016 Adopted Budget $ - $ - Adjustments: Base Adjustments Other Base Adjustments Agenda Item: 373 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets County Attorney Victim Compensation Restitution Interest Fund (269) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 790,712 $ 795,919 $ 795,919 $ 792,722 $ 766,702 Sources: Operating Total Sources: $ $ 5,912 5,912 $ $ 14,708 14,708 $ $ 14,708 14,708 $ $ 24,408 24,408 $ $ 16,516 16,516 $ $ $ $ 16,333 34,095 50,428 $ $ 14,708 164,452 179,160 $ $ 14,708 164,452 179,160 $ 16,516 16,516 Uses: Operating Non-Recurring Total Uses: $ 3,903 3,903 Structural Balance $ 2,009 $ - $ - $ 8,075 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 792,722 792,722 $ $ 631,467 631,467 $ $ 631,467 631,467 $ $ 766,702 766,702 $ $ 766,702 766,702 374 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2016 Adopted Budget County Manager Analysis by Cristi Cost, 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 The County Manager's strategic goals are contained in the Maricopa County Strategic Plan FY 20152018. Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED % VAR COMM - COMMUTE OPTIONS 71CT - COMMUTE OPTIONS $ $ 1,185 $ 1,185 $ 600 $ 600 $ 600 $ 600 $ 710 $ 710 $ 600 $ 600 $ - 0.0% 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 1,405,309 $ 1,405,309 $ 7,000 $ 7,000 $ 2,416,818 $ 2,416,818 $ 2,416,818 $ 2,416,818 $ 5,000 $ 5,000 $ (2,411,818) (2,411,818) -99.8% -99.8% TOTAL PROGRAMS $ 1,406,494 $ 7,600 $ 2,417,418 $ 2,417,528 $ 5,600 $ (2,411,818) -99.8% CMSV - COMMUNICATION SERVICES $ GOVR - GOVERNMENT RELATIONS 20GC - GOVT RELATIONS AND COMM $ 568,464 $ 970,115 1,538,579 $ 614,028 $ 992,659 1,606,687 $ 646,081 $ 999,958 1,646,039 $ 640,183 $ 963,488 1,603,671 $ 671,331 $ 1,002,492 1,673,823 $ (25,250) (2,534) (27,784) -3.9% -0.3% -1.7% 50,107 $ 50,107 $ 815,330 815,330 $ 48,085 $ 48,085 $ 473,578 376,218 849,796 $ 48,892 $ 48,892 $ 482,095 363,606 845,701 $ 44,385 $ 44,385 $ 504,544 388,032 892,576 $ 53,425 $ 53,425 $ 477,241 344,165 821,406 $ (4,533) (4,533) 4,854 19,441 24,295 -9.3% -9.3% 1.0% 5.3% 2.9% $ 1,404,564 $ 12,876 1,417,440 $ 7,000 $ 16,128 23,128 $ 2,416,818 $ 16,128 2,432,946 $ 2,416,818 $ 16,128 2,432,946 $ 5,000 $ 12,944 16,321 34,265 $ 2,411,818 (12,944) (193) 2,398,681 99.8% N/A N/A -1.2% 98.6% TOTAL PROGRAMS $ 3,821,456 $ 2,527,696 $ 4,973,578 $ 4,973,578 $ 2,582,919 $ 2,390,659 48.1% USES COMM - COMMUTE OPTIONS 71CT - COMMUTE OPTIONS ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ $ $ 375 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category FY 2014 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ ALL REVENUES $ TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2015 ADOPTED 1,405,309 1,405,309 FY 2015 REVISED FY 2015 FORECAST $ $ 7,000 $ 7,000 $ 2,416,818 $ 2,416,818 $ 1,185 $ 1,185 $ 600 $ 600 $ 600 $ 600 $ 7,600 $ 2,417,418 $ 1,406,494 $ 1,406,494 $ FY 2014 ACTUAL 7,600 $ FY 2015 ADOPTED 2,417,418 $ FY 2015 REVISED FY 2016 ADOPTED 2,416,818 2,416,818 $ $ 710 $ 710 $ 2,417,528 $ 2,417,528 $ FY 2015 FORECAST REVISED VS ADOPTED VAR % 5,000 $ 5,000 $ 600 600 (2,411,818) (2,411,818) $ $ - 5,600 $ 5,600 $ -99.8% -99.8% 0.0% 0.0% (2,411,818) -99.8% (2,411,818) -99.8% REVISED VS ADOPTED VAR % FY 2016 ADOPTED 1,332,638 $ 179 393,825 50 (1,229) 12,904 1,738,367 $ 1,387,018 $ 16,286 430,620 1,833,924 $ 1,461,372 $ 4,118 449,900 (47,455) 1,867,935 $ 1,492,702 $ 430,589 (14,228) 7,162 1,916,225 $ 1,444,486 $ 451,900 1,896,386 $ 15,477 $ 174 15,651 $ 22,986 $ 480 5,000 28,466 $ 25,039 $ 480 5,000 30,519 $ 23,201 $ 279 8,000 31,480 $ 19,711 $ 480 20,191 $ $ 1,973,392 $ 5,979 7,222 30,649 5,271 1,641 309 210 25,351 2,050,024 $ 599,044 $ 4,800 6,000 33,668 20,000 675 1,119 665,306 $ 3,008,862 $ 4,800 6,000 33,668 20,000 675 1,119 3,075,124 $ 2,969,899 $ 4,150 4,237 32,475 13,258 825 879 150 3,025,873 $ 597,945 $ 5,304 6,000 36,058 19,000 1,375 660 666,342 $ $ $ 17,414 $ 17,414 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A ALL EXPENDITURES $ 3,821,456 $ 2,527,696 $ 4,973,578 $ 4,973,578 $ 2,582,919 $ 2,390,659 48.1% TOTAL USES $ 3,821,456 $ 2,527,696 $ 4,973,578 $ 4,973,578 $ 2,582,919 $ 2,390,659 48.1% 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 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ 16,886 1.2% 4,118 100.0% N/A (2,000) -0.4% N/A (47,455) -100.0% N/A (28,451) -1.5% 5,328 5,000 10,328 21.3% 0.0% 100.0% 33.8% 2,410,917 80.1% (504) -10.5% 0.0% (2,390) -7.1% 1,000 5.0% (700) -103.7% 459 41.0% N/A N/A 2,408,782 78.3% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING $ FUND TOTAL SOURCES $ 249 NON DEPARTMENTAL GRANTS NON RECURRING NON PROJECT $ FUND TOTAL SOURCES $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED 1,185 $ 1,185 $ 600 $ 600 $ 600 $ 600 $ 710 $ 710 $ 600 $ 600 $ 1,405,309 $ 1,405,309 $ 7,000 $ 7,000 $ 2,416,818 $ 2,416,818 $ 2,416,818 $ 2,416,818 $ 5,000 $ 5,000 $ 1,185 $ 1,405,309 $ 1,406,494 $ FY 2014 ACTUAL 600 $ 7,000 $ 7,600 $ FY 2015 ADOPTED $ FUND TOTAL USES $ 249 NON DEPARTMENTAL GRANTS NON RECURRING NON PROJECT $ FUND TOTAL USES $ 2,416,892 $ 2,416,892 $ 2,520,696 $ 2,520,696 $ 2,556,760 $ 2,556,760 $ 2,556,760 $ 2,556,760 $ 2,577,919 $ 2,577,919 $ 1,404,564 $ 1,404,564 $ 7,000 $ 7,000 $ 2,416,818 $ 2,416,818 $ 2,416,818 $ 2,416,818 $ 5,000 $ 5,000 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,416,892 $ 1,404,564 $ 3,821,456 $ 2,520,696 $ 7,000 $ 2,527,696 $ 2,556,760 $ 2,416,818 $ 4,973,578 $ 2,556,760 $ 2,416,818 $ 4,973,578 $ 2,577,919 $ 5,000 $ 2,582,919 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING 376 600 $ 710 $ 2,416,818 $ 2,416,818 $ 2,417,418 $ 2,417,528 $ FY 2015 FY 2015 REVISED FORECAST REVISED VS ADOPTED VAR % (2,411,818) (2,411,818) 0.0% 0.0% -99.8% -99.8% 600 $ 0.0% 5,000 $ (2,411,818) -99.8% 5,600 $ (2,411,818) -99.8% FY 2016 REVISED VS ADOPTED ADOPTED VAR % (21,159) (21,159) -0.8% -0.8% 2,411,818 2,411,818 99.8% 99.8% (21,159) 2,411,818 2,390,659 -0.8% 99.8% 48.1% Maricopa County Annual Business Strategies FY 2016 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % .50 .50 .50 .50 .50 .50 .50 .50 .50 .50 - 0.0% 0.0% 6.00 4.00 10.00 6.00 4.00 10.00 7.00 4.00 11.00 7.00 4.00 11.00 6.00 4.00 10.00 (1.00) (1.00) (14.3%) 0.0% (9.1%) 7.50 7.50 18.00 2.00 5.50 7.50 18.00 2.00 5.50 7.50 19.00 2.00 5.50 7.50 19.00 2.00 5.50 7.50 18.00 (1.00) 0.0% 0.0% 0.0% (5.3%) FY 2014 ADOPTED 3.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 18.00 FY 2015 ADOPTED 3.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 18.00 FY 2015 FY 2015 REVISED FORECAST 3.00 3.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 19.00 19.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 3.00 0.0% 1.00 0.0% 1.00 (1.00) (50.0%) 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 0.0% N/A 1.00 0.0% 18.00 (1.00) (5.3%) FY 2014 ADOPTED 18.00 18.00 FY 2015 ADOPTED 18.00 18.00 FY 2015 REVISED 19.00 19.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 18.00 (1.00) (5.3%) 18.00 (1.00) (5.3%) 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 IT Project Manager Legislative Analyst Legislative Analyst - County Management Assistant Media Specialist Office Assistant Specialized Program Coordinator Department Total Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2015 FORECAST 19.00 19.00 General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) • Decrease Regular Benefits by $1,455 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $193 for the impact of the changes in risk management charges. • Decrease Other Services by $22,678 due to reduced anticipated needs. • Increase Regular Benefits by $19,176 for the impact of the changes in health and dental premium rates. • Reallocate $7,200 in General Supplies to Human Resources from the County Manager’s Office for the Employee Service Award function. 377 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2016 Adopted Budget • Reallocate $30,819 in Other Services to the County Manager’s Office from Research and Reporting for the Citizen Engagement function. Non Departmental Grant Fund (249) • All grant revenues received in this fund are passed through to other county departments and local municipalities. In FY 2015, the department received $1.2 million in funds to pass through. It is unknown how much the department will receive year to year. Therefore, the department budgets at $5,000 and will go to the Board of Supervisors for an appropriation adjustment once the amount is determined for FY 2016. Programs and Activities Government Relations and Communications Program The purpose of the Government Relations and Communications Program is to provide communications and information services to Maricopa County employees, leadership, and the general public so they can be informed of and maximize the positive impact on County finances and operations. Program Results Measure Description Percent of citizens responding to annual survey who indicate they know about the structure and organization of Maricopa County Percent of state bills tracked whose outcome is favorable to the County FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 80.0% 0.0% 100.0% 100.0% Activities that comprise this program include: • Communications Services FY 2016 ADOPTED 80.0% 100.0% • REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 0.0% 0.0% 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 2014 ACTUAL N/A $ 995 2,943 222 2,943 193.16 $ $ 568,464 568,464 FY 2015 REVISED 80.0% $ 450 3,000 450 3,000 215.36 $ $ 646,081 646,081 FY 2015 FORECAST 0.0% $ 550 3,000 550 3,000 213.39 $ $ 640,183 640,183 FY 2016 ADOPTED 80.0% $ 600 3,500 600 3,500 191.81 $ $ 671,331 671,331 REV VS ADOPTED VAR % 0.0% 0.0% $ 150 500 150 500 23.55 33.3% 16.7% 33.3% 16.7% 10.9% $ $ (25,250) (25,250) -3.9% -3.9% Activity Narrative: In FY 2016 when compared to FY 2015 Forecast, demand and output are expected to increase as a result of new Board members requesting additional press releases, videos 378 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2016 Adopted Budget and print media to communicate their vision and philosophy for their respective districts. Updated media software and computers were purchased in FY 2015 to assist with the anticipated increase. Data is unavailable for the “Percent of citizens who indicate they know about the structure and organization of Maricopa County” measure as a result of the annual Citizen Satisfaction Survey not being conducted in FY 2014 or FY 2015. Alternative data collection strategies are being developed to continue the reporting for this measure and citizen satisfaction. Additional funding has been reallocated from Research and Reporting to the County Manager’s Department for this purpose. 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 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% $ 5,105.87 $ 624.97 $ 789.10 100 - GENERAL TOTAL USES $ $ 970,115 970,115 $ $ 999,958 999,958 $ $ 963,488 963,488 FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 190 500 28 100 (400) -80.0% 190 190 1,600 500 1,221 140 1,400 190 (200) (310) -12.5% -62.0% $ 716.07 $ (91.09) -14.6% $ 1,002,492 $ 1,002,492 $ $ (2,534) (2,534) -0.3% -0.3% Activity Narrative: The Government Relations team works on tracking all legislative bills with County impacts whose outcomes are either favorable or unfavorable. The number of bills to review varies from year to year. FY 2014 actual output measure “Number of state legislative bills tracked” was not entered correctly and should have been 1331. This would reduce the expenditure ratio for that year to be $728.86 per state legislative bill tracked. 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 2014 ACTUAL 31.4% FY 2015 FY 2015 REVISED FORECAST 56.8% 48.0% Activities that comprise this program include: • Commute Options 379 FY 2016 ADOPTED 57.0% REV VS ADOPTED VAR % 0.2% 0.3% Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 percent of the cost to County employees of public bus or van pool transportation to and from their place of employment; A.R.S §49-581 thru 49-593 establishes the travel reductions guidelines program including definitions, duties of the regional task force, voluntary participation, requirements for major employers, exemptions, appeal, fines, and penalties. A.R.S. §49-542 establishes the emissions inspection program; powers and duties of director; administration; periodic inspection; minimum standards; and rules exception. Measure Type Result Output Output Demand Demand Expenditure Ratio Revenue FY 2015 FY 2015 REVISED FORECAST 56.8% 48.0% FY 2014 ACTUAL 31.4% FY 2016 ADOPTED 57.0% 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 $ 30.33 $ 5.96 $ 5.35 $ 35.62 $ 100 - GENERAL TOTAL SOURCES $ $ 1,185 1,185 $ $ 600 600 $ $ 710 710 $ $ 600 600 $ $ 100 - GENERAL TOTAL USES $ $ 50,107 50,107 $ $ 48,892 48,892 $ $ 44,385 44,385 $ $ 53,425 53,425 $ $ REV VS ADOPTED VAR % 0.2% 0.3% 1,652 2,685 8,200 2,900 8,295 1,984 1,500 2,500 (6,700) (400) -81.7% -13.8% 1,652 2,685 8,200 2,900 8,295 1,984 1,500 2,500 (6,700) (400) -81.7% -13.8% (29.65) -497.4% - 0.0% 0.0% Expenditure (4,533) (4,533) -9.3% -9.3% Activity Narrative: Commute Options was responsible for the successful replacement of all existing Platinum Pass cards for existing cardholders in FY 2015. The Department holds monthly contests for alternative mode of transportation participates as an incentive to start using or continue using these services. Commute Options is continually searching for new ways to attract new employees to starting using an alternative mode of transportation. 380 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan $ 600 $ 36,064 36,064 $ - $ 2,556,760 $ 600 $ 2,304 2,304 $ - $ 2,559,064 $ 600 (1,455) $ (1,455) (22,485) $ (22,678) - 193 - C-49-15-002-2-00 Agenda Item: FY 2016 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Other Services Internal Service Charges Increase Risk Management Charges Reallocations Reallocation Between Depts Reallocation from Research and Reporting for Citizen Engagement Reallocation to Human Resources for Service Award Recognition FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums 2,520,696 Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ $ $ $ $ $ (22,678) 193 $ 23,619 23,619 $ - $ 2,558,743 $ 0.0% 600 0.0% $ 19,176 19,176 $ - $ 2,577,919 $ 0.7% 600 0.0% 30,819 (7,200) Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 381 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets County Manager Non Departmental Grant Fund (249) Expenditures Revenue NON-RECURRING FY 2015 Adopted Budget Adjustments: Grants FY 15 County Manager Grant Reconciliation $ 7,000 $ 2,409,818 2,409,818 $ 2,409,818 2,409,818 $ 2,416,818 $ 2,416,818 C-20-15-029-G-00 Agenda Item: $ C-20-15-029-G-00 FY 2016 Baseline Budget Threshold Adjustments: Grants Grant Reconciliation 7,000 Agenda Item: FY 2015 Revised Budget Adjustments: Grants FY 15 County Manager Grant Reconciliation Grant Reconciliation $ (2,416,818) $ (2,409,818) (7,000) (2,416,818) (2,409,818) (7,000) $ - $ - $ 5,000 5,000 $ 5,000 5,000 $ 5,000 $ 5,000 Agenda Item: FY 2016 Adopted Budget 382 Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Deputy County Manager - Department 920 Analysis by Jack L. Patton, Principal Management and Budget Analyst Summary Mission The Mission of the 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 2014 ACTUAL PROGRAM / ACTIVITY FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % USES PFMG - PERFORMANCE MANAGEMENT 39PM - PERFORMANCE MANAGEMENT $ $ 239,213 $ 239,213 $ 212,569 $ 212,569 $ 219,445 $ 219,445 $ 219,231 $ 219,231 $ 220,737 $ 220,737 $ (1,292) (1,292) -0.6% -0.6% POCO - POLICY AND COMPLIANCE 49PC - POLICY AND COMPLIANCE $ $ 435,778 $ 435,778 $ 499,761 $ 499,761 $ 513,451 $ 513,451 $ 510,460 $ 510,460 $ 518,767 $ 518,767 $ (5,316) (5,316) -1.0% -1.0% OPAD - OFFICE OF PROGRAM ADVOCACY 92OP - PROGRAM ADVOCACY $ $ 118,921 $ 118,921 $ 135,557 $ 135,557 $ 139,745 $ 139,745 $ 139,474 $ 139,474 $ 140,762 $ 140,762 $ (1,017) (1,017) -0.7% -0.7% BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 74,324 $ 409,803 484,127 $ 74,479 $ 437,654 50,975 563,108 $ 76,408 $ 449,174 50,975 576,557 $ 74,969 $ 424,497 16,314 515,780 $ 76,710 $ 432,482 77,795 586,987 $ (302) 16,692 (26,820) (10,430) -0.4% 3.7% -52.6% -1.8% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 4,320 4,320 $ 4,080 $ 4,746 8,826 $ 4,080 $ 4,746 8,826 $ 1,700 $ 3,793 5,493 $ 2,316 $ 3,701 6,017 $ 1,764 1,045 2,809 43.2% N/A 22.0% 31.8% TOTAL PROGRAMS $ 1,282,359 $ 1,419,821 $ 1,458,024 $ 1,390,438 $ 1,473,270 $ (15,246) -1.0% $ 383 Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 951,647 $ 477 278,911 1,231,035 $ 1,034,662 $ 303,065 11,820 1,349,547 $ 1,067,404 $ 308,875 11,471 1,387,750 $ 1,053,726 $ 341 298,247 4,325 1,356,639 $ 1,067,550 $ 2,837 320,660 1,391,047 $ (146) (2,837) (11,785) 11,471 (3,297) 0.0% N/A -3.8% 100.0% -0.2% $ SUBTOTAL $ 5,105 $ 5,105 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 7,650 $ 7,650 $ 13,924 $ 13,924 $ (3,924) (3,924) -39.2% -39.2% 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 $ 88,317 $ 5,970 10,164 7,983 765 2 (66,992) 10 46,219 $ 1,282,359 $ 34,277 $ 6,828 1,050 7,819 5,000 4,800 500 60,274 $ 1,419,821 $ 34,277 $ 6,828 1,050 7,819 5,000 4,800 500 60,274 $ 1,458,024 $ 8,170 $ 4,998 440 8,016 2,477 1,968 50 26,149 $ 1,390,438 $ 33,244 $ 7,075 500 5,880 14,400 6,000 1,200 68,299 $ 1,473,270 $ 1,033 (247) 550 1,939 (9,400) (1,200) (700) (8,025) (15,246) 3.0% -3.6% 52.4% 24.8% -188.0% -25.0% -140.0% N/A N/A -13.3% -1.0% TOTAL USES $ 1,282,359 $ 1,419,821 $ 1,458,024 $ 1,390,438 $ 1,473,270 $ (15,246) -1.0% SUPPLIES 0801 - GENERAL SUPPLIES Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 1,282,359 $ 1,282,359 $ 1,419,821 $ 1,419,821 $ 1,458,024 $ 1,458,024 $ 1,390,438 $ 1,390,438 $ 1,473,270 $ 1,473,270 $ (15,246) (15,246) -1.0% -1.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,282,359 $ 1,282,359 $ 1,419,821 $ 1,419,821 $ 1,458,024 $ 1,458,024 $ 1,390,438 $ 1,390,438 $ 1,473,270 $ 1,473,270 $ (15,246) (15,246) -1.0% -1.0% Staffing by Program and Activity PROGRAM/ACTIVITY INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT PROGRAM TOTAL POLICY AND COMPLIANCE POLICY AND COMPLIANCE PROGRAM TOTAL PROGRAM ADVOCACY OFFICE OF PROGRAM ADVOCACY PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % .30 3.70 4.00 .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% 3.00 3.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - 0.0% 0.0% 4.00 4.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 - 0.0% 0.0% 2.00 2.00 13.00 1.00 1.00 12.00 1.00 1.00 12.00 1.00 1.00 12.00 1.00 1.00 12.00 - 0.0% 0.0% 0.0% 384 Maricopa County Annual Business Strategies FY 2016 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 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 2014 ADOPTED 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 13.00 FY 2015 ADOPTED 2.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 12.00 FY 2015 FY 2015 REVISED FORECAST 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 12.00 12.00 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% N/A N/A 1.00 0.0% 12.00 0.0% FY 2014 ADOPTED 13.00 13.00 FY 2015 ADOPTED 12.00 12.00 FY 2015 FY 2015 REVISED FORECAST 12.00 12.00 12.00 12.00 FY 2016 REVISED TO ADOPTED VAR % ADOPTED VARIANCE 12.00 0.0% 12.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) • Decrease Regular Benefits by $1,388 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $596 for the impact of the changes in risk management charges. • Decrease Other Services by $596 to absorb the increase in risk management charges. • Increase Regular Benefits by $14,664 for the impact of the change in health and dental premium rates. 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 2014 ACTUAL N/A N/A FY 2015 FY 2015 REVISED FORECAST 70.0% N/A 84.6% 385 N/A FY 2016 ADOPTED N/A N/A REV VS ADOPTED VAR % N/A N/A N/A N/A Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activities that comprise this program include: • Business Performance Management Business Performance Management Activity The purpose of the Business Performance Management Activity is to provide strategic planning and performance measurement services to County leaders and managers so they can meet strategic goals and priorities based on data-driven decisions and be accountable to the public. Mandates: Administrative mandate. Measure Type Result Result Output Output Demand Demand 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 2015 FY 2015 REVISED FORECAST N/A 70.0% FY 2014 ACTUAL N/A 84.6% N/A $ $ FY 2016 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A 30 24 24 (6) -20.0% N/A N/A 30 30 31 24 31 24 1 (6) 3.3% -20.0% N/A 30 24 24 (6) -20.0% N/A $ 7,314.83 $ 9,134.63 $ 9,197.38 $ (1,882.54) -25.7% $ $ 219,445 219,445 $ $ 219,231 219,231 $ $ 220,737 220,737 $ $ (1,292) (1,292) -0.6% -0.6% 239,213 239,213 Activity Narrative: After the development of the FY 2015 Strategic Business Plan, the Research and Reporting Department, which provided the survey tool and results for this Activity’s Result measure, was dissolved. The Department is weighing options for gathering this data. 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 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. 386 Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% N/A 37 N/A 37 N/A $ 13,877.05 $ $ 435,778 435,778 $ $ 513,451 513,451 FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 88 88 5,800.68 45 45 $ 11,528.16 $ $ $ 510,460 510,460 $ $ $ $ 518,767 518,767 8 8 2,348.90 (5,316) (5,316) 21.6% 21.6% 16.9% -1.0% -1.0% Activity Narrative: Policy and Compliance began organizational policy reviews in FY 2013. 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 2016, the number of reviews requested is forecasted to continue at a rate similar to that in FY 2015. 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 which archives all Maricopa County Policies. 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 82.0% 90.0% FY 2016 ADOPTED 86.7% REV VS ADOPTED VAR % 4.7% 5.7% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 75.0% 25.0% 83.3% 8.3% 11.1% N/A 75.0% 25.0% 83.3% 8.3% 11.1% N/A 100.0% 100.0% 80.0% (20.0%) -20.0% 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 387 Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2016 Adopted Budget knowledge of project management best practices likely to lead to high-quality projects being completed on time and within budget. Mandates: Administrative mandate. . Measure Type Result Result Result Result Result Output Output Output Demand Demand Demand Expenditure Ratio Expenditure FY 2014 ACTUAL N/A 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 2015 FY 2015 REVISED FORECAST 82.0% 90.0% FY 2016 ADOPTED 86.7% REV VS ADOPTED % VAR 5.7% 4.7% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 75.0% 25.0% 83.3% 8.3% 11.1% N/A 75.0% 25.0% 83.3% 8.3% 11.1% N/A 100.0% 100.0% 80.0% (20.0%) -20.0% N/A 50 80 60 10 20.0% N/A N/A 4 13 12 20 6 16 2 3 50.0% 23.1% N/A 20 80 60 40 200.0% N/A N/A 11 13 20 17 15 16 4 3 36.4% 23.1% N/A $ 2,794.90 $ 1,743.43 $ 2,346.03 $ 448.87 16.1% $ $ 139,745 139,745 $ $ 139,474 139,474 $ $ 140,762 140,762 $ $ (1,017) (1,017) -0.7% -0.7% 118,921 118,921 Activity Narrative: FY 2015 is the second year of Program Advocacy activities. Program Advocacy guided 12 projects in FY 2015 and 12 (100%) of these were completed on time and under budget. Continuing into FY 2016, 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 and additional functionality to the electronic health records management system for Correction Health. 388 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Deputy County Manager - 920 Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 1,419,821 $ - $ 38,203 $ 34,548 3,655 - $ 1,458,024 $ - $ 1,970 $ (3,655) 5,625 - $ 1,459,994 $ - $ (1,388) $ (1,388) - (596) - 596 - Agenda Item: C-49-15-002-2-00 C-49-15-033-2-00 FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Other Services Internal Service Charges Increase Risk Management Charges FY 2016 Tentative Budget $ (596) $ 596 $ 1,458,606 $ -0.1% - $ 14,664 $ 14,664 - $ 1,473,270 $ 0.9% - Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums FY 2016 Adopted Budget Percent Change from Baseline Amount 389 Department Strategic Plans and Budgets Deputy County Manager - 930 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Deputy County Manager - Department 930 Analysis by Christine Jasinski, Management and Budget Analyst Summary Mission The mission of the Deputy County Manager - 930 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 2014 ACTUAL PROGRAM / ACTIVITY USES $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ 1 $ 2 3 $ - $ (2,376) (2,376) $ - $ - $ - $ - $ - $ - $ - N/A N/A N/A INFR - INFRASTRUCTURE 99GV - GENERAL OVERHEAD $ $ - $ - $ 2,376 $ 2,376 $ - $ - $ - $ - $ - $ - $ - N/A N/A BUAS - BUSINESS APPLICATION DEV SUPP GISA - GIS APPLICATION DEV AND SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ (7,198) $ 7,355 (158) (1) $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A N/A N/A TOTAL PROGRAMS $ 2 $ - $ - $ - $ - $ - N/A 390 Department Strategic Plans and Budgets Deputy County Manager - 930 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Uses by Category CATEGORY PERSONAL SERVICES $ 0701 - REGULAR PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ $ $ REVISED VS ADOPTED VAR % 800,499 $ 266,099 (1,066,598) - $ 1,017,501 $ 318,073 (1,335,574) - $ 1,031,667 $ 234 315,155 280,318 (1,627,374) - $ 1,198,712 $ 375,344 1,003 (1,575,059) - $ (181,211) (57,271) (1,003) 239,485 - -17.8% N/A -18.0% N/A 17.9% N/A N/A 4,708 $ 347 195,315 (201,598) 78 (1,150) $ 2,000 $ 3,000 (5,000) - $ 2,000 $ 3,000 (5,000) - $ 1,659 $ 2,510 (4,169) - $ 2,500 $ 3,000 (5,500) - $ (500) 500 - -25.0% N/A 0.0% 10.0% N/A N/A $ (43,026) 1,000 (3,000) (50) 20,298 24,778 - 0.0% N/A -2017.2% 28.6% -15.0% -33.3% 33.3% 72.6% N/A N/A N/A N/A SUBTOTAL $ $ FY 2016 ADOPTED FY 2015 FORECAST 1,319,598 $ 1,050 431,473 3,427 (1,730,642) (25,561) (655) $ $ 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 0920 - CAPITAL EQUIPMENT 0955 - CAPITAL-ALLOCATION OUT ALL EXPENDITURES FY 2015 REVISED FY 2015 ADOPTED FY 2014 ACTUAL 14,680 942,475 422 4,420 26,400 (1,000,583) 13,993 1,807 367,979 (367,979) 2 TOTAL USES $ $ 1,000 4,509 3,500 20,006 150 (63,275) 34,110 - $ $ $ 2 $ $ 1,000 2,133 3,500 20,006 150 (60,899) 34,110 - $ $ $ $ 6,552 6,392 3,395 9,045 67 (42,432) 16,981 - $ $ $ - $ - $ FY 2015 ADOPTED FY 2015 REVISED $ 1,000 45,159 2,500 23,006 200 (81,197) 9,332 - $ $ $ $ $ $ - $ - $ N/A - Uses by Fund and Function FUND / FUNCTION CLASS 226 PLANNING AND DEVELOPMENT FEES $ OPERATING FUND TOTAL USES $ FY 2014 ACTUAL DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ FY 2016 ADOPTED FY 2015 FORECAST REVISED VS ADOPTED % VAR 2 $ 2 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A 2 $ 2 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A Staffing by Program and Activity PROGRAM/ACTIVITY INDIRECT SUPPORT EXECUTIVE MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER GIS APPLICATION DEV AND SUPP TECHNOLOGY SUPPORT PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 2.00 11.00 13.00 2.00 11.00 13.00 2.00 10.00 4.00 16.00 2.00 10.00 4.00 16.00 2.00 10.00 4.00 16.00 - 0.0% 0.0% 0.0% 0.0% 14.00 4.00 2.50 7.00 27.50 40.50 13.00 .00 .00 .00 .00 16.00 16.00 16.00 - N/A N/A N/A N/A N/A 0.0% 391 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Deputy County Manager - 930 Staffing by Market Range Title MARKET RANGE TITLE Applications Development Mgr 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 – RDSA Human Resources Specialist IT Division Manager IT Program Manager Office Assistant PC/LAN Technician - Senior/Lead Programmer/Analyst Programmer/Analyst - Senior/Lead RDSA Ombudsman Research Director Special Projects Manager Systems Admin & Analysis Supv Systems Administrator Systems Administrator - Senior/Lead Department Total FY 2014 ADOPTED 1.00 2.00 2.00 1.00 1.00 2.00 .50 1.00 1.00 3.00 3.00 1.00 3.00 1.00 2.00 1.00 4.00 1.00 5.00 1.00 1.00 1.00 2.00 40.50 FY 2015 ADOPTED FY 2014 ADOPTED 40.50 40.50 FY 2015 ADOPTED 13.00 13.00 1.00 3.00 3.00 1.00 3.00 1.00 1.00 13.00 FY 2015 REVISED 1.00 4.00 4.00 1.00 1.00 3.00 1.00 1.00 16.00 FY 2015 FORECAST 1.00 4.00 4.00 1.00 1.00 3.00 1.00 1.00 16.00 FY 2016 ADOPTED 1.00 4.00 4.00 1.00 1.00 3.00 1.00 1.00 16.00 REVISED TO ADOPTED VARIANCE VAR % N/A N/A N/A N/A 0.0% N/A N/A N/A N/A 0.0% 0.0% 0.0% 0.0% N/A N/A N/A N/A N/A N/A 0.0% 0.0% 0.0% N/A N/A N/A 0.0% Staffing by Fund DEPARTMENT/FUND 226 PLANNING AND DEVELOPMENT FEES Department Total FY 2015 FY 2015 REVISED FORECAST 16.00 16.00 16.00 16.00 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 16.00 0.0% 16.00 0.0% General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. Base Adjustments: Fund (226) Operating • Decrease Regular Benefits by $1,161 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $5,172 for the impact of the changes in risk management charges. 392 Department Strategic Plans and Budgets Deputy County Manager - 930 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations Planning and Development Fees Fund (226) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - $ $ (1,161) $ (1,161) 1,161 $ 6,333 (5,172) - $ - $ - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Decrease Risk Mangement Charges Agenda Item: $ FY 2016 Adopted Budget 5,172 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 $1,661,916. 393 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Education Service Education Service Analysis by Zachary Wolfe, Senior Management and Budget Analyst Summary Mission The mission of the Education Service Agency is to provide support for innovation and excellence in educational services through alliances to school districts and charter schools throughout Maricopa County so they can ensure that all children and youth will succeed. Vision Setting the standards of excellence in educational innovation, economic management and executive leadership with unparalleled competence and levels of service. Strategic Goals Fiscal Strength By June 30, 2016, Maricopa County Education Service Agency (MCESA) 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: MCESA has met this goal by reducing the number of districts in noncompliance to zero and those in marginal compliance to four as of FY 2014. MCESA implemented two programs in order to make further progress on this goal measure: the School Business Resident program and the Itinerant Business Manager program. The School Business Resident program provides training for qualified individuals to increase their proficiency in school district finance in a school-district setting. This program provides rigorous training and 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 to school district financial staff. These programs have reduced audit findings for participating school districts while strengthening financial management processes and procedures. In the FY 2016 budget, MCESA will receive an additional Operations Support Analyst which will expand financial system support to school districts, to include reporting services. 394 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Growth and Economic Development Department Strategic Plans and Budgets Education Service By June 30, 2016, 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%. Status: With the Teacher Incentive Fund grant, Rewarding Excellence in Instruction and Leadership, the Next Generation (REIL-TNG), the agency is now into its third 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. Unfortunately, there is no current information on MCESA’s MAP score and determine the effectiveness of the grant expenditures. Data is not expected to be available in FY 2016 for this measure from the Expect More Arizona Survey. The department will need to readdress this goal measure in FY 2017. Department Specific By June 30, 2016, 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 was expected that a follow-up survey would occur annually, however there has not been a subsequent survey with these data since the initial survey. The department will need to readdress this goal measure in FY 2017. 395 Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % ELDR - EXECUTIVE LEADERSHIP 37EL - EXECUTIVE LEADERSHIP $ $ 16,515 $ 16,515 $ 12,000 $ 12,000 $ 12,000 $ 12,000 $ 15,485 $ 15,485 $ 167,237 $ 167,237 $ 155,237 155,237 1293.6% 1293.6% EMGT - ECONOMIC MANAGEMENT 37EM - ECONOMIC MANAGEMENT $ $ 671,780 $ 671,780 $ 918,936 $ 918,936 $ 1,194,816 $ 1,194,816 $ 987,340 $ 987,340 $ 1,692,271 $ 1,692,271 $ 497,455 497,455 41.6% 41.6% EINN - EDUCATIONAL INNOVATION 37SC - EDUCATIONAL INNOVATION $ $ 16,980,973 $ 16,980,973 $ 25,885,158 $ 25,885,158 $ 26,145,185 $ 26,145,185 $ 24,305,177 $ 24,305,177 $ 25,239,002 $ 25,239,002 $ (906,183) (906,183) -3.5% -3.5% POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ $ - $ - $ - $ - $ - $ - $ - $ - $ 361,200 $ 361,200 $ 361,200 361,200 N/A N/A GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ (479,054) $ (479,054) $ - $ - $ - $ - $ (459,719) $ (459,719) $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 17,190,214 $ 26,816,094 $ 27,352,001 $ 24,848,283 $ 27,459,710 $ 107,709 0.4% USES ELDR - EXECUTIVE LEADERSHIP 37EL - EXECUTIVE LEADERSHIP $ $ 956,431 $ 956,431 $ 635,671 $ 635,671 $ 639,265 $ 639,265 $ 746,407 $ 746,407 $ 1,365,266 $ 1,365,266 $ (726,001) (726,001) -113.6% -113.6% EMGT - ECONOMIC MANAGEMENT 37EM - ECONOMIC MANAGEMENT $ $ 5,883,828 $ 5,883,828 $ 2,708,151 $ 2,708,151 $ 3,036,746 $ 3,036,746 $ 3,777,529 $ 3,777,529 $ 3,514,502 $ 3,514,502 $ (477,756) (477,756) -15.7% -15.7% EINN - EDUCATIONAL INNOVATION 37SC - EDUCATIONAL INNOVATION $ $ 15,452,388 $ 15,452,388 $ 27,386,571 $ 27,386,571 $ 27,403,134 $ 27,403,134 $ 22,875,098 $ 22,875,098 $ 25,794,544 $ 25,794,544 $ HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ 55,939 $ 364,078 420,017 $ 68,963 $ 366,992 435,955 $ 70,464 $ 373,856 444,320 $ 71,489 $ 377,117 448,606 $ - $ 361,200 361,200 $ 70,464 373,856 (361,200) 83,120 100.0% 100.0% N/A 18.7% $ - $ 45,564 45,564 $ 41,059 $ 54,285 95,344 $ 41,059 $ 54,285 95,344 $ 17,105 $ 54,292 71,397 $ - $ 43,364 43,364 $ 41,059 10,921 51,980 100.0% N/A 20.1% 54.5% TOTAL PROGRAMS $ 22,758,228 $ 31,261,692 $ 31,618,809 $ 27,919,037 $ 31,078,876 $ 539,933 1.7% $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ 1,608,590 1,608,590 5.9% 5.9% 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 FY 2014 ACTUAL FY 2015 ADOPTED 15,846,197 877,009 16,723,206 $ $ 465,063 $ 761 465,824 $ FY 2015 REVISED 25,099,197 $ 1,166,949 26,266,146 $ 225,936 324,012 549,948 $ $ FY 2015 FORECAST 25,099,197 1,166,949 26,266,146 $ $ 501,816 $ 324,012 825,828 $ 22,757,959 1,124,125 23,882,084 $ $ 25,193,765 $ 1,940,826 27,134,591 $ 366,036 $ 339,438 705,474 $ 12,000 $ 105,000 117,000 $ $ SUBTOTAL $ 1,184 1,184 $ $ - $ - $ - $ $ 698 698 $ $ ALL REVENUES $ 17,190,214 $ 26,816,094 $ 27,091,974 $ 24,588,256 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ - $ $ TOTAL SOURCES $ 17,190,214 $ - $ $ 26,816,094 $ 396 260,027 $ 260,027 $ 27,352,001 $ REVISED VS ADOPTED VAR % FY 2016 ADOPTED 260,027 $ 260,027 $ 24,848,283 $ - 94,568 773,877 868,445 0.4% 66.3% 3.3% (489,816) (219,012) (708,828) -97.6% -67.6% -85.8% $ $ - N/A N/A 27,251,591 $ 159,617 0.6% 208,119 208,119 (51,908) (51,908) $ $ 27,459,710 $ 107,709 -20.0% -20.0% 0.4% Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2016 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 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 8,300,326 $ 44,022 2,722,451 27,000 (268,232) 419,999 11,245,566 $ 9,827,221 $ 142,279 23,233 3,273,908 (441,750) 598,894 13,423,785 $ 9,956,881 $ 142,279 23,233 3,257,973 (441,752) 598,894 13,537,508 $ 9,239,942 $ 38,861 3,033,926 (47,751) 187,518 12,452,496 $ 9,846,254 $ 9,359 3,506,899 (1,238,374) 1,395,278 13,519,416 $ 110,627 142,279 13,874 (248,926) 796,622 (796,384) 18,092 1.1% 100.0% 59.7% -7.6% N/A 180.3% -133.0% 0.1% SUBTOTAL $ 1,057,330 $ 200 5,476 79,852 1,142,858 $ 494,087 $ 11,830 505,917 $ 494,281 $ 11,830 506,111 $ 604,516 $ 8,040 6,567 619,123 $ 616,560 $ 2,100 25,800 644,460 $ (122,279) 9,730 (25,800) (138,349) -24.7% N/A 82.2% N/A -27.3% 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 $ 2,706 $ 8,551,750 780,312 136,912 672,818 75,394 6,924 2,377 (615,611) 615,611 10,229,193 $ - $ 15,772,581 700,578 181,123 655,750 18,458 3,500 (427,855) 427,855 17,331,990 $ - $ 15,972,426 700,578 181,123 655,750 18,458 3,500 (427,855) 427,855 17,531,835 $ 183 $ 12,957,913 716,704 132,158 701,091 41,043 5,733 2,521 (638,860) 801,615 14,720,101 $ - $ 15,819,438 844,376 137,586 78,400 34,000 1,200 (544,403) 544,403 16,915,000 $ 152,988 (143,798) 43,537 577,350 (15,542) 2,300 116,548 (116,548) 616,835 N/A 1.0% -20.5% 24.0% 88.0% -84.2% 65.7% N/A 27.2% -27.2% 3.5% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ 51,994 $ 88,617 140,611 $ - $ - $ - $ - $ 83,962 $ 83,962 $ - $ - $ - N/A N/A N/A ALL EXPENDITURES $ 22,758,228 $ 31,261,692 $ 31,575,454 $ 27,875,682 $ 31,078,876 $ 496,578 1.6% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ - $ - $ - $ 43,355 $ 43,355 $ 43,355 $ 43,355 $ - $ - $ 43,355 43,355 100.0% 100.0% TOTAL USES $ 22,758,228 $ 31,261,692 $ 31,618,809 $ 27,919,037 $ 31,078,876 $ 539,933 1.7% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VAR % FY 2016 ADOPTED $ SOURCES $ 16,776 $ 16,776 $ 117,000 $ 117,000 $ 117,000 $ 117,000 $ 117,000 $ 117,000 $ 117,000 $ 117,000 $ $ SOURCES $ 15,846,196 $ 15,846,196 $ 25,224,197 $ 25,224,197 $ 25,224,197 $ 25,224,197 $ 22,757,399 $ 22,757,399 $ 24,960,910 $ 440,974 25,401,884 $ $ SOURCES $ - $ - $ - $ - $ 260,027 $ 260,027 $ 260,027 $ 260,027 $ - $ - $ $ SOURCES $ 110,483 $ 110,483 $ 109,657 $ 109,657 $ 109,657 $ 109,657 $ 115,425 $ 115,425 $ 109,551 $ 109,551 $ $ SOURCES $ 411,916 $ 411,916 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 534,958 $ 534,958 $ 600,000 $ 600,000 $ $ SOURCES $ 449,048 $ 449,048 $ 432,948 $ 432,948 $ 708,828 $ 708,828 $ 588,474 $ 588,474 $ 665,000 $ 665,000 $ (43,828) (43,828) -6.2% -6.2% $ SOURCES $ 355,795 $ 355,795 $ 332,292 $ 332,292 $ 332,292 $ 332,292 $ 475,000 $ 475,000 $ 566,275 $ 566,275 $ 233,983 233,983 70.4% 70.4% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 17,190,214 $ - $ 17,190,214 $ 26,816,094 $ - $ 26,816,094 $ 27,091,974 $ 260,027 $ 27,352,001 $ 24,588,256 $ 260,027 $ 24,848,283 $ 27,018,736 $ 440,974 $ 27,459,710 $ (73,238) 180,947 107,709 -0.3% 69.6% 0.4% FUND TOTAL 715 SCHOOL GRANTS OPERATING NON RECURRING NON PROJECT FUND TOTAL 255 DETENTION OPERATIONS NON RECURRING NON PROJECT FUND TOTAL 669 SMALL SCHOOL SERVICE OPERATING FUND TOTAL 780 SCHOOL TRANSPORTATION OPERATING FUND TOTAL 782 SCHOOL COMMUNICATION OPERATING FUND TOTAL 795 EDUCATIONAL SUPPLEMENTAL PROG OPERATING FUND TOTAL 397 (263,287) 440,974 177,687 0.0% 0.0% -1.0% N/A 0.7% (260,027) -100.0% (260,027) -100.0% (106) (106) - -0.1% -0.1% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Education Service Sources and Uses by Fund and Function (continued) FY 2014 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING GARNISHMENT SYSTEM UPGRADE NON RECURRING NON PROJECT $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VAR % FY 2016 ADOPTED 2,348,684 $ 1,193,763 3,542,447 $ 2,578,452 $ 78,956 2,657,408 $ 2,616,334 $ 78,956 2,695,290 $ 2,584,875 $ 60,689 2,645,564 $ 2,630,770 $ 280,000 2,910,770 $ (14,436) (280,000) 78,956 (215,480) -0.6% N/A 100.0% -8.0% 16,016,057 $ 16,016,057 $ 25,224,197 $ 25,224,197 $ 25,224,197 $ 25,224,197 $ 22,454,918 $ 22,454,918 $ 24,960,910 $ 440,974 25,401,884 $ 263,287 (440,974) (177,687) 1.0% N/A -0.7% 2,771 $ 1,195,786 1,198,557 $ - $ 1,117,223 1,117,223 $ - $ 1,117,223 1,117,223 $ - $ 1,045,788 1,045,788 $ - $ - $ 1,117,223 1,117,223 N/A 100.0% 100.0% FUND TOTAL USES $ 102,597 $ 23,585 126,182 $ 109,657 $ 72,051 181,708 $ 109,657 $ 115,406 225,063 $ 107,470 $ 107,898 215,368 $ 109,551 $ 58,221 167,772 $ 106 57,185 57,291 0.1% 49.6% 25.5% $ FUND TOTAL USES $ 473,437 $ 473,437 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 556,815 $ 556,815 $ 600,000 $ 600,000 $ - 0.0% 0.0% $ FUND TOTAL USES $ 795 EDUCATIONAL SUPPLEMENTAL PROG OPERATING $ NON RECURRING NON PROJECT FUND TOTAL USES $ 525,676 $ 525,676 $ 432,948 $ 153,953 209,825 796,726 $ 708,828 $ 153,953 209,825 1,072,606 $ 356,842 $ 153,953 126,302 637,097 $ 665,000 $ 204,575 869,575 $ 43,828 153,953 5,250 203,031 6.2% 100.0% 2.5% 18.9% 277,448 $ 598,424 875,872 $ 332,292 $ 352,138 684,430 $ 332,292 $ 352,138 684,430 $ 223,545 $ 139,942 363,487 $ 566,275 $ 562,600 1,128,875 $ (233,983) (210,462) (444,445) -70.4% -59.8% -64.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 19,746,670 $ 3,011,558 $ 22,758,228 $ 29,277,546 $ 1,984,146 $ 31,261,692 $ 29,591,308 $ 2,027,501 $ 31,618,809 $ 26,284,465 $ 1,634,572 $ 27,919,037 $ 29,532,506 $ 1,546,370 $ 31,078,876 $ 58,802 481,131 539,933 0.2% 23.7% 1.7% FUND TOTAL USES $ 715 SCHOOL GRANTS OPERATING NON RECURRING NON PROJECT $ FUND TOTAL USES $ 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 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 22.50 22.50 21.50 21.50 21.75 21.75 21.75 21.75 20.00 20.00 (1.75) (1.75) (8.0%) (8.0%) 102.50 102.50 121.50 121.50 126.75 126.75 126.75 126.75 112.50 112.50 (14.25) (14.25) (11.2%) (11.2%) 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 12.00 12.00 7.00 7.00 140.0% 140.0% 3.00 1.00 4.00 134.00 3.00 1.00 4.00 152.00 3.00 1.00 4.00 157.50 3.00 1.00 4.00 157.50 144.50 (3.00) (1.00) (4.00) (13.00) (100.0%) (100.0%) (100.0%) (8.3%) 398 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Education Service 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 Finance Coordinator Education Service Peer Evaluator Education Svc Finance Mgr Education Svc Program Coord Education Svc Program Manager Educator - Detention Elected Executive Assistant Executive Assistant - Elected Official Finance/Business Analyst Help Desk Coordinator Human Resources Associate Human Resources Specialist Intern 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 Systems Administrator Systems Administrator - Senior/Lead Telecommunications Tech Trainer Department Total FY 2014 ADOPTED FY 2015 FY 2015 REVISED FORECAST 1.00 2.00 6.00 5.00 6.00 6.00 1.00 1.00 2.00 2.00 8.00 8.00 1.00 1.00 3.00 3.00 1.00 1.00 44.00 44.00 1.00 1.00 17.50 17.50 30.00 30.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 6.00 3.00 3.00 1.00 1.00 1.00 1.00 6.00 6.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 157.50 157.50 FY 2016 ADOPTED 7.00 6.00 1.00 2.00 8.00 1.00 3.00 34.00 10.00 27.00 2.00 1.00 1.00 1.00 4.00 1.00 1.00 2.00 1.00 2.00 3.00 2.00 2.00 5.00 1.00 1.00 1.00 2.00 1.00 1.00 134.00 FY 2015 ADOPTED 1.00 5.00 6.00 1.00 2.00 8.00 1.00 3.00 44.00 12.00 32.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 6.00 3.00 1.00 2.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 152.00 FY 2014 ADOPTED 22.00 12.00 1.00 81.00 4.00 14.00 134.00 FY 2015 ADOPTED 27.00 12.00 2.00 100.00 6.00 5.00 152.00 FY 2015 FY 2015 REVISED FORECAST 26.00 26.00 12.00 12.00 2.00 2.00 103.50 103.50 7.00 7.00 7.00 7.00 157.50 157.50 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 24.00 (2.00) (7.7%) (12.00) (100.0%) 1.00 (1.00) (50.0%) 105.50 2.00 1.9% 6.00 (1.00) (14.3%) 8.00 1.00 14.3% 144.50 (13.00) (8.3% ) 6.00 6.00 1.00 2.00 1.00 3.00 1.00 44.00 1.00 16.50 28.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 6.00 3.00 1.00 6.00 2.00 1.00 2.00 1.00 1.00 1.00 1.00 144.50 REVISED TO ADOPTED VARIANCE VAR % (1.00) (100.0%) 0.0% 0.0% 0.0% 0.0% (8.00) (100.0%) 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) (5.7%) (2.00) (6.7%) 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% N/A (1.00) (100.0%) 0.0% 0.0% 0.0% 0.0% (1.00) (100.0%) 0.0% 0.0% 1.00 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A N/A 0.0% (13.00) (8.3% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL 255 DETENTION OPERATIONS 669 SMALL SCHOOL SERVICE 715 SCHOOL GRANTS 782 SCHOOL COMMUNICATION 795 EDUCATIONAL SUPPLEMENTAL PROG Department Total Significant Variance Analysis • At the end of FY 2015, funding for the three-year pilot program Transforming Juveniles through Successful Transition (TJST) ended. This program funded eight Community Justice Coordinators, two Educational Service Program Coordinators, an Education Service Program Manager and a Management Assistant. These twelve staff were funded out of the Detention Fund (255) and assisted post-conviction youth in transitioning back into education services upon release from detention. In FY 2016, these twelve positions are funded on a temporary basis (for 3 months) from MCESA’s Grant Fund (715) in order to complete an evaluation of the 399 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Education Service effectiveness and impact of the program. Should the program be reauthorized, the positions will be transferred to the Detention Fund (255) for the remaining nine months. General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) Operating • Decrease Regular Benefits by $1,393 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $10,921 for the impact of the changes in risk management charges. • Increase Regular Benefits by $23,688 for the impact of the changes in health and dental premium rates. General Fund (100) Non Recurring Non Project • Increase Other Services by $280,000 for upgrades to the garnishment system. Small Schools Fund (669) Operating • Decrease Regular Benefits by $67 for the impact of the changes in retirement contribution rates. • Decrease revenues and expenditures by $106 for changes in program revenue. Small Schools Fund (669) Non Recurring Non Project • Increase expenditures by $58,221 to address the structural imbalance of operating expenditures. School Grant Fund (715) Operating • Decrease revenues and expenditures by $263,287 to reflect anticipated grant awards for FY 2016. School Grant Fund (715) Non Recurring Non Project • Increase Personal Services by $74,027 for 1.0 FTE, a Marketing and Communications position. • Increase Personal Services by $366,947 for three months of funding for 12.0 FTEs; providing services to the Transforming Juveniles through Successful Transition (TJST) program. School Communication Fund (782) Operating • Increase in revenues and expenditures by $232,052 as a result of additional professional development services being purchased by school districts. School Communication Fund (782) Non Recurring Non Project • Increase expenditures by $204,575 to address the structural imbalance of operating expenditures. Educational Supplemental Programming Fund (795) Operating • Decrease Regular Benefits by $321 for the impact of the changes in retirement contribution rates. • Increase in revenues by $233,983 and expenditures by $234,304 as a result of the increase in the indirect-cost rate from school districts. 400 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Education Service Educational Supplemental Programming Fund (795) Non Recurring Non Project • Increase expenditures by $562,500 to address the structural imbalance of operating expenditures. 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 1.0% 1.0% FY 2016 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-§15-308 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 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 homebased schools. 401 Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue FY 2015 FY 2015 REVISED FORECAST 1.0% 1.0% FY 2014 ACTUAL N/A 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 2016 ADOPTED 1.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 80 80 400 320 400.0% N/A 160 160 400 240 150.0% N/A $ 342,539.18 $ 285,938.73 $ 64,486.36 $ 278,052.82 81.2% 715 - SCHOOL GRANTS 255 - DETENTION OPERATIONS 669 - SMALL SCHOOL SERVICE 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL SOURCES $ 16,325,250 109,657 190,271 355,795 $ 25,224,197 260,027 109,657 219,012 332,292 $ 23,217,118 260,027 115,109 237,923 475,000 $ 24,789,824 449,178 $ (434,373) (260,027) (109,657) (219,012) 116,886 -1.7% -100.0% -100.0% -100.0% 35.2% $ 16,980,973 $ 26,145,185 $ 24,305,177 $ 25,239,002 $ (906,183) -3.5% 100 - GENERAL 715 - SCHOOL GRANTS 255 - DETENTION OPERATIONS 669 - SMALL SCHOOL SERVICE 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL USES $ $ $ $ $ 174,587 373,648 1,117,223 31,512 175,503 (263,883) 87.8% 1.5% 100.0% 100.0% 45.0% -52.2% Expenditure 129,823 13,386,354 1,198,557 47,574 194,384 495,696 $ 15,452,388 198,824 25,160,090 1,117,223 31,512 390,077 505,408 $ 27,403,134 360,877 21,113,269 1,045,788 25,760 142,980 186,424 $ 22,875,098 24,237 24,786,442 214,574 769,291 $ 25,794,544 $ 1,608,590 5.9% Activity Narrative: The FY 2016 budget reflects continued implementation of the REIL and REIL-TNG Grant Programs in the School Grant Fund. These two federal grants represent approximately 85% of Educational Innovation funding. Although the REIL Grant expired in FY 2015, a carryover provision allowed for a one-time use of remaining funding in FY 2016. Two additional revenue sources for this activity include a Federal innovation grant (i3 grant) and a Justice Department grant to reduce recidivism. Educational professional development services are a component of the Educational Innovation Activity and are associated with the School Communication Fund (782). When the cost per educational development session provided is measured against the School Communication Fund (782), the cost per session significantly decreases to $536 in FY 2016. The department has built a self-sustaining service-delivery model for the School Communication Fund (782) by providing consultation and training services to school districts. Both the number of educational professional development services requested and provided are expected to increase in FY 2016, as the department’s capacity to provide the requested professional development sessions has increased over the past years. These sessions are expected to continue to positively impact students’ academic growth. There is currently no measurement data on the impact on academic growth; the Expect More Arizona survey which measures students’ academic growth has not been conducted since 2009. 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. 402 Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results Measure Description Percent of districts in compliance Percent of districts that move out of noncompliance FY 2014 ACTUAL N/A N/A FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% 6.9% 3.4% FY 2016 ADOPTED 100.0% 3.4% REV VS ADOPTED VAR % 0.0% 0.0% (3.4%) -50.0% 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-§15-308 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 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 homebased schools. 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 2014 ACTUAL N/A N/A FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% 6.9% 6.9% REV VS ADOPTED VAR % 0.0% 0.0% (3.4%) -50.0% FY 2016 ADOPTED 100.0% 3.4% N/A 40 40 40 - 0.0% N/A 47 47 47 - 0.0% N/A $ 75,918.65 $ 94,438.23 $ 87,862.55 $ (11,943.90) -15.7% 100 - GENERAL 715 - SCHOOL GRANTS 669 - SMALL SCHOOL SERVICE 780 - SCHOOL TRANSPORTATION 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL SOURCES $ 261 826 411,916 258,777 - $ 105,000 600,000 489,816 - $ 101,515 316 534,958 350,551 - $ 105,000 95,623 109,551 600,000 665,000 117,097 $ 95,623 109,551 175,184 117,097 0.0% N/A N/A 0.0% 35.8% N/A $ 671,780 $ 1,194,816 $ 987,340 $ 1,692,271 $ 497,455 41.6% 100 - GENERAL 715 - SCHOOL GRANTS 669 - SMALL SCHOOL SERVICE 780 - SCHOOL TRANSPORTATION 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL USES $ 2,106,455 2,608,928 78,608 473,437 331,292 285,108 $ 1,331,495 64,107 193,551 600,000 682,529 165,064 $ 1,050,215 1,341,499 189,608 556,815 494,117 145,275 $ 1,797,454 96,751 167,772 600,000 655,001 197,524 $ (465,959) (32,644) 25,779 27,528 (32,460) -35.0% -50.9% 13.3% 0.0% 4.0% -19.7% $ 5,883,828 $ 3,036,746 $ 3,777,529 $ 3,514,502 $ (477,756) -15.7% Expenditure 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. Support is provided through the School Business Resident and Itinerant Business 403 Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2016 Adopted Budget Manager Programs. In FY 2015 and into 2016, the number of requests for professional development are expected to remain stable as the economy slowly improves. 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 73.0% 73.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 73.0% Activities that comprise this program include: • Executive Leadership Activity Executive Leadership Activity The purpose of the Executive Leadership Program is to provide communication, advocacy, elections, governing board support, customer support, and legislative consultation to school district employees and citizens so they can increase public satisfaction in education and student learning. Mandates: A.R.S. §11-511 establishes powers and duties of the Superintendent of Schools; A.R.S. §15-301-§15-308 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 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 homebased 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 2014 ACTUAL N/A N/A N/A Expenditure per board training session provided 100 - GENERAL 715 - SCHOOL GRANTS TOTAL SOURCES FY 2015 FY 2015 REVISED FORECAST 73.0% 73.0% $ FY 2016 ADOPTED 73.0% REV VS ADOPTED VAR % 0.0% 0.0% 5 5 5 5 6 6 N/A $ 127,853.00 $ 149,281.40 $ 227,544.33 $ (99,691.33) $ $ $ $ 840,588 20,775 95,068 $ 625,307 13,958 $ 714,469 150 31,788 $ 1,045,715 157,491 162,060 $ (420,408) -67.2% (157,491) N/A (148,102) -1061.1% $ 956,431 $ 639,265 $ 746,407 $ 1,365,266 $ (726,001) $ $ 12,000 155,237 167,237 $ 155,237 155,237 -78.0% $ $ 15,485 15,485 20.0% 20.0% 16,515 16,515 $ 12,000 12,000 1 1 0.0% N/A 1293.6% Expenditure 100 - GENERAL 715 - SCHOOL GRANTS 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL USES -113.6% 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 increase primarily in personal services due to seven new positions being added to this activity to strengthen administrative support, communications, research and evaluation and data analysis. 404 Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan 117,000 $ 37,882 $ 37,185 697 - $ 2,616,334 $ 117,000 $ 3,062 $ 72 2,990 - $ 2,619,396 $ 117,000 $ (1,393) $ (1,393) (10,921) $ (10,921) - $ 2,607,082 $ -0.5% 117,000 0.0% $ 23,688 $ 23,688 - $ 2,630,770 $ 0.4% 117,000 0.0% C-49-15-002-2-00 C-49-15-012-2-00 Agenda Item: C-49-15-012-2-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Risk Management Charges 2,578,452 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: $ $ (10,921) FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue GARNISHMENT SYSTEM UPGRADE FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - $ 280,000 $ 280,000 - $ 280,000 $ - Adjustments: Non Recurring Other Non Recurring Garnishment System Upgrade Agenda Item: $ FY 2016 Adopted Budget g 405 280,000 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Education Service Small Schools Fund (669) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 109,657 $ 109,657 FY 2015 Revised Budget $ 109,657 $ 109,657 FY 2016 Baseline Budget $ 109,657 $ 109,657 $ (67) $ (67) 67 $ 67 (106) $ (106) (106) (106) 109,551 $ -0.1% 109,551 -0.1% Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget Adjustments: Non Recurring Juvenile Transition Pilot Prgm Budget Recon - $ 43,355 $ 43,355 - $ 115,406 $ - $ (115,406) $ (43,355) (72,051) - $ - $ - $ 58,221 $ 58,221 - $ 58,221 $ - C-37-15-004-2-00 Agenda Item: C-37-15-004-2-00 FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Use of fund balance to cover operating expenditures FY 2016 Adopted Budget g 72,051 $ Agenda Item: FY 2015 Revised Budget Adjustments: Non Recurring Juvenile Transition Pilot Prgm Budget Recon Other Non Recurring $ Agenda Item: $ 406 58,221 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Education Service Small Schools Fund (669) Fund Balance Summary FY 2014 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED $ 173,863 $ 184,601 $ 184,601 $ 158,164 $ 58,221 $ 110,483 110,483 $ 109,657 109,657 $ 109,657 109,657 $ 115,425 115,425 $ 109,551 109,551 $ $ $ 107,470 107,898 215,368 $ $ 109,657 115,406 225,063 $ $ 109,657 72,051 181,708 $ 109,551 58,221 167,772 $ - $ - $ 7,955 $ - $ 112,550 $ 69,195 $ 58,221 $ - Expenditures Revenue $ Uses: Operating Non-Recurring Total Uses: $ 102,597 23,585 126,182 Structural Balance $ 7,886 $ 158,164 Ending Spendable Fund Balance: Assigned Unassigned Total Ending Spendable Fund Balance FY 2015 ADOPTED $ $ $ $ $ School Grant Fund (715) OPERATING FY 2015 Adopted Budget $ 25,224,197 $ 25,224,197 FY 2015 Revised Budget $ 25,224,197 $ 25,224,197 FY 2016 Baseline Budget $ 25,224,197 $ 25,224,197 $ (263,287) $ (263,287) (263,287) (263,287) $ 24,960,910 $ -1.0% 24,960,910 -1.0% Adjustments: Grants Grant Reconciliation Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - $ 440,974 $ 440,974 440,974 440,974 $ 440,974 $ 440,974 Adjustments: Agenda Item: Grants Grant Reconciliation $ Mark eting and Communications Position 12 FTE for Transforming Juveniles through Successful Transitions (TJST) - 3 months FY 2016 Adopted Budget g 407 74,027 366,947 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Education Service School Grant Fund (715) Fund Balance Summary FY 2014 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ $ $ Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ FY 2015 ADOPTED (132,628) $ 15,846,196 15,846,196 $ 16,016,057 16,016,057 $ (132,628) $ 25,224,197 25,224,197 $ $ $ 25,224,197 25,224,197 (169,861) $ 8 $ $ (302,481) (302,481) $ (132,628) $ 25,224,197 25,224,197 $ $ $ 25,224,197 25,224,197 - $ - $ $ (132,628) (132,628) $ FY 2016 ADOPTED FY 2015 FORECAST FY 2015 REVISED (302,481) $ - 22,757,399 22,757,399 $ $ $ 22,454,918 22,454,918 $ 24,960,910 440,974 25,401,884 - $ 302,481 $ - - $ - $ - (132,628) (132,628) $ - $ - Expenditures Revenue $ $ 24,960,910 440,974 25,401,884 School Transportation Fund (780) OPERATING FY 2015 Adopted Budget $ 600,000 $ 600,000 FY 2015 Revised Budget $ 600,000 $ 600,000 FY 2016 Baseline Budget $ 600,000 $ 600,000 FY 2016 Adopted Budget g $ 600,000 $ 0 0% 600,000 0 0% School Transportation Fund (780) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 155,585 $ 155,585 $ 155,585 $ 94,065 $ 72,208 Sources: Operating Total Sources: $ $ 411,916 411,916 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ 534,958 534,958 $ $ 600,000 600,000 Uses: Operating Total Uses: $ $ 473,437 473,437 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ 556,815 556,815 $ $ 600,000 600,000 Structural Balance $ (61,521) $ - $ - $ (21,857) $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 94,065 94,065 $ $ 155,585 155,585 $ $ 155,585 155,585 $ $ 72,208 72,208 $ $ 72,208 72,208 408 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Education Service School Communication Fund (782) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Intergovernmental Agreements Roosevelt Elementary IGA for Financial System Services 432,948 $ 275,880 $ 275,880 275,880 275,880 $ 708,828 $ 708,828 $ (275,880) $ (275,880) (275,880) (275,880) $ 432,948 $ 432,948 $ 232,052 $ 232,052 232,052 232,052 $ 665,000 $ 53.6% 665,000 53.6% C-37-15-005-3-00 Agenda Item: C-37-15-005-3-00 FY 2016 Baseline Budget Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec 432,948 $ Agenda Item: FY 2015 Revised Budget Adjustments: Intergovernmental Agreements Roosevelt Elementary IGA for Financial System Services $ Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 209,825 $ - FY 2015 Revised Budget $ 209,825 $ - $ (209,825) $ (209,825) - $ - $ - $ 204,575 $ 204,575 - $ 204,575 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Use of fund balance to cover operating expenditures Agenda Item: $ FY 2016 Adopted Budget g 409 204,575 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Education Service School Communication Fund (782) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 329,825 $ 429,825 $ 429,825 $ 253,198 $ 204,575 Sources: Operating Total Sources: $ $ 449,048 449,048 $ $ 432,948 432,948 $ $ 708,828 708,828 $ $ 588,474 588,474 $ $ 665,000 665,000 $ $ $ 356,842 280,255 637,097 $ $ 708,828 363,778 1,072,606 $ $ 432,948 363,778 796,726 $ $ 525,676 525,676 $ 665,000 204,575 869,575 Structural Balance $ (76,628) $ - $ - $ 231,632 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 253,198 253,198 $ $ 66,047 66,047 $ $ 66,047 66,047 $ $ 204,575 204,575 $ $ - Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Educational Supplemental Programming Fund (795) OPERATING FY 2015 Adopted Budget $ 332,292 $ 332,292 FY 2015 Revised Budget $ 332,292 $ 332,292 FY 2016 Baseline Budget $ 332,292 $ 332,292 $ (321) $ (321) 234,304 $ 234,304 233,983 233,983 566,275 $ 70.4% 566,275 70.4% Adjustments: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 352,138 $ - FY 2015 Revised Budget $ 352,138 $ - $ (352,138) $ (352,138) - $ - $ - $ 562,600 $ 562,600 - $ 562,600 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Use of fund balance to cover operating expenditures Agenda Item: $ FY 2016 Adopted Budget g 410 562,600 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Education Service Educational Supplemental Programming Fund (795) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 971,168 $ 352,138 $ 352,138 $ 451,087 $ 562,600 Sources: Operating Total Sources: $ $ 355,795 355,795 $ $ 332,292 332,292 $ $ 332,292 332,292 $ $ 475,000 475,000 $ $ 566,275 566,275 $ $ $ 223,545 139,942 363,487 $ $ 332,292 352,138 684,430 $ $ 332,292 352,138 684,430 $ $ 277,448 598,424 875,872 $ 566,275 562,600 1,128,875 Structural Balance $ 78,347 $ - $ - $ 251,455 $ - Accounting Adjustments $ (4) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ $ - $ $ 562,600 562,600 $ $ - Uses: Operating Non-Recurring Total Uses: 451,087 451,087 $ $ 411 Maricopa County Annual Business Strategies FY 2016 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. Regional Services 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, there were 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. 412 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % ELEC - ELECTION PROCESSING 21EL - ELECTIONS PROCESSING $ $ 4,967,275 $ 4,967,275 $ 4,619,157 $ 4,619,157 $ 4,619,157 $ 4,619,157 $ 4,367,877 $ 4,367,877 $ 4,691,382 $ 4,691,382 $ 72,225 72,225 1.6% 1.6% CAND - CANDIDATE FILING CAMPAIGN FIN VREG - VOTER REGISTRATION 21PE - PRE ELECTION PROCESSING $ $ 8,848 $ 12,093 20,941 $ 12,001 $ 204 12,205 $ 12,001 $ 204 12,205 $ 15,735 $ 8,810 24,545 $ 7,002 $ 304 7,306 $ (4,999) 100 (4,899) -41.7% 49.0% -40.1% ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ - $ - $ 2 $ 2 $ 2 $ 2 $ - $ - $ - $ - $ (2) (2) -100.0% -100.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 1,432,639 $ 1,432,639 $ - $ - $ - $ - $ 636,801 $ 636,801 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 6,420,855 $ 4,631,364 $ 4,631,364 $ 5,029,223 $ 4,698,688 $ 67,324 1.5% 10,438,519 $ 349,763 10,788,282 $ 17,478,399 $ 1,287,847 18,766,246 $ 17,477,405 $ 1,289,793 18,767,198 $ 14,924,186 $ 678,831 15,603,017 $ 9,858,071 $ 1,315,474 11,173,545 $ 7,619,334 (25,681) 7,593,653 43.6% -2.0% 40.5% 142,309 $ 931,794 1,074,103 $ 147,866 $ 1,642,218 1,790,084 $ 150,733 $ 1,693,619 1,844,352 $ 151,645 $ 1,158,792 1,310,437 $ 150,538 $ 1,200,199 1,350,737 $ 195 493,420 493,615 0.1% 29.1% 26.8% 304,781 $ 55,903 688,039 1,048,723 $ 305,775 $ 57,288 438,421 9,872 380,841 1,192,197 $ 312,544 $ 58,661 263,327 568,904 1,203,436 $ 314,313 $ 59,379 316,461 456,333 1,146,486 $ 317,214 $ 57,202 349,087 476,583 1,200,086 $ (4,670) 1,459 (85,760) 92,321 3,350 -1.5% 2.5% -32.6% N/A 16.2% 0.3% $ - $ 60,828 60,828 $ 38,347 $ 49,745 88,092 $ 38,347 $ 49,745 88,092 $ 15,975 $ 52,981 68,956 $ 39,987 $ 53,224 93,211 $ (1,640) (3,479) (5,119) -4.3% N/A -7.0% -5.8% TOTAL PROGRAMS $ 12,971,936 $ 21,836,619 $ 21,903,078 $ 18,128,896 $ 13,817,579 $ USES ELEC - ELECTION PROCESSING PELP - POST ELECTION PROCESSING 21EL - ELECTIONS PROCESSING $ $ CAND - CANDIDATE FILING CAMPAIGN FIN VREG - VOTER REGISTRATION 21PE - PRE ELECTION PROCESSING $ $ 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 RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 8,085,499 36.9% Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED 1,818,854 $ 4,575,887 6,394,741 $ FY 2015 REVISED 861,153 3,750,002 4,611,155 $ $ FY 2015 FORECAST 861,153 $ 3,750,002 4,611,155 $ REVISED VS ADOPTED VAR % FY 2016 ADOPTED 861,153 $ 4,138,010 4,999,163 $ 464,778 $ 4,215,002 4,679,780 $ (396,375) 465,000 68,625 -46.0% 12.4% 1.5% 4,551 4,551 $ $ 203 203 $ $ 203 203 $ $ 1,280 1,280 $ $ 402 402 $ $ $ SUBTOTAL $ 6,330 6,330 $ $ 12,000 12,000 $ $ 12,000 12,000 $ $ 15,420 15,420 $ $ 7,000 7,000 $ $ (5,000) (5,000) -41.7% -41.7% $ $ 8,006 8,006 $ 5,500 6,006 11,506 $ $ 1,314 12,046 13,360 $ $ - $ 8,006 8,006 $ $ SUBTOTAL $ 5,173 10,060 15,233 $ 5,500 (2,000) 3,500 N/A -25.0% 43.7% ALL REVENUES $ 6,420,855 $ 4,631,364 $ 4,631,364 $ 5,029,223 $ 4,698,688 $ 67,324 1.5% TOTAL SOURCES $ 6,420,855 $ 4,631,364 $ 4,631,364 $ 5,029,223 $ 4,698,688 $ 67,324 1.5% FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 413 199 199 98.0% 98.0% Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2016 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 2015 ADOPTED FY 2014 ACTUAL FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED % VAR 2,320,757 $ 146,871 97,493 980,897 8,839 3,554,857 $ 2,339,939 $ 1,373,756 692,554 1,158,997 3,625 5,568,871 $ 2,373,368 $ 1,396,724 692,554 1,169,059 3,625 5,635,330 $ 2,387,086 $ 860,466 255,982 1,085,506 9,294 67,995 4,666,329 $ 2,433,592 $ 301,783 212,645 1,114,084 3,800 4,065,904 $ SUBTOTAL $ 3,519,744 $ 7,802 177,423 3,704,969 $ 879,940 $ 21,050 900,990 $ 879,940 $ 21,050 900,990 $ 580,005 $ 18,230 598,235 $ 454,345 $ 12,100 466,445 $ 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 $ ALL EXPENDITURES $ 3,606 $ 4,709,461 24,545 266,800 98,233 31,288 7,294 525,985 44,878 20 5,712,110 $ 12,971,936 $ 13,500 $ 12,847,264 208,022 101,988 82,294 75,100 31,400 1,974,890 32,300 15,366,758 $ 21,836,619 $ 13,500 $ 12,847,264 208,022 101,988 82,294 75,100 31,400 1,974,890 32,300 15,366,758 $ 21,903,078 $ 4,130 $ 10,546,398 170,641 3,433 77,041 59,999 21,566 1,913,080 68,044 12,864,332 $ 18,128,896 $ 7,000 $ 7,162,384 71,175 359,590 99,144 28,625 24,500 1,423,512 59,300 50,000 9,285,230 $ 13,817,579 $ 6,500 5,684,880 136,847 (257,602) (16,850) 46,475 6,900 551,378 (27,000) (50,000) 6,081,528 8,085,499 TOTAL USES $ 12,971,936 $ 21,836,619 $ 21,903,078 $ 18,128,896 $ 13,817,579 $ 8,085,499 SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ (60,224) 1,094,941 479,909 54,975 (175) 1,569,426 -2.5% 78.4% 69.3% 4.7% -4.8% N/A 27.8% 425,595 8,950 434,545 48.4% 42.5% N/A 48.2% 48.1% 44.2% 65.8% -252.6% -20.5% 61.9% 22.0% 27.9% -83.6% N/A 39.6% 36.9% 36.9% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING $ PRI/GEN ELEC CYCLE SPENDING FUND TOTAL SOURCES $ 248 ELECTIONS GRANTS OPERATING $ FUND TOTAL SOURCES $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 4,596,828 $ 4,596,828 $ 1,844,910 $ 1,925,301 3,770,211 $ 1,844,910 $ 1,925,301 3,770,211 $ 2,241,455 $ 1,925,301 4,166,756 $ 1,853,410 $ 2,375,000 4,228,410 $ 1,824,027 $ 1,824,027 $ 861,153 $ 861,153 $ 861,153 $ 861,153 $ 862,467 $ 862,467 $ 470,278 $ 470,278 $ 6,420,855 $ - $ 6,420,855 $ FY 2014 ACTUAL 2,706,063 $ 1,925,301 $ 4,631,364 $ FY 2015 ADOPTED 2,706,063 $ 1,925,301 $ 4,631,364 $ FY 2015 REVISED 3,103,922 $ 1,925,301 $ 5,029,223 $ FY 2015 FORECAST FUND TOTAL USES $ 8,732,908 $ 2,415,000 11,147,908 $ 8,894,320 $ 12,081,146 20,975,466 $ 8,960,779 $ 12,081,146 21,041,925 $ 7,589,678 $ 10,404,811 17,994,489 $ 9,018,145 $ 4,329,156 13,347,301 $ $ FUND TOTAL USES $ 1,824,028 $ 1,824,028 $ 861,153 $ 861,153 $ 861,153 $ 861,153 $ 134,407 $ 134,407 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 10,556,936 $ 2,415,000 $ 12,971,936 $ 9,755,473 $ 12,081,146 $ 21,836,619 $ 9,821,932 $ 12,081,146 $ 21,903,078 $ 7,724,085 $ 10,404,811 $ 18,128,896 $ 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 GRANTS OPERATING $ 414 8,500 449,699 458,199 0.5% 23.4% 12.2% (390,875) (390,875) -45.4% -45.4% 2,323,688 $ (382,375) -14.1% 2,375,000 $ 449,699 23.4% 4,698,688 $ 67,324 1.5% FY 2016 REVISED VS ADOPTED ADOPTED VAR % (57,366) 7,751,990 7,694,624 -0.6% 64.2% N/A 36.6% 470,278 $ 470,278 $ 390,875 390,875 45.4% 45.4% 9,488,423 $ 4,329,156 $ 13,817,579 $ 333,509 7,751,990 8,085,499 3.4% 64.2% 36.9% Maricopa County Annual Business Strategies FY 2016 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VAR % VARIANCE 20.00 3.00 23.00 20.00 3.00 23.00 19.00 3.00 22.00 19.00 4.00 23.00 20.00 3.00 23.00 1.00 1.00 5.3% 0.0% 4.5% 3.00 8.00 1.00 12.00 3.00 4.00 1.00 4.00 12.00 3.00 2.00 1.00 6.00 12.00 3.00 2.00 1.00 6.00 12.00 3.00 2.00 1.00 6.00 12.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 2.00 15.00 17.00 52.00 2.00 15.00 17.00 52.00 2.00 15.00 17.00 51.00 2.00 15.00 17.00 52.00 2.00 15.00 17.00 52.00 1.00 0.0% 0.0% 0.0% 2.0% 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 Legislative Analyst - County Office Assistant Office Assistant Specialized Operations/Program Manager Warehouse/Inventory Specialist Warehouse/Inventory Supervisor Department Total FY 2014 ADOPTED 2.00 2.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 21.00 8.00 1.00 1.00 1.00 52.00 FY 2015 ADOPTED 2.00 2.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 21.00 8.00 1.00 1.00 1.00 52.00 FY 2015 FY 2015 REVISED FORECAST 5.00 5.00 2.00 2.00 3.00 3.00 1.00 1.00 1.00 1.00 3.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 25.00 25.00 1.00 1.00 1.00 1.00 1.00 1.00 51.00 52.00 REVISED TO ADOPTED FY 2016 VAR % ADOPTED VARIANCE 0.0% 5.00 0.0% 2.00 0.0% 3.00 0.0% 1.00 1.00 0.0% N/A N/A 0.0% 2.00 1.00 0.0% 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 2.00 1.00 100.0% 1.00 0.0% 0.0% 1.00 N/A 0.0% 25.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 52.00 1.00 2.0% FY 2014 ADOPTED 52.00 52.00 FY 2015 ADOPTED 52.00 52.00 FY 2015 FY 2015 FORECAST REVISED 51.00 52.00 51.00 52.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 52.00 1.00 2.0% 52.00 1.00 2.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) Operating • Decrease Regular Benefits by $2,509 for the impact of the changes in retirement contribution rates. 415 Maricopa County Annual Business Strategies FY 2016 Adopted Budget • • Department Strategic Plans and Budgets Elections Increase Regular Benefits by $57,528 for the impact of the changes in health and dental premium rates. Decrease Internal Service Charges by $2,066 for the impact of changes in risk management charges. General Fund (100) PRI/GEN Election Cycle Spending • Carry Forward from FY 2015 to fund Presidential Preference Election $1,676,335. • Newly funded expenditures of $2,652,821 for General and Primary Elections. Elections Grants Fund (248) Operating • Decrease Grant Fund revenues by $390,875 based on decrease in grant sources. • Decrease Grant Fund expenditures by $390,875 to maintain structural balance. 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 2014 ACTUAL 6.2% 100.0% FY 2015 FY 2015 REVISED FORECAST 10.0% 3.6% 100.0% 100.0% FY 2016 ADOPTED 7.0% 100.0% REV VS ADOPTED VAR % (3.0%) -30.0% 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, which states the powers and duties, as well as the functions of the Elections Department. 416 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Output Demand Expenditure Ratio Revenue Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Fines levied as a percentage of active political 6.2% 10.0% 3.6% 7.0% (3.0%) -30.0% committees Number of candidates trained, precinct 833 1,500 7,731 1,000 (500) -33.3% committeemen processed and filings processed Number of candidate filings and active 1,313 1,825 8,949 1,500 (325) -17.8% committees Number of candidates running for office, 833 450 7,810 1,000 550 122.2% precinct committeemen processed and filings Cost per candidate trained $ 170.84 $ 100.49 $ 19.62 $ 150.54 $ (50.05) -49.8% 100 - GENERAL TOTAL SOURCES $ $ 8,848 8,848 $ $ 12,001 12,001 $ $ 15,735 15,735 $ $ 7,002 7,002 $ $ 100 - GENERAL TOTAL USES $ $ 142,309 142,309 $ $ 150,733 150,733 $ $ 151,645 151,645 $ $ 150,538 150,538 $ $ (4,999) (4,999) -41.7% -41.7% Expenditure 195 195 0.1% 0.1% Activity Narrative: The Campaign Finance reporting activity is tied to the Primary and General Elections held in the even numbered years. There is a budgeted decrease in activity for FY 2016 compared to FY 2015 Revised, because FY 2016 elections involve fewer individual candidates that need training. The FY 2016 budgeted revenues and expenditures decrease compared to FY 2015 Revised, corresponding to the decrease in activity. 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, which states 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 2014 ACTUAL 100.0% $ 336,180 336,180 2.77 100 - GENERAL TOTAL SOURCES $ $ 12,093 12,093 100 - GENERAL TOTAL USES $ $ 931,794 931,794 FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% $ 475,000 475,000 3.57 $ $ 204 204 $ 486,129 486,129 2.38 $ $ 8,810 8,810 FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 275,000 275,000 4.36 (200,000) (200,000) (0.80) -42.1% -42.1% -22.4% $ $ $ 304 304 $ $ 100 100 49.0% 49.0% $ 1,200,199 $ 1,200,199 $ $ 493,420 493,420 29.1% 29.1% Expenditure $ 1,693,619 $ 1,693,619 417 $ 1,158,792 $ 1,158,792 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2016 Adopted Budget Voter Registration Activity 600,000 Registrations 500,000 400,000 300,000 200,000 100,000 0 FY 14 Actual FY 15 Revised Demand FY 15 Forecast FY 16 Adopted Output Activity Narrative: The Presidential Preference in February of 2016 does not increase the voting public’s interest as much as local elections (FY 2015) and the Presidential Election (FY 2017), therefore a drop in registration activity is budgeted for FY 2016. The decrease in FY 2016 budgeted expenditures is primarily personnel services, postage and other services. 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 2014 ACTUAL 18.0% 88.7% 100.0% FY 2015 FY 2015 REVISED FORECAST 64.7% 64.7% 93.9% 84.4% 100.0% 100.0% FY 2016 ADOPTED 71.4% 83.5% 100.0% REV VS ADOPTED VAR % 6.7% 10.4% (10.4%) -11.1% 0.0% 0.0% Activities that comprise this program include: • Elections Processing • Post-Election Processing Elections Processing Activity The purpose of the Elections Processing Activity is to process ballots for voters to ensure the security of the ballot and to provide special processing for ballots not handled by the normal ballot tabulation process. Mandates: Titles 16 and 19 of the Arizona Revised Statutes, along with the Arizona State Constitution, which states the powers and duties, as well as the functions of the Elections Department. 418 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 18.0% 64.7% 64.7% 71.4% 6.7% 10.4% 166,185 1,833,250 2,435,599 1,750,000 (83,250) -4.5% 925,089 3,095,000 2,265,213 1,750,000 (1,345,000) -43.5% $ 62.81 $ 9.53 $ 6.13 $ 5.63 $ 3.90 40.9% 100 - GENERAL 248 - ELECTIONS GRANTS TOTAL SOURCES $ 4,575,887 391,388 $ 4,967,275 $ 3,758,004 861,153 $ 4,619,157 $ 4,142,211 225,666 $ 4,367,877 $ 4,221,104 470,278 $ 4,691,382 $ 100 - GENERAL 248 - ELECTIONS GRANTS TOTAL USES $ 8,614,491 1,824,028 $ 10,438,519 $ 16,616,252 861,153 $ 17,477,405 $ 14,789,779 134,407 $ 14,924,186 $ 9,387,793 470,278 $ 9,858,071 $ 7,228,459 390,875 $ 7,619,334 $ 463,100 (390,875) 72,225 12.3% -45.4% 1.6% Expenditure 43.5% 45.4% 43.6% Activity Narrative: FY 2016 includes a potential Presidential Preference Election in February 2016 as well as jurisdictional elections in August and November of 2015, and March or May of 2016. These costs are driven by several factors: the number of registered voters (estimating 2,000,000); the number and type of elections to be held; the effect of popular programs, such as the permanent early list (estimating 1,300,000). The projections are based on the Presidential Preference actually being held. With the current office of President meeting its term limitation, both major political parties may have a heavily contested race, which could spark increased voter interest. FY 2016 budgeted revenues increased because the number of elections has increased. FY 2016 budgeted expenditures decreased because the composition of the elections changes in FY 2016. FY 2016 elections have less candidates seeking election. Because there are fewer candidates, the number of ballots decreases. The drop in ballots causes decreases in personnel services, supply costs and printing. Post-Election Processing Activity The purpose of the Post-Election Processing Activity is to provide tabulation and data services to the County, State, and underlying jurisdictions so they can be assured that they are accurately and quickly informed of election results. Mandates: Titles 16 and 19 of the Arizona Revised Statutes, along with the Arizona State Constitution, which states 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 2014 ACTUAL 88.7% 100.0% FY 2015 FY 2015 REVISED FORECAST 84.4% 93.9% 100.0% 100.0% FY 2016 ADOPTED 83.5% 100.0% REV VS ADOPTED VAR % (10.4%) -11.1% 0.0% 0.0% 4,001 166,185 4,001 70,000 1,833,250 70,000 54,785 83,035 54,785 50,000 875,000 50,000 (20,000) (958,250) (20,000) -28.6% -52.3% -28.6% 4,001 1,833,250 83,035 875,000 (958,250) -52.3% $ 87.42 $ 18.43 $ 12.39 $ 26.31 $ (7.88) -42.8% $ 2.10 $ 0.70 $ 8.18 $ 1.50 $ (0.80) -113.7% $ $ 349,763 349,763 $ 1,289,793 $ 1,289,793 $ $ 678,831 678,831 $ 1,315,474 $ 1,315,474 $ $ (25,681) (25,681) -2.0% -2.0% Activity Narrative: FY 2016 budgeted expenditures increased due to an increase in the number of elections, specifically in rent and operating leases for polling places. 419 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan 1,844,910 $ 66,459 $ 65,279 1,180 - $ 8,960,779 $ 1,844,910 $ 4,413 $ 209 4,204 - $ 8,965,192 $ 1,844,910 $ (2,509) $ (2,509) (2,066) $ (2,066) - $ - $ - 8,500 8,500 $ 8,960,617 $ -0.1% 1,853,410 0.5% $ 57,528 $ 57,528 - $ 9,018,145 $ 0.6% 1,853,410 0.5% C-49-15-002-2-00 C-49-15-012-2-00 Agenda Item: C-49-15-012-2-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec 8,894,320 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: $ $ (2,066) FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue PRI/GEN ELEC CYCLE SPENDING FY 2015 Adopted Budget $ 12,081,146 $ 1,925,301 FY 2015 Revised Budget $ 12,081,146 $ 1,925,301 $ (12,081,146) $ (12,081,146) (1,925,301) (1,925,301) $ - $ - $ 1,676,335 $ 1,676,335 - $ 2,652,821 $ 2,652,821 2,375,000 2,375,000 $ 4,329,156 $ 2,375,000 Adjustments: Other Mandates Primary and General Elections Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward To Fund Presidential Preference Election Other Mandates To Fund Presidential Preference Election Agenda Item: $ FY 2016 Adopted Budget 420 1,676,335 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Elections Elections Grant Fund (248) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 861,153 $ 861,153 FY 2015 Revised Budget $ 861,153 $ 861,153 FY 2016 Baseline Budget $ 861,153 $ 861,153 $ (390,875) $ (390,875) (390,875) (390,875) $ 470,278 $ -45.4% 470,278 -45.4% Adjustments: Grants Help America Vote Grant Agenda Item: C-21-09-004-G-00 FY 2016 Adopted Budget Percent Change from Baseline Amount Elections Grant Fund (248) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ - $ 961,325 $ 961,325 $ - $ 728,060 Sources: Operating Total Sources: $ $ 1,824,027 1,824,027 $ $ 861,153 861,153 $ $ 861,153 861,153 $ $ 862,467 862,467 $ $ 470,278 470,278 Uses: Operating Total Uses: $ $ 1,824,028 1,824,028 $ $ 861,153 861,153 $ $ 861,153 861,153 $ $ 134,407 134,407 $ $ 470,278 470,278 Structural Balance $ (1) $ - $ - $ 728,060 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ $ 961,325 961,325 $ $ 961,325 961,325 $ $ 728,060 728,060 $ $ 728,060 728,060 421 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Analysis by Alice Kirk, Management and Budget Analyst Summary Mission The Mission of Emergency Management is to provide planning, coordination, continuity of government, and community-wide education to the people of Maricopa County so they can live safer and experience minimal loss to property and the environment in the event of a major emergency. Vision We will be a 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 June 2016, 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: Emergency Management currently uses several means of communication to notify the public in the event of a disaster which include Emergency Alert System, Reverse 911, Social Media, Amber Alert, and Emergency Management’s own NXT software. Using these channels will allow Emergency Management to achieve this strategic goal. Currently, Emergency Management has made 39 notifications to their partners and have achieved 100% success rate by utilizing the channels mentioned above. Safe Communities By June 2016 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 2015 the Emergency Operation Center was utilized in three separate real event flooding activations. Various cities and towns including Phoenix, Mesa, Gilbert, Chandler, Goodyear, Peoria, Glendale, Tempe, Cave Creek, and Scottsdale were also involved in these activations. Emergency Management is also participating in a hostile action based exercise which includes the City of Buckeye. Emergency Management has provided reviews and updates of emergency plans to eight cities and towns and will continue to review municipal emergency plans and reviews while holding emergency exercises for those reviews for 2015. 422 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 FORECAST FY 2015 REVISED FY 2015 ADOPTED REVISED VS ADOPTED % VAR FY 2016 ADOPTED -5.8% -5.8% PLAN - PLANNING 15PR - PREPAREDNESS $ $ 1,565,553 $ 1,565,553 $ 1,615,805 $ 1,615,805 $ 1,800,027 $ 1,800,027 $ 1,562,853 $ 1,562,853 $ 1,696,323 $ 1,696,323 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ (106,659) $ (106,659) $ - $ - $ - $ - $ 237,174 $ 237,174 $ - $ - $ TOTAL PROGRAMS $ 1,458,894 $ 1,615,805 $ 1,800,027 $ 1,800,027 $ 1,696,323 $ (103,704) -5.8% PLAN - PLANNING 15PR - PREPAREDNESS $ $ 1,299,004 $ 1,299,004 $ 1,572,991 $ 1,572,991 $ 1,813,537 $ 1,813,537 $ 1,755,334 $ 1,755,334 $ 1,764,690 $ 1,764,690 $ 48,847 48,847 2.7% 2.7% EMER - EMERGENCY OPERATIONS MGMT 15RR - RESPONSE AND RECOVERY $ $ 82,155 $ 82,155 $ 98,836 $ 98,836 $ 58,261 $ 58,261 $ 84,064 $ 84,064 $ 92,487 $ 92,487 $ (34,226) (34,226) -58.7% -58.7% ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ - $ - $ 27,609 $ 27,609 $ 18,509 $ 18,509 $ 27,609 $ 27,609 $ - $ 28,494 28,494 $ 18,509 (28,494) (9,985) 100.0% N/A -53.9% CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 97,990 $ 3,611 101,601 $ 103,988 $ 66,298 3,719 174,005 $ 103,988 $ 66,298 3,719 174,005 $ 103,988 $ 27,625 3,726 135,339 $ 107,762 $ 69,061 3,761 180,584 $ (3,774) (2,763) (42) (6,579) -3.6% -4.2% N/A -1.1% -3.8% TOTAL PROGRAMS $ 1,482,760 $ 1,873,441 $ 2,064,312 $ 2,002,346 $ 2,066,255 $ (1,943) -0.1% (103,704) (103,704) - N/A N/A USES $ Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2014 ACTUAL $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS FY 2015 ADOPTED $ $ 1,414,708 1,414,708 $ $ 202,433 $ 202,433 $ 201,097 201,097 $ $ 1,256,239 1,256,239 $ SUBTOTAL $ 222 222 $ $ ALL REVENUES $ 1,458,894 $ TOTAL SOURCES $ 1,458,894 $ FY 2015 FORECAST FY 2015 REVISED 1,588,930 1,588,930 $ $ 211,097 $ 211,097 $ 1,587,542 1,587,542 FY 2016 ADOPTED $ $ REVISED VS ADOPTED VAR % 1,477,972 $ 1,477,972 $ (110,958) (110,958) -7.0% -7.0% 210,766 $ 210,766 $ 218,351 218,351 $ $ 7,254 7,254 3.4% 3.4% - $ $ - N/A N/A - $ - $ - $ $ 1,719 1,719 $ $ 1,615,805 $ 1,800,027 $ 1,800,027 $ 1,696,323 $ (103,704) -5.8% 1,615,805 $ 1,800,027 $ 1,800,027 $ 1,696,323 $ (103,704) -5.8% 423 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VAR % FY 2016 ADOPTED 680,442 $ 2,846 238,246 8,504 (59,151) 228,707 1,099,594 $ 798,173 $ 290,156 37,609 (37,517) 213,025 1,301,446 $ 875,131 $ 313,924 132,731 (37,517) 213,025 1,497,294 $ 796,913 $ 4,511 284,621 141,051 (48,158) 199,283 1,378,221 $ 939,321 $ 4,500 356,060 15,142 (69,602) 269,477 1,514,898 $ (64,190) (4,500) (42,136) 117,589 32,085 (56,452) (17,604) -7.3% N/A -13.4% 88.6% 85.5% -26.5% -1.2% SUBTOTAL $ 30,209 $ 278 9,395 19,096 58,978 $ 101,708 $ 1,000 14,620 117,328 $ 78,791 $ 1,000 14,620 94,411 $ 140,219 $ 1,417 23,484 165,120 $ 23,267 $ 1,000 25,576 49,843 $ 55,524 (10,956) 44,568 70.5% N/A 0.0% -74.9% 47.2% 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 $ 8,837 $ 597 30,784 200,371 4,529 1,720 535 117 34,893 282,383 $ 165,521 $ 3,076 29,351 198,378 23,400 7,100 704 (8,240) 35,377 454,667 $ 172,276 $ 3,076 29,351 198,378 23,400 7,100 704 (8,240) 35,377 461,422 $ 183,082 $ 1,280 33,214 194,488 22,062 5,300 392 53 19,134 459,005 $ 214,892 $ 4,500 30,032 219,513 18,500 5,500 500 (8,635) 16,712 501,514 $ (42,616) (1,424) (681) (21,135) 4,900 1,600 204 395 18,665 (40,092) -24.7% -46.3% -2.3% -10.7% 20.9% 22.5% 29.0% N/A 4.8% 52.8% -8.7% SUBTOTAL $ 41,805 41,805 $ - $ - $ - $ - $ ALL EXPENDITURES $ 1,482,760 $ 1,873,441 $ 2,053,127 $ 2,002,346 $ 2,066,255 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ - $ - $ - $ 11,185 $ 11,185 $ - $ - $ - $ - $ TOTAL USES $ 1,482,760 $ 1,873,441 $ 2,064,312 $ 2,002,346 $ 2,066,255 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0806 - SUPPLIES-ALLOCATION IN $ CAPITAL 0956 - CAPITAL-ALLOCATION IN (13,128) 11,185 11,185 (1,943) N/A N/A -0.6% 100.0% 100.0% -0.1% Sources and Uses by Fund and Function FY 2014 ACTUAL FUND / FUNCTION CLASS 207 PALO VERDE OPERATING $ FUND TOTAL SOURCES $ 215 EMERGENCY MANAGEMENT OPERATING $ NON RECURRING NON PROJECT FUND TOTAL SOURCES $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 666,139 $ 666,139 $ 756,264 $ 756,264 $ 756,264 $ 756,264 $ 756,264 $ 756,264 $ 682,808 $ 682,808 $ (73,456) (73,456) -9.7% -9.7% 792,755 $ 792,755 $ 839,541 $ 20,000 859,541 $ 943,763 $ 100,000 1,043,763 $ 943,763 $ 100,000 1,043,763 $ 963,826 $ 49,689 1,013,515 $ 20,063 (50,311) (30,248) 2.1% -50.3% -2.9% 1,458,894 $ - $ 1,458,894 $ FY 2014 ACTUAL 1,595,805 $ 20,000 $ 1,615,805 $ FY 2015 ADOPTED 1,700,027 $ 100,000 $ 1,800,027 $ FY 2015 REVISED 1,700,027 $ 100,000 $ 1,800,027 $ FY 2015 FORECAST $ FUND TOTAL USES $ 209,146 $ 209,146 $ 242,187 $ 242,187 $ 248,836 $ 248,836 $ 244,097 $ 244,097 $ 250,989 $ 250,989 $ (2,153) (2,153) -0.9% -0.9% $ 507,626 $ 33,773 541,399 $ 756,264 $ 756,264 $ 756,264 $ 756,264 $ 718,451 $ 718,451 $ 682,808 $ 78,031 760,839 $ 73,456 (78,031) (4,575) 9.7% N/A -0.6% FUND TOTAL USES $ 725,916 $ 6,299 732,215 $ 839,541 $ 35,449 874,990 $ 943,763 $ 115,449 1,059,212 $ 924,614 $ 115,184 1,039,798 $ 963,826 $ 90,601 1,054,427 $ (20,063) 24,848 4,785 -2.1% 21.5% 0.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,442,688 $ 40,072 $ 1,482,760 $ 1,837,992 $ 35,449 $ 1,873,441 $ 1,948,863 $ 115,449 $ 2,064,312 $ 1,887,162 $ 115,184 $ 2,002,346 $ 1,897,623 $ 168,632 $ 2,066,255 $ 51,240 (53,183) (1,943) 2.6% -46.1% -0.1% 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 $ 424 1,646,634 $ (53,393) -3.1% 49,689 $ (50,311) -50.3% 1,696,323 $ (103,704) -5.8% FY 2016 REVISED VS ADOPTED ADOPTED VAR % Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Emergency Management Staffing by Program and Activity PROGRAM/ACTIVITY PREPAREDNESS PLANNING PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 ADOPTED 14.50 14.50 14.50 FY 2015 ADOPTED 14.50 14.50 14.50 FY 2015 REVISED 17.00 17.00 17.00 FY 2015 FORECAST 16.50 16.50 16.50 FY 2016 ADOPTED 16.50 16.50 16.50 REVISED TO ADOPTED VARIANCE VAR % (.50) (.50) (.50) (2.9%) (2.9%) (2.9%) 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 Intern Management Assistant Office Assistant Office Assistant Specialized Programmer/Analyst Department Total FY 2014 ADOPTED FY 2015 ADOPTED 1.00 6.50 3.00 1.00 1.00 1.00 1.00 14.50 1.00 6.50 3.00 1.00 1.00 1.00 1.00 14.50 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 1.00 1.00 7.00 6.50 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 17.00 16.50 FY 2014 ADOPTED 2.00 5.00 7.50 14.50 FY 2015 ADOPTED 2.00 5.00 7.50 14.50 FY 2015 FY 2015 FORECAST REVISED 2.00 2.00 6.00 6.00 8.50 9.00 17.00 16.50 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% 7.50 .50 7.1% 1.00 0.0% 2.00 0.0% N/A (1.00) (100.0%) 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 16.50 (.50) (2.9% ) FY 2016 REVISED TO ADOPTED VARIANCE VAR % ADOPTED 0.0% 2.00 0.0% 6.00 (.50) (5.6%) 8.50 16.50 (.50) (2.9% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL 207 PALO VERDE EMERGENCY MANAGEMENT 215 Department Total General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) Operating • Decrease Regular Benefits by $108 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $2,256 for the impact of the changes in health and dental premium rates. • Increase Internal Service Charges by $5 for the impact of the changes in risk management charges. Palo Verde Fund (207) Operating • Decrease Regular Benefits by $340 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $13 for the impact of the changes in risk management charges. • Decrease Revenue by $73,456 for reduced incoming grant revenue. Palo Verde Fund (207) Non Recurring • Budget supplies allocation in and other services of $78,031 for an audio visual display in building, 4G upgrade to building-run fiber, and IT refresh of laptops and desktops. 425 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Fund (215) Operating • Decrease Regular Benefits by $486 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $20 for the impact of the changes in risk management charges. • Increase Revenue by $124,285 for increased incoming grant revenue. Emergency Management Fund (215) Non Recurring • Budget personal services allocation in and other services of $90,601 for fuel reductions projects, firewise community projects, and internal audit of these projects. • Budget revenue of $49,689 for Bureau of Land Management Grant. 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 79.5% 100.0% 100.0% 100.0% 0.0% 0.0% 72.0% 64.2% 64.2% 69.0% 4.8% 7.5% 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. 426 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Result Output Output Output Output Demand Demand Demand Demand Expenditure Ratio Revenue REV VS ADOPTED Measure FY 2014 FY 2015 FY 2015 FY 2016 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of items evaluated in Palo Verde N/A 100.0% 100.0% 100.0% 0.0% 0.0% Nuclear Generating Station (PVNGS) exercise that meet or exceed Federal Emergency Management Agency (FEMA) standards. 79.5% Percent of cities, towns, tribes, fire districts, and 100.0% 100.0% 100.0% 0.0% 0.0% 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 72.0% 64.2% 64.2% 69.0% 4.8% 7.5% a 72 hour personal or family preparedness plan to ensure their self sufficiency as measured in the Maricopa County Customer Satisfaction Survey. Number of cities and towns. 24 24 24 24 0.0% Number of County, public and private sector 12 16 19 16 0.0% exercises and training sessions supported (excludes cities and towns). Total number of items to be evaluated for Palo 16 16 16 16 0.0% Verde Nuclear Generating Station (PVNGS). 2 Total number of Palo Verde Nuclear Generating 7 7 8 1 14.3% Station Exercises conducted. Number of city/town exercises requested to be 9 24 19 24 0.0% conducted, supported or participated in. Number of Palo Verde Nuclear Generating 2 5 5 7 2 40.0% Station exercises required to be conducted during the year by Federal Emergency Management Agency (FEMA). Total number of plan reviews requested. 109 100 75 100 0.0% Number of city/town training sessions requested 24 20 17 24 4 20.0% to be conducted and/or supported. Total Activity expenditure per exercise or $ 108,250.33 $ 113,346.06 $ 92,386.00 $ 110,293.13 $ 3,052.94 2.7% training session. 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL SOURCES $ 666,139 899,414 $ 1,565,553 756,264 1,043,763 $ 1,800,027 756,264 806,589 $ 1,562,853 682,808 1,013,515 $ 1,696,323 $ 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES 149,416 474,372 675,216 $ 1,299,004 $ $ $ $ $ $ $ $ (73,456) (30,248) (103,704) -9.7% -2.9% -5.8% 4,973 45,821 (1,947) 48,847 2.2% 7.1% -0.2% 2.7% Expenditure $ 221,438 649,034 943,065 $ 1,813,537 212,479 605,922 936,933 $ 1,755,334 216,465 603,213 945,012 $ 1,764,690 $ Activity Narrative: In FY 2016, Emergency Management 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 increase in the number of city and town training sessions requested to be conducted is due to Emergency Management striving to conduct more sessions with cities and towns. 427 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% N/A 100.0% FY 2016 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Emergency Operations Management Emergency Operations Management Activity The purpose of the Emergency Operations Management Activity is to provide notifications and resources to public and private entities, and residents of Maricopa County so they can obtain the knowledge needed to respond to an actual emergency. Mandates: A.R.S. §26-308 establishes that each county and incorporated city and town of the state shall establish and provide for emergency management within its jurisdiction in accordance with state emergency plans and programs. Measure Type Result Result Output Output Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of emergency notifications made within 15 minutes of decision. Percent of EOC activations utilizing electronic EOC management tool. Number of total days in which 24-hour-a-day response and recovery function capable of responding within 15 minutes are maintained. Number of emergency notifications made within 15 minutes of decision. Number of emergency notifications made. Number of county/cities/towns EOC activations. Number of emergency notifications required. Total activity expenditure per notification. 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES FY 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% N/A $ $ $ 100.0% FY 2016 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 0.0% 0.0% 365 365 365 366 1 41 50 63 30 (20) -40.0% 41 N/A 50 3 63 13 30 12 (20) 9 -40.0% 300.0% (20) (1,917.68) -40.0% -164.6% 41 2,003.78 58,493 23,662 82,155 $ $ $ 50 1,165.22 944 46,767 10,550 58,261 $ $ $ 63 1,334.35 18,024 55,791 10,249 84,064 $ $ $ 30 3,082.90 14,500 74,237 3,750 92,487 $ $ $ 0.3% (13,556) -1436.0% (27,470) -58.7% 6,800 64.5% (34,226) -58.7% Activity Narrative: The FY 2016 budget supports the Department in meeting 100% of the demand. For FY 2016, the Department has redefined the notifications that should be made causing a decrease in the number of emergency notifications made. The increase in expenditures is due to additional emergency training exercises for Palo Verde. 428 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 242,187 $ - $ 6,649 $ 6,649 - FY 2015 Revised Budget $ 248,836 $ - FY 2016 Baseline Budget $ 248,836 $ - $ (108) $ (108) 5 $ 5 - $ 248,733 $ 0.0% - $ 2,256 $ 2,256 - $ 250,989 $ 0.9% - Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges Agenda Item: C-49-15-002-2-00 Agenda Item: $ $ FY 2016 Tentative Budget 5 Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 429 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Emergency Management Palo Verde Fund (207) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 756,264 $ 756,264 FY 2015 Revised Budget $ 756,264 $ 756,264 FY 2016 Baseline Budget $ 756,264 $ 756,264 $ (340) $ (340) 13 $ 13 - Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges Grants Grant Reconciliation Agenda Item: $ $ 13 FY 2016 Adopted Budget Percent Change from Baseline Amount $ (73,129) $ (73,129) (73,456) (73,456) $ 682,808 $ -9.7% 682,808 -9.7% Revenue Expenditures NON RECURRING NON PROJECT FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - Adjustments: Information and Communications Technology Other IT Non Recurring Audio Visual Display Replacement Building-run Fiber 4G Upgrade Non Recurring Non Recurring Carry Forward IT Laptops and Desk top Refresh Agenda Item: $ $ FY 2016 Adopted Budget 430 60,000 - $ 18,031 $ 18,031 - $ 78,031 $ - 10,000 50,000 18,031 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Emergency Management Palo Verde Fund (207) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 497,289 $ 508,121 $ 508,121 $ 622,037 $ 659,850 Sources: Operating Total Sources: $ $ 666,139 666,139 $ $ 756,264 756,264 $ $ 756,264 756,264 $ $ 756,264 756,264 $ $ 682,808 682,808 $ $ $ $ 718,451 718,451 $ $ 756,264 756,264 $ $ 756,264 756,264 $ 682,808 78,031 760,839 Uses: Operating Non-Recurring Total Uses: $ 507,626 33,773 541,399 Structural Balance $ 158,513 $ - $ - $ 37,813 $ - Accounting Adjustments $ 8 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 622,037 622,037 $ $ 508,121 508,121 $ $ 508,121 508,121 $ $ 659,850 659,850 $ $ 581,819 581,819 431 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Fund (215) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Grants Emergency Mgmt - Performance Grant FY14 Intergovernmental Agreements Maricopa Community College District IGA 839,541 $ 94,222 $ 94,222 10,000 $ 10,000 94,222 94,222 10,000 10,000 $ 943,763 $ 943,763 $ (94,222) $ (94,222) (10,000) $ (10,000) (94,222) (94,222) (10,000) (10,000) $ 839,541 $ 839,541 $ (486) $ (486) 486 $ 466 20 - 114,285 $ 94,222 20,063 10,000 $ 10,000 114,285 94,222 20,063 10,000 10,000 963,826 $ 14.8% 963,826 14.8% C-15-15-001-G-00 $ C-15-14-010-3-00 Agenda Item: C-15-15-001-G-00 $ C-15-14-010-3-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Increase Risk Management Charges Grants Emergency Mgmt - Performance Grant FY14 Grant Reconciliation Intergovernmental Agreements Maricopa Community College District IGA 839,541 $ Agenda Item: FY 2015 Revised Budget Adjustments: Grants Emergency Mgmt - Performance Grant FY14 Intergovernmental Agreements Maricopa Community College District IGA $ Agenda Item: $ $ 20 $ C-15-15-001-G-00 $ C-15-14-010-3-00 FY 2016 Adopted Budget Percent Change from Baseline Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget Adjustments: Grants Maricopa County Mitigation Plan 35,449 $ 20,000 $ 80,000 $ 80,000 80,000 80,000 $ 115,449 $ 100,000 $ $ (15,449) $ (15,449) (100,000) $ (80,000) (20,000) (100,000) (80,000) (20,000) $ - $ - $ 90,601 $ 90,601 49,689 49,689 $ 90,601 $ 49,689 Agenda Item: C-15-14-011-G-00 FY 2015 Revised Budget Adjustments: Base Adjustments Other Base Adjustments Grants Maricopa County Mitigation Plan Grant Reconciliation $ Agenda Item: C-15-14-011-G-00 FY 2016 Baseline Budget Adjustments: Agenda Item: Grants Grant Reconciliation BLM - Fuel Reduction Projects Grant Firewise Community Projects Grant Internal Audit on Fuel Reduction and Firewise Community Grants FY 2016 Adopted Budget 432 $ 49,689 39,859 1,053 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Fund (215) Fund Balance Summary FY 2014 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2015 ADOPTED $ (43,285) $ (51,513) $ $ 792,755 792,755 839,541 20,000 859,541 $ $ 725,916 6,299 732,215 Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance FY 2015 REVISED $ $ $ $ 839,541 35,449 874,990 66,839 $ $ 2 $ $ 17,257 17,257 $ $ $ $ $ $ (51,513) $ 943,763 100,000 1,043,763 $ 943,763 115,449 1,059,212 - $ - $ - $ (66,962) (66,962) $ $ FY 2015 FORECAST $ $ FY 2016 ADOPTED 17,257 $ 21,222 943,763 100,000 1,043,763 $ 963,826 49,689 1,013,515 $ $ 924,614 115,184 1,039,798 $ 963,826 90,601 1,054,427 - $ 19,149 $ - - $ - $ - - $ (66,962) (66,962) $ 21,222 21,222 $ $ $ $ (19,690) (19,690) 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. 433 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Employee Benefits and Health Analysis by Zachary Wolfe, Senior 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 2016, 51% or more of eligible people with HIV/AIDS will enter and remain in medical care, an increase of 10% from FY 2011. Status: HIV Surveillance data reported in 2014 demonstrates that 73% of Ryan White Part A clients are being retained in care, which exceeds the goal for 2015. According to FY 2014 data, 73% 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. 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 increased to 76% from 55% in 2013. Status: In 2014, 73% 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. Ryan White staff have been collaborating with other agencies and contracted providers to educate program participants about the new options 434 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health for health coverage while assisting in the enrollment process. The Department expects to meet the target goal of 76% in FY 2016. Safe Communities By 2017, 45% of benefit-covered County employees and dependents will complete annual Well Adult and Well Child examinations. Status: These data are not currently available from the medical benefit vendors. This goal will be reevaluated for FY 2017. 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: These data are not currently available from the medical benefit vendors. This goal will be reevaluated for FY 2017. 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: In FY 2015, rates decreased slightly by 0.9% by increasing medical vendor options at the Preferred Provider Organization (PPO) tier level. Savings were not realized in FY 2016, as total premiums increased by 9.4%. This was necessary as medical and pharmacy benefit plans were paying out more in claims than receiving in revenue. Therefore, Employee Benefits restructured the medical plans and increased all medical plan premiums in FY 2016. Furthermore, the Department adjusted deductibles and out-of-pocket maximums in the High Deductible Health Plan to address the increasing structural deficit for this health plan. 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 maintained constant at 77% in 2014. The Department expects to improve upon this measure in FY 2016 with the new wellness vendor contracted. This vendor provides individualized wellness plans, educational materials and a new interactive approach to wellness. 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 on 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 2014, biometric screening data indicated that 53% of employees met this goal measure, an increase of 3 percentage points from the previous fiscal year. In 435 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health 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. Additionally, a new wellness vendor was contracted at the end of FY 2015 which will provide staff an online portal to manage wellness activities. These shifts in programming are expected to increase participation and results for the wellness program. 436 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % OTHR - EMP VOL INSURANCE BENEFITS 39EB - EMP BENEFITS AND WELLNESS $ $ 911,880 $ 911,880 $ 834,751 $ 834,751 $ 834,751 $ 834,751 $ 684,511 $ 684,511 $ 683,838 $ 683,838 $ (150,913) (150,913) -18.1% -18.1% 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 $ $ 1,551,461 $ 99,621,478 14,360,483 9,956,946 1,699,460 127,189,828 $ 1,657,641 $ 101,551,206 14,201,476 9,947,269 1,706,262 129,063,854 $ 1,657,641 $ 101,551,206 14,201,476 9,947,269 1,706,262 129,063,854 $ 1,619,905 $ 102,150,094 13,197,364 9,860,837 1,735,717 128,563,917 $ 1,687,810 $ 113,629,367 17,726,124 9,459,639 1,735,553 144,238,493 $ 30,169 12,078,161 3,524,648 (487,630) 29,291 15,174,639 1.8% 11.9% 24.8% -4.9% 1.7% 11.8% EMPA - EMP SHRT TRM COUNS AND REF 39HW - EMPLOYEE HEALTH AND WELLNESS $ $ 391,164 $ 391,164 $ 400,320 $ 400,320 $ 400,320 $ 400,320 $ 406,845 $ 406,845 $ 420,963 $ 420,963 $ CORE - RYAN WHITE PT A CORE MED SVCS NMSS - RYAN WHITE PT A NON MED SVCS RWPC - RYAN WHITE PLNG COUNCIL SUPP 39RW - RYAN WHITE HIV AIDS PART A $ 5,472,688 $ 817,541 186,068 6,476,297 $ 6,262,523 $ 883,436 177,620 7,323,579 $ 5,964,344 $ 1,213,435 145,800 7,323,579 $ 5,257,766 $ 1,249,299 135,890 6,642,955 $ 4,215,197 $ 3,071,271 2,514,304 9,800,772 $ 4,215,197 $ 3,071,271 2,514,304 9,800,772 $ $ $ 20,643 20,643 5.2% 5.2% 6,180,626 $ 1,608,815 145,686 7,935,127 $ 216,282 395,380 (114) 611,548 3.6% 32.6% -0.1% 8.4% 4,610,904 $ 3,052,046 2,619,021 10,281,971 $ 4,414,528 $ 3,071,271 2,776,741 10,262,540 $ 199,331 262,437 461,768 4.7% 0.0% 10.4% 4.7% FIBP - EMP LIFE INSURANCE BENEFITS FSAA - EMP FLEXIBLE SPENDING ACCOUNTS STDS - EMP SHORT TERM DISABILITY INS 39VB - VOLUNTARY AND OTHER BENEFITS $ 4,326,389 $ 3,137,123 2,049,925 9,513,437 $ ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 8,001,032 $ 8,001,032 $ 4,477,146 $ 4,477,146 $ 4,477,146 $ 4,477,146 $ 4,562,164 $ 4,562,164 $ 4,562,164 $ 4,562,164 $ 85,018 85,018 1.9% 1.9% TOTAL PROGRAMS $ 152,483,638 $ 151,900,422 $ 151,900,422 $ 151,142,363 $ 168,103,125 $ 16,202,703 10.7% USES BCAS - BENEFITS CUSTOMER ASSISTANCE 39BW - BENEFITS AND WELLNESS SUPPORT $ $ 484,433 $ 484,433 $ 786,701 $ 786,701 $ 785,363 $ 785,363 $ 697,747 $ 697,747 $ 690,903 $ 690,903 $ 94,460 94,460 12.0% 12.0% OTHR - EMP VOL INSURANCE BENEFITS 39EB - EMP BENEFITS AND WELLNESS $ $ 914,322 $ 914,322 $ 834,751 $ 834,751 $ 834,751 $ 834,751 $ 684,511 $ 684,511 $ 683,838 $ 683,838 $ 150,913 150,913 18.1% 18.1% 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 $ 1,451,239 $ 111,468,935 16,020,880 9,450,462 1,333,105 139,724,621 $ 1,797,391 $ 110,872,497 15,043,817 9,947,269 1,706,262 139,367,236 $ 1,797,391 $ 110,872,497 15,043,817 9,947,269 1,706,262 139,367,236 $ 1,599,751 $ 114,227,353 18,176,025 9,739,700 1,388,213 145,131,042 $ 1,760,590 $ 119,149,984 18,323,392 9,459,639 1,735,553 150,429,158 $ 36,801 (8,277,487) (3,279,575) 487,630 (29,291) (11,061,922) 2.0% -7.5% -21.8% 4.9% -1.7% -7.9% 389,819 $ 172,251 372,827 44,429 421,805 41,715 1,442,846 $ 400,320 $ 249,459 596,722 62,209 754,207 59,316 2,122,233 $ 400,320 $ 234,816 600,039 63,802 763,109 60,147 2,122,233 $ 406,845 $ 182,007 583,626 49,547 220,547 62,792 1,505,364 $ 420,963 $ 181,681 313,751 60,825 1,573,482 43,176 2,593,878 $ (20,643) 53,135 286,288 2,977 (810,373) 16,971 (471,645) -5.2% 22.6% 47.7% 4.7% -106.2% 28.2% -22.2% 5,154,758 $ 878,289 230,948 6,263,995 $ 6,262,820 $ 883,436 177,323 7,323,579 $ 5,964,344 $ 1,213,435 145,800 7,323,579 $ 5,257,766 $ 1,249,299 135,890 6,642,955 $ 6,082,730 $ 1,596,407 133,273 7,812,410 $ (118,386) (382,972) 12,527 (488,831) -2.0% -31.6% 8.6% -6.7% 4,329,506 $ 3,136,393 2,883,636 10,349,535 $ 4,215,197 $ 3,071,271 2,914,304 10,200,772 $ 4,215,197 $ 3,071,271 2,914,304 10,200,772 $ 4,610,904 $ 3,039,234 2,977,340 10,627,478 $ 4,414,528 $ 3,071,271 2,776,741 10,262,540 $ (199,331) 137,563 (61,768) -4.7% 0.0% 4.7% -0.6% 1,744,250 $ 16,330 3,818,134 25,000 5,603,714 $ 1,809,198 $ 18,318 408,297 124,103 2,359,916 $ 1,817,321 $ 18,318 421,449 112,298 2,369,386 $ 1,781,028 $ 18,258 418,606 56,670 30,000 2,304,562 $ 1,738,572 $ 18,257 418,984 127,772 2,303,585 $ 78,749 61 2,465 (15,474) 65,801 4.3% 0.3% 0.6% -13.8% N/A 2.8% $ 235,915 $ 7,452 243,367 $ 243,708 $ 13,680 10,747 268,135 $ 243,708 $ 13,680 10,747 268,135 $ 243,702 $ 14,785 11,210 269,697 $ 362,816 $ 19,380 10,947 393,143 $ (119,108) (5,700) (200) (125,008) -48.9% -41.7% N/A -1.9% -46.6% TOTAL PROGRAMS $ 165,026,833 $ 163,263,323 $ 163,271,455 $ 167,863,356 $ 175,169,455 $ (11,898,000) -7.3% $ 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 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 $ $ $ $ $ $ 437 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category FY 2014 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED $ SUBTOTAL $ 6,476,297 6,476,297 $ $ 7,323,579 7,323,579 $ $ 7,323,579 7,323,579 $ $ 6,642,955 6,642,955 $ $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ 1,272,194 28,582,473 112,658,097 142,512,764 $ $ 1,309,895 29,496,730 113,657,654 144,464,279 $ 1,211,653 28,318,880 114,821,336 144,351,869 $ $ 1,309,895 29,496,730 113,657,654 144,464,279 15,140 $ 3,479,437 3,494,577 $ 112,564 112,564 $ 151,900,422 $ 151,900,422 $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ ALL REVENUES $ TOTAL SOURCES $ CATEGORY PERSONAL SERVICES $ 0701 - REGULAR PAY 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 152,483,638 $ 152,483,638 $ FY 2014 ACTUAL $ $ $ 112,564 $ 112,564 $ 151,900,422 $ 151,900,422 $ FY 2015 REVISED FY 2015 ADOPTED REVISED VS ADOPTED VAR % 7,935,127 $ 7,935,127 $ $ 1,406,790 28,249,819 130,398,825 160,055,434 139,427 $ 8,112 147,539 $ 112,564 112,564 151,142,363 $ 151,142,363 $ FY 2015 FORECAST $ $ $ 611,548 611,548 96,895 (1,246,911) 16,741,171 15,591,155 8.4% 8.4% 7.4% -4.2% 14.7% 10.8% $ - 0.0% N/A 0.0% 168,103,125 $ 16,202,703 10.7% 168,103,125 $ 16,202,703 10.7% FY 2016 ADOPTED REVISED VS ADOPTED VAR % 1,860,697 $ 42,547 5,977 641,301 (304,976) 342,641 2,588,187 $ 2,306,984 $ 26,000 6,000 799,516 (294,789) 327,737 3,171,448 $ 2,302,010 $ 16,755 6,000 783,923 (294,789) 328,574 3,142,473 $ 2,035,415 $ 22,715 4,929 706,953 (276,721) 319,482 2,812,773 $ 2,253,522 $ 10,560 1,200 820,430 (294,180) 316,787 3,108,319 $ 48,488 6,195 4,800 (36,507) (609) 11,787 34,154 2.1% 37.0% 80.0% -4.7% -0.2% 3.6% 1.1% SUBTOTAL $ 83,489 $ 214 73,638 157,341 $ 37,703 $ 46,248 720 107,000 191,671 $ 40,406 $ 4,198 720 106,500 151,824 $ 71,103 $ 2,000 342 122,345 195,790 $ 43,016 $ 1,000 44,016 $ (2,610) 4,198 (280) 106,500 107,808 -6.5% 100.0% -38.9% 100.0% 71.0% 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 $ 153,378,108 $ 8,410,494 17,392 46,134 375,698 14,178 3,837 29,183 76 70 162,275,170 $ 151,311,010 $ 7,800,811 17,320 328,240 385,989 20,220 13,454 8,660 159,885,704 $ 151,398,218 $ 7,755,836 17,320 328,700 397,209 25,220 13,454 11,660 159,947,617 $ 153,177,635 $ 10,886,923 21,724 269,421 431,096 24,765 7,595 5,634 164,824,793 $ 163,918,370 $ 7,603,533 18,850 8,400 404,537 26,340 26,450 10,640 172,017,120 $ (12,520,152) 152,303 (1,530) 320,300 (7,328) (1,120) (12,996) 1,020 (12,069,503) -8.3% 2.0% -8.8% 97.4% -1.8% -4.4% -96.6% 8.7% N/A N/A -7.5% CAPITAL $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ 6,135 $ 6,135 $ 14,500 $ 14,500 $ 18,353 $ 18,353 $ - $ 30,000 30,000 $ - $ - $ ALL EXPENDITURES $ 165,026,833 $ 163,263,323 $ 163,260,267 $ 167,863,356 $ 175,169,455 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ - $ - $ - $ 11,188 $ 11,188 $ - $ - $ - $ - $ TOTAL USES $ 165,026,833 $ 163,263,323 $ 163,271,455 $ 167,863,356 $ 175,169,455 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ 438 18,353 18,353 (11,909,188) 11,188 11,188 (11,898,000) 100.0% N/A 100.0% -7.3% 100.0% 100.0% -7.3% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Sources by Fund and Function FUND / FUNCTION CLASS 532 PUBLIC HEALTH GRANTS OPERATING FUND TOTAL SOURCES 601 MEDICAL HMO BENEFITS HOLIDAY BENEFITS HOLIDAY FY 2016 OPERATING NON RECURRING NON PROJECT FUND TOTAL SOURCES 604 MEDICAL PPO BENEFITS HOLIDAY BENEFITS HOLIDAY FY 2016 OPERATING NON RECURRING NON PROJECT FUND TOTAL SOURCES 606 MEDICAL HDHP W HSA BENEFITS HOLIDAY BENEFITS HOLIDAY FY 2016 OPERATING NON RECURRING NON PROJECT FUND TOTAL SOURCES 607 FI DENTAL PPO OPERATING FUND TOTAL SOURCES 608 COINSURANCE PHARMACY BENEFITS HOLIDAY BENEFITS HOLIDAY FY 2016 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 BENEFITS HOLIDAY FY 2016 OPERATING NON RECURRING NON PROJECT FUND TOTAL SOURCES 615 WELLNESS OPERATING FUND TOTAL SOURCES 618 BENEFIT ADMINISTRATION OPERATING NON RECURRING NON PROJECT 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 FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ $ 6,476,297 $ 6,476,297 $ 7,323,579 $ 7,323,579 $ 7,323,579 $ 7,323,579 $ 6,642,955 $ 6,642,955 $ 7,935,127 $ 7,935,127 $ $ - $ 49,001,265 (3,958,073) 45,043,192 $ (4,044,144) $ 50,236,155 46,192,011 $ (4,044,144) $ 50,236,155 46,192,011 $ (3,992,837) $ 49,945,195 45,952,358 $ - $ (2,191,027) 52,845,683 50,654,656 $ 4,044,144 -100.0% (2,191,027) N/A 2,609,528 5.2% N/A 4,462,645 9.7% - $ 38,658,236 (3,263,695) 35,394,541 $ (3,162,390) $ 39,134,609 35,972,219 $ (3,162,390) $ 39,134,609 35,972,219 $ (3,123,486) $ 37,461,107 34,337,621 $ - $ (1,633,850) 39,659,466 38,025,616 $ 3,162,390 -100.0% (1,633,850) N/A 524,857 1.3% N/A 2,053,397 5.7% $ - $ 20,549,414 (1,708,088) 18,841,326 $ (1,669,828) $ 21,017,804 19,347,976 $ (1,669,828) $ 21,017,804 19,347,976 $ (1,896,536) $ 23,722,278 21,825,742 $ - $ (1,075,868) 26,029,963 24,954,095 $ 1,669,828 -100.0% (1,075,868) N/A 5,012,159 23.8% N/A 5,606,119 29.0% $ $ 5,171,481 $ 5,171,481 $ 5,481,882 $ 5,481,882 $ 5,481,882 $ 5,481,882 $ 5,109,732 $ 5,109,732 $ 4,702,760 $ 4,702,760 $ $ $ - $ 15,325,781 (1,274,926) 14,050,855 $ (1,268,250) $ 14,697,568 13,429,318 $ (1,268,250) $ 14,697,568 13,429,318 $ (1,268,250) $ 14,157,973 12,889,723 $ - $ (747,268) 18,072,572 17,325,304 $ $ $ 1,538,773 $ 1,538,773 $ 1,944,571 $ 1,944,571 $ 1,944,571 $ 1,944,571 $ 1,976,958 $ 1,976,958 $ 2,207,008 $ 2,207,008 $ 262,437 262,437 13.5% 13.5% $ $ 354,232 $ 354,232 $ 408,473 $ 408,473 $ 408,473 $ 408,473 $ 455,498 $ 455,498 $ 408,473 $ 408,473 $ - 0.0% 0.0% $ $ 156,920 $ 156,920 $ 161,260 $ 161,260 $ 161,260 $ 161,260 $ 186,565 $ 186,565 $ 161,260 $ 161,260 $ - 0.0% 0.0% $ $ - $ 1,692,086 (140,625) 1,551,461 $ (139,750) $ 1,797,391 1,657,641 $ (139,750) $ 1,797,391 1,657,641 $ (139,750) $ 1,759,655 1,619,905 $ - $ (72,780) 1,760,590 1,687,810 $ 139,750 -100.0% (72,780) N/A (36,801) -2.0% N/A 30,169 1.8% $ $ 1,412,097 $ 1,412,097 $ 1,406,365 $ 1,406,365 $ 1,406,365 $ 1,406,365 $ 1,433,760 $ 1,433,760 $ 1,556,248 $ 1,556,248 $ 149,883 149,883 10.7% 10.7% $ $ 3,138,367 $ 3,450,568 6,588,935 $ 3,070,781 $ 3,070,781 $ 3,070,781 $ 3,070,781 $ 3,128,404 $ 3,128,404 $ 3,005,916 $ 3,005,916 $ (64,865) (64,865) -2.1% N/A -2.1% $ $ 1,533,384 $ 1,533,384 $ 1,969,148 $ 1,969,148 $ 1,969,148 $ 1,969,148 $ 1,500,000 $ 1,500,000 $ 1,553,810 $ 1,553,810 $ (415,338) (415,338) -21.1% -21.1% $ $ (1,358,454) $ (1,358,454) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ - 0.0% 0.0% $ $ 2,274,481 $ 2,274,481 $ 2,269,651 $ 2,269,651 $ 2,269,651 $ 2,269,651 $ 2,178,651 $ 2,178,651 $ 2,269,651 $ 2,269,651 $ - 0.0% 0.0% $ $ 862,642 $ 862,642 $ 801,620 $ 801,620 $ 801,620 $ 801,620 $ 873,395 $ 873,395 $ 801,620 $ 801,620 $ - 0.0% 0.0% $ $ 1,699,460 $ 1,699,460 $ 1,706,262 $ 1,706,262 $ 1,706,262 $ 1,706,262 $ 1,735,717 $ 1,735,717 $ 1,735,553 $ 1,735,553 $ 29,291 29,291 1.7% 1.7% $ $ 228,007 $ 228,007 $ 226,860 $ 226,860 $ 226,860 $ 226,860 $ 220,203 $ 220,203 $ 225,977 $ 225,977 $ $ $ 402,104 $ 402,104 $ 398,661 $ 398,661 $ 398,661 $ 398,661 $ 418,392 $ 418,392 $ 597,992 $ 597,992 $ 199,331 199,331 50.0% 50.0% $ $ 3,561,581 $ 3,561,581 $ 3,471,236 $ 3,471,236 $ 3,471,236 $ 3,471,236 $ 3,808,469 $ 3,808,469 $ 3,471,236 $ 3,471,236 $ - 0.0% 0.0% $ $ 391,164 $ 391,164 $ 400,320 $ 400,320 $ 400,320 $ 400,320 $ 406,845 $ 406,845 $ 420,963 $ 420,963 $ 20,643 20,643 5.2% 5.2% $ $ $ $ 439 611,548 611,548 (779,122) (779,122) 8.4% 8.4% -14.2% -14.2% 1,268,250 -100.0% (747,268) N/A 3,375,004 23.0% N/A 3,895,986 29.0% (883) (883) -0.4% -0.4% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Sources by Fund and Function (continued) FY 2014 ACTUAL FUND / FUNCTION CLASS 629 SI DENTAL PPO OPERATING FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 4,557,458 $ 4,557,458 $ 4,238,527 $ 4,238,527 $ 4,238,527 $ 4,238,527 $ 4,530,902 $ 4,530,902 $ 4,530,902 $ 4,530,902 $ 292,375 292,375 6.9% 6.9% $ FUND TOTAL SOURCES $ 362,704 $ 362,704 $ 345,300 $ 345,300 $ 345,300 $ 345,300 $ 384,043 $ 384,043 $ 345,300 $ 345,300 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 911,880 $ 911,880 $ 834,751 $ 834,751 $ 834,751 $ 834,751 $ 684,511 $ 684,511 $ 683,838 $ 683,838 $ $ FUND TOTAL SOURCES $ 477,117 $ 477,117 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ FUND TOTAL SOURCES $ - $ - $ - $ - $ - $ - $ 4 $ 4 $ - $ - $ - N/A N/A DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 159,378,477 $ (6,894,839) $ 152,483,638 $ 151,900,422 $ - $ 151,900,422 $ 151,900,422 $ - $ 151,900,422 $ 151,142,363 $ 168,103,125 $ - $ - $ 151,142,363 $ 168,103,125 $ 16,202,703 16,202,703 10.7% N/A 10.7% 630 DEPENDENT LIFE OPERATING 631 VOLUNTARY BENEFITS OPERATING 632 CIGNA FOR SENIORS OPERATING 685 BENEFITS TRUST OPERATING 440 (150,913) (150,913) -18.1% -18.1% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING 532 PUBLIC HEALTH GRANTS OPERATING 601 MEDICAL HMO OPERATING 604 MEDICAL PPO OPERATING 606 MEDICAL HDHP W HSA OPERATING 607 FI DENTAL PPO OPERATING 608 COINSURANCE PHARMACY OPERATING 611 60 PERCENT STD OPERATING NON RECURRING NON PROJECT 612 50 PERCENT STD OPERATING 613 40 PERCENT STD OPERATING 614 BEHAVIORAL HEALTH OPERATING 615 WELLNESS OPERATING NON RECURRING NON PROJECT FY 2014 ACTUAL 619 ONSITE PHARMACY CLINIC OPERATING 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 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 246,422 $ 246,422 $ 258,539 $ 258,539 $ 266,671 $ 266,671 $ 263,126 $ 263,126 $ 270,537 $ 270,537 $ (3,866) (3,866) -1.4% -1.4% $ FUND TOTAL USES $ 6,263,995 $ 6,263,995 $ 7,323,579 $ 7,323,579 $ 7,323,579 $ 7,323,579 $ 6,642,955 $ 6,642,955 $ 7,935,127 $ 7,935,127 $ (611,548) (611,548) -8.4% -8.4% $ FUND TOTAL USES $ 46,023,736 $ 46,023,736 $ 50,236,155 $ 50,236,155 $ 50,236,155 $ 50,236,155 $ 50,095,906 $ 50,095,906 $ 52,845,683 $ 52,845,683 $ (2,609,528) (2,609,528) -5.2% -5.2% $ FUND TOTAL USES $ 41,019,341 $ 41,019,341 $ 39,134,609 $ 39,134,609 $ 39,134,609 $ 39,134,609 $ 38,088,887 $ 38,088,887 $ 39,659,466 $ 39,659,466 $ (524,857) (524,857) -1.3% -1.3% $ FUND TOTAL USES $ 23,619,181 $ 23,619,181 $ 21,017,804 $ 21,017,804 $ 21,017,804 $ 21,017,804 $ 25,429,937 $ 25,429,937 $ 26,029,963 $ 26,029,963 $ (5,012,159) (5,012,159) -23.8% -23.8% $ FUND TOTAL USES $ 5,172,369 $ 5,172,369 $ 5,481,882 $ 5,481,882 $ 5,481,882 $ 5,481,882 $ 5,109,732 $ 5,109,732 $ 4,702,760 $ 4,702,760 $ $ FUND TOTAL USES $ 15,744,197 $ 15,744,197 $ 14,697,568 $ 14,697,568 $ 14,697,568 $ 14,697,568 $ 17,876,319 $ 17,876,319 $ 18,072,572 $ 18,072,572 $ $ FUND TOTAL USES $ 2,384,770 $ (1) 2,384,769 $ 2,344,571 $ 2,344,571 $ 2,344,571 $ 2,344,571 $ 2,562,384 $ 2,562,384 $ 2,207,008 $ 2,207,008 $ 137,563 137,563 5.9% N/A 5.9% $ FUND TOTAL USES $ 370,086 $ 370,086 $ 408,473 $ 408,473 $ 408,473 $ 408,473 $ 262,421 $ 262,421 $ 408,473 $ 408,473 $ - 0.0% 0.0% $ FUND TOTAL USES $ 128,781 $ 128,781 $ 161,260 $ 161,260 $ 161,260 $ 161,260 $ 152,535 $ 152,535 $ 161,260 $ 161,260 $ - 0.0% 0.0% $ FUND TOTAL USES $ 1,451,239 $ 1,451,239 $ 1,797,391 $ 1,797,391 $ 1,797,391 $ 1,797,391 $ 1,599,751 $ 1,599,751 $ 1,760,590 $ 1,760,590 $ 36,801 36,801 2.0% 2.0% $ 983,506 $ 71,189 1,054,695 $ 1,406,365 $ 320,000 1,726,365 $ 1,406,365 $ 320,000 1,726,365 $ 815,043 $ 319,960 1,135,003 $ 1,556,248 $ 625,000 2,181,248 $ (149,883) (305,000) (454,883) -10.7% -95.3% -26.3% FUND TOTAL USES $ 2,581,456 $ 3,513,451 6,094,907 $ 3,070,781 $ 100,000 3,170,781 $ 3,070,781 $ 100,000 3,170,781 $ 2,891,361 $ 100,000 2,991,361 $ 3,005,916 $ 3,005,916 $ 64,865 100,000 164,865 2.1% 100.0% 5.2% $ FUND TOTAL USES $ 1,920,479 $ 1,920,479 $ 1,969,148 $ 1,969,148 $ 1,969,148 $ 1,969,148 $ 2,051,354 $ 2,051,354 $ 2,003,810 $ 2,003,810 $ (34,662) (34,662) $ FUND TOTAL USES $ (1,358,454) $ (1,358,454) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ (1,157,990) $ - 0.0% 0.0% $ FUND TOTAL USES $ 2,274,482 $ 2,274,482 $ 2,269,651 $ 2,269,651 $ 2,269,651 $ 2,269,651 $ 2,163,430 $ 2,163,430 $ 2,269,651 $ 2,269,651 $ - 0.0% 0.0% $ FUND TOTAL USES $ 861,911 $ 861,911 $ 801,620 $ 801,620 $ 801,620 $ 801,620 $ 875,804 $ 875,804 $ 801,620 $ 801,620 $ - 0.0% 0.0% $ FUND TOTAL USES $ 1,333,105 $ 1,333,105 $ 1,706,262 $ 1,706,262 $ 1,706,262 $ 1,706,262 $ 1,388,213 $ 1,388,213 $ 1,735,553 $ 1,735,553 $ $ FUND TOTAL USES $ 227,419 $ 227,419 $ 226,860 $ 226,860 $ 226,860 $ 226,860 $ 220,203 $ 220,203 $ 225,977 $ 225,977 $ $ FUND TOTAL USES $ 401,038 $ 401,038 $ 398,661 $ 398,661 $ 398,661 $ 398,661 $ 418,392 $ 418,392 $ 597,992 $ 597,992 $ $ FUND TOTAL USES $ 3,563,906 $ 3,563,906 $ 3,471,236 $ 3,471,236 $ 3,471,236 $ 3,471,236 $ 3,808,469 $ 3,808,469 $ 3,471,236 $ 3,471,236 $ $ FUND TOTAL USES $ 389,819 $ 389,819 $ 400,320 $ 400,320 $ 400,320 $ 400,320 $ 406,845 $ 406,845 $ 420,963 $ 420,963 $ FUND TOTAL USES $ 618 BENEFIT ADMINISTRATION OPERATING NON RECURRING NON PROJECT FY 2015 ADOPTED $ 441 779,122 779,122 (3,375,004) (3,375,004) (29,291) (29,291) 883 883 (199,331) (199,331) (20,643) (20,643) 14.2% 14.2% -23.0% -23.0% -1.8% -1.8% -1.7% -1.7% 0.4% 0.4% -50.0% -50.0% 0.0% 0.0% -5.2% -5.2% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Uses by Fund and Function (continued) FY 2014 ACTUAL FUND / FUNCTION CLASS 629 SI DENTAL PPO OPERATING FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 4,050,674 $ 4,050,674 $ 4,238,527 $ 4,238,527 $ 4,238,527 $ 4,238,527 $ 4,409,765 $ 4,409,765 $ 4,530,902 $ 4,530,902 $ $ FUND TOTAL USES $ 364,562 $ 364,562 $ 345,300 $ 345,300 $ 345,300 $ 345,300 $ 384,043 $ 384,043 $ 345,300 $ 345,300 $ - 0.0% 0.0% $ FUND TOTAL USES $ 914,322 $ 914,322 $ 834,751 $ 834,751 $ 834,751 $ 834,751 $ 684,511 $ 684,511 $ 683,838 $ 683,838 $ 150,913 150,913 18.1% 18.1% $ FUND TOTAL USES $ 509,852 $ 509,852 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 161,442,194 $ 3,584,639 $ 165,026,833 $ 162,843,323 $ 420,000 $ 163,263,323 $ 162,851,455 $ 420,000 $ 163,271,455 $ 630 DEPENDENT LIFE OPERATING 631 VOLUNTARY BENEFITS OPERATING 632 CIGNA FOR SENIORS OPERATING 167,443,396 $ 174,544,455 $ 419,960 $ 625,000 $ 167,863,356 $ 175,169,455 $ (292,375) (292,375) (11,693,000) (205,000) (11,898,000) -6.9% -6.9% -7.2% -48.8% -7.3% 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 6.00 6.00 7.00 7.00 8.00 8.00 7.50 7.50 7.50 7.50 (.50) (.50) (6.3%) (6.3%) .20 3.00 1.70 1.00 .10 6.00 .45 3.00 1.90 1.50 .15 7.00 .45 2.00 1.90 1.50 .15 6.00 .45 2.00 1.90 1.50 .15 6.00 .45 2.00 1.90 1.50 .15 6.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 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 8.00 5.00 1.00 14.00 - 0.0% 0.0% 0.0% 0.0% 1.00 10.00 11.00 37.00 1.00 10.00 11.00 39.00 .00 13.00 13.00 41.00 1.00 11.00 12.00 39.50 1.00 10.00 11.00 38.50 1.00 (3.00) (2.00) (2.50) N/A (23.1%) (15.4%) (6.1%) 442 Maricopa County Annual Business Strategies FY 2016 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 Wellness Manager Department Total FY 2014 ADOPTED 1.00 2.00 2.00 1.00 3.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 3.00 1.00 1.00 3.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 1.00 37.00 FY 2015 ADOPTED 1.00 2.00 3.00 2.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 1.00 3.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 39.00 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 2.00 2.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 .50 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 1.00 1.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 41.00 39.50 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 2.00 0.0% 2.00 (1.00) (33.3%) 3.00 0.0% 1.00 0.0% 1.00 0.0% .50 (.50) (50.0%) 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 2.00 0.0% 1.00 0.0% 2.00 0.0% N/A 2.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% N/A N/A N/A 1.00 0.0% 1.00 (1.00) (50.0%) 2.00 0.0% 1.00 0.0% 1.00 0.0% 38.50 (2.50) (6.1% ) FY 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2016 ADOPTED Staffing by Fund 390 100 532 615 618 DEPARTMENT/FUND EMPLOYEE BENEFITS AND HEALTH GENERAL PUBLIC HEALTH GRANTS WELLNESS BENEFIT ADMINISTRATION Department Total 4.00 11.00 6.00 16.00 37.00 4.00 11.00 7.00 17.00 39.00 4.00 13.00 6.00 18.00 41.00 FY 2015 FORECAST 4.00 12.00 6.00 17.50 39.50 4.00 11.00 6.00 17.50 38.50 REVISED TO ADOPTED VARIANCE VAR % (2.00) (.50) (2.50) 0.0% (15.4%) 0.0% (2.8%) (6.1% ) Significant Variance Analysis In FY 2016, the Ryan White Program will be restructuring their operations and reducing staff to align with the new funding changes of the Ryan White Grant. General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) • Increase Regular Benefits by $4,512 for the impact of the changes in health and dental premium rates. • Decrease Regular Benefits by $326 for the impact of the changes in retirement contribution rates. 443 Maricopa County Annual Business Strategies FY 2016 Adopted Budget • Department Strategic Plans and Budgets Employee Benefits and Health Decrease Internal Service Charges by $535 for the impact of the changes in risk management charges. Public Health Grant Fund (532) • Decrease Regular Benefits by $610 for the impact of the changes in retirement contribution rates. • Decrease Internal Services Charges by $1,078 for the impact of the changes in risk management charges. • Increase Other Base Adjustments by $1,688 to maintain structural balance of fund. • Increase revenues and expenditures by $611,548 to reconcile expected grant awards in FY 2016. Wellness Fund (615) Operating • Decrease Regular Benefits by $366 for the impact of the changes in retirement contribution rates. • Decrease Internal Services Charges by $819 for the impact of the changes in risk management charges. • Increase Other Base Adjustments by $1,185 to retain structural balance of the fund. • Increase revenues and expenditures by 149,883 for the new wellness vendor contract. Wellness Fund (615) Non Recurring Non Project • Increase expenditures by $600,000 for biometric screenings performed by the new wellness vendor. • Increase expenditures by $25,000 for mini grants to strengthen departmental wellness initiatives. Benefits Administration Fund (618) Operating • Decrease Regular Benefits by $1,008 for the impact of the changes in retirement contribution rates. • Decrease Internal Services Charges by $1,528 for the impact of the changes in risk management charges. • Increase Other Base Adjustments by $2,536 to retain structural balance of the fund. • Decrease in revenue and expenditures by $64,865 for the new wellness vendor contract. Benefits Trust Fund (685) • Decrease revenue by $5,720,793 for one benefit holiday which reduces the Benefit Trust to a 100% 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 $(450,000) deficit in the Onsite Pharmacy Clinic Fund (619) and one benefit holiday totaling $(5,720,793) in funds 601, 604, 606, 608 and 614. For the Onsite Pharmacy Clinic Fund, new vendor options are being considered for FY 2016. The benefit holiday is planned to reduce the reserve level to 100% company action level (CAL). Benefit Trust reserves will be utilized to cover the reduction in revenue collections. 444 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 0.0% FY 2015 FY 2015 REVISED FORECAST N/A N/A FY 2016 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 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of customers indicating they were 0.0% N/A N/A N/A N/A N/A satisfied with the response to their call. Number of responses to customer telephone 17,913 14,273 18,370 18,550 4,277 30.0% calls and e-mails. Number of benefits customer service calls and 18,583 14,538 18,897 18,550 4,012 27.6% e-mails. Total activity expenditure per customer service $ 27.04 $ 55.02 $ 37.98 $ 37.25 $ 17.78 32.3% call and e-mail response. 618 - BENEFIT ADMINISTRATION TOTAL USES $ $ 484,433 484,433 $ $ 785,363 785,363 $ $ 697,747 697,747 $ $ 690,903 690,903 $ $ 94,460 94,460 12.0% 12.0% Activity Narrative: Employee Benefits Customer Service encountered a 30% increase in calls and emails from what was expected in the FY 2015 budget. The staff within this activity were realigned to address this surge in customer demand. 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. 445 Maricopa County Annual Business Strategies FY 2016 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 satisfied with their benefits. Percentage of behavioral health claims expense to premium revenue (loss ratio). Percentage of employees receiving medical insurance coverage who consider benefits to be affordable according to the benefits customer satisfaction survey. Percentage of medical claims expense to premium revenue (loss ratio). Percentage of employees receiving medical insurance coverage who are satisfied according to the benefits customer satisfaction survey. Percentage of employees receiving pharmacy insurance coverage who rate their benefits as affordable according to the annual benefit satisfaction survey. Percentage of pharmacy claims expense to premium revenue (loss ratio). Percentage of employees receiving pharmacy insurance coverage who are satisfied according to the benefits customer satisfaction survey. Percentage of employees receiving dental insurance coverage who rate the benefit as affordable according to the annual benefit satisfaction survey. Percentage of dental claims expense to premium revenue (loss ratio). Percentage of surveyed employees receiving dental insurance coverage who are satisfied with their benefits according to the benefits customer satisfaction survey. Percentage of employees receiving vision insurance coverage who rated their insurance coverage as affordable. Percentage of vision claims expenses to premium revenue (loss ratio). Percentage of employees receiving vision insurance coverage who are satisfied according to the benefits customer satisfaction survey. FY 2014 ACTUAL 57.1% FY 2015 FY 2015 REVISED FORECAST 61.0% 61.0% FY 2016 ADOPTED 61.0% REV VS ADOPTED VAR % 0.0% 0.0% 97.9% 100.0% 90.2% 100.0% 0.0% 0.0% 85.1% 80.0% 80.0% 80.0% 0.0% 0.0% 111.1% 100.0% 107.1% 100.0% 0.0% 0.0% 89.1% 85.0% 85.0% 85.0% 0.0% 0.0% 87.1% 86.0% 86.0% 86.0% 0.0% 0.0% 112.1% 100.0% 133.6% 100.0% 0.0% 0.0% 82.1% 83.0% 83.0% 83.0% 0.0% 0.0% 91.1% 85.0% 85.0% 85.0% 0.0% 0.0% 93.9% 100.0% 95.4% 100.0% (0.0%) -0.0% 86.1% 86.0% 86.0% 86.0% 0.0% 0.0% 92.1% 92.0% 92.0% 92.0% 0.0% 0.0% 79.4% 100.0% 78.0% 100.0% 0.0% 0.0% 84.0% 88.1% 88.1% 88.1% 0.0% 0.0% Activities that comprise this program include: • Employee Behavioral Health Benefits • Employee Dental Benefits • Employee Medical Benefits ● Employee Pharmacy Benefits ● Employee Vision Benefits 446 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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. Mandates: The Patient Protection and Affordable Care Act of 2010 (111-148), §§ 1513 stipulates the shared responsibility of large employers to provide employees the opportunity to enroll in a minimum essential health coverage insurance plan or pay a fine. §§ 1302 of this Act outlines the components of the essential health benefits required of employers who comply with §§ 1513. Measure Type Result Result Output Output Demand Demand Expenditure Ratio Expenditure Ratio Revenue Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of employees receiving 57.1% 61.0% 61.0% 61.0% 0.0% 0.0% behavioral health insurance coverage who are satisfied with their benefits. 90.2% 100.0% 0.0% 0.0% Percentage of behavioral health claims 97.9% 100.0% expense to premium revenue (loss ratio). (58) -0.6% Average number of subscribers (covered 9,272 9,516 9,458 9,391 employees and retirees) receiving behavioral health insurance coverage. Average number of members receiving 22,031 22,588 21,798 21,951 (637) -2.8% behavioral health insurance coverage. Average number of subscribers (covered 9,522 9,516 9,391 9,458 (58) -0.6% employees and retirees) enrolled in behavioral health insurance coverage. Average number of members enrolled in 22,031 22,588 21,784 21,951 (637) -2.8% behavioral health insurance coverage. 2.73 1.4% Expenditure per subscriber (covered $ 157 $ 189 $ 170 $ 186 $ employee or retiree) receiving behavioral health insurance coverage. Expenditure per member receiving behavioral $ 66 $ 80 $ 73 $ 80 $ (0.63) -0.8% health insurance coverage. 614 - BEHAVIORAL HEALTH TOTAL SOURCES $ 1,551,461 $ 1,551,461 $ 1,657,641 $ 1,657,641 $ 1,619,905 $ 1,619,905 $ 1,687,810 $ 1,687,810 $ $ 30,169 30,169 1.8% 1.8% 614 - BEHAVIORAL HEALTH TOTAL USES $ 1,451,239 $ 1,451,239 $ 1,797,391 $ 1,797,391 $ 1,599,751 $ 1,599,751 $ 1,760,590 $ 1,760,590 $ $ 36,801 36,801 2.0% 2.0% Expenditure Activity Narrative: Both the total number of members and subscribers are expected to decrease in FY 2016 as a result of employees changing medical plan enrollment from the Health Maintenance Organization (HMO) and Preferred Provider Organization (PPO) plans to the Health Savings Account insurance plan, which has its own behavioral health insurance program. In FY 2016, expenditures are budgeted to exceed revenue due to one benefits holiday. In FY 2015, two benefit holidays are the reasons why expenditures outpaced revenue. 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. 447 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Result Output Output Output Output Output Output Output Output Demand Demand Expenditure Ratio Revenue Measure Description Percentage of employees receiving dental insurance coverage who rate the benefit as affordable according to the annual benefit satisfaction survey. Percentage of dental claims expense to premium revenue (loss ratio). Percentage of surveyed employees receiving dental insurance coverage who are satisfied with their benefits according to the benefits customer satisfaction survey. Average number of subscribers (covered employees and retirees) receiving dental insurance coverage. Average number of subscribers (covered employees and retirees) receiving self-insured dental insurance coverage. Average number of members receiving dental insurance coverage. Average number of subscribers (covered employees and retirees) receiving fully insured dental insurance coverage. Average number of subscribers (covered employees and retirees) receiving pre-paid dental insurance coverage. Average number of members receiving fully insured dental insurance coverage. Average number of members receiving selfinsured dental insurance coverage. Average number of members receiving prepaid dental insurance coverage. Average number of subscribers (covered employees and retirees) enrolled in dental insurance coverage. Average number of members enrolled in dental insurance coverage. Expenditure per member who received dental insurance coverage. FY 2014 ACTUAL 91.1% $ FY 2015 FY 2015 REVISED FORECAST 85.0% 85.0% FY 2016 ADOPTED 85.0% REV VS ADOPTED VAR % 0.0% 0.0% 93.9% 100.0% 95.4% 100.0% (0.0%) -0.0% 86.1% 86.0% 86.0% 86.0% 0.0% 0.0% 11,544 11,526 11,666 11,704 178 1.5% 5,282 5,266 5,575 5,587 321 6.1% 27,280 27,508 27,875 28,113 605 2.2% 6,262 6,260 6,102 6,117 (143) -2.3% 1,353 1,346 1,351 1,354 14,311 14,521 12,852 14,143 (378) -2.6% 12,968 12,987 13,872 13,970 983 7.6% 2,849 2,873 2,870 2,857 (16) -0.6% 11,544 11,526 11,666 11,704 178 1.5% 27,280 27,508 27,875 28,113 605 2.2% 25.13 6.9% 346.43 $ 361.61 $ 349.41 $ 8 336.49 $ 607 - FI DENTAL PPO 625 - FI PREPAID DENTAL 629 - SI DENTAL PPO TOTAL SOURCES $ 5,171,481 228,007 4,557,458 $ 9,956,946 $ 5,481,882 226,860 4,238,527 $ 9,947,269 $ 5,109,732 220,203 4,530,902 $ 9,860,837 $ 4,702,760 225,977 4,530,902 $ 9,459,639 $ 607 - FI DENTAL PPO 625 - FI PREPAID DENTAL 629 - SI DENTAL PPO TOTAL USES $ 5,172,369 227,419 4,050,674 $ 9,450,462 $ 5,481,882 226,860 4,238,527 $ 9,947,269 $ 5,109,732 220,203 4,409,765 $ 9,739,700 $ 4,702,760 225,977 4,530,902 $ 9,459,639 $ $ 0.6% (779,122) (883) 292,375 (487,630) -14.2% -0.4% 6.9% -4.9% 779,122 883 (292,375) 487,630 14.2% 0.4% -6.9% 4.9% 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 the perception of affordability. Overall dental plan enrollment continues to increase in FY 2016. During FY 2016, the fully insured Delta Dental plan’s premiums are decreasing slightly while the self-insured plans are relatively flat yearover-year. 448 Maricopa County Annual Business Strategies FY 2016 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: The Patient Protection and Affordable Care Act of 2010 (111-148), §§ 1513 stipulates the shared responsibility of large employers to provide employees the opportunity to enroll in a minimum essential health coverage insurance plan or pay a fine. §§ 1302 of this Act outlines the components of the essential health benefits required of employers who comply with §§ 1513. 449 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 85.1% FY 2015 REVISED 80.0% FY 2015 FORECAST 80.0% FY 2016 ADOPTED 80.0% 111.1% 100.0% 107.1% 100.0% 0.0% 0.0% 89.1% 85.0% 85.0% 85.0% 0.0% 0.0% 1,880 1,931 2,187 2,206 275 14.2% 11,423 11,447 11,579 11,664 217 1.9% 4,732 5,144 5,517 5,562 418 8.1% 26,772 27,732 27,317 27,513 (219) -0.8% 11,355 11,447 11,492 11,664 217 1.9% 5,604 5,551 5,528 5,549 (2) -0.0% 3,939 3,965 3,864 3,909 (56) -1.4% 13,071 13,205 13,050 13,125 (80) -0.6% 8,970 9,383 8,751 8,826 (557) -5.9% 11,423 11,447 11,579 11,664 217 1.9% 26,772 27,732 27,335 27,303 (429) -1.5% REV VS ADOPTED VAR % 0.0% 0.0% $ 9,758 $ 9,686 $ 9,865 $ 10,215 $ (529) -5.5% $ 4,164 $ 3,998 $ 4,182 $ 4,331 $ (333) -8.3% 601 - MEDICAL HMO 604 - MEDICAL PPO 606 - MEDICAL HDHP W HSA 619 - ONSITE PHARMACY CLINIC 620 - BENEFITS ELIMINATIONS 632 - CIGNA FOR SENIORS 685 - BENEFITS TRUST TOTAL SOURCES $ 45,043,192 $ 46,192,011 $ 45,952,358 $ 50,654,656 $ 4,462,645 35,394,541 35,972,219 34,337,621 38,025,616 2,053,397 18,841,326 19,347,976 21,825,742 24,954,095 5,606,119 100,178 104,000 61,450 60,000 (44,000) (234,876) (65,000) (27,081) (65,000) 477,117 4 $ 99,621,478 $101,551,206 $102,150,094 $113,629,367 $ 12,078,161 9.7% 5.7% 29.0% -42.3% 0.0% N/A N/A 11.9% 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 $ -4.5% -5.2% -1.3% -23.8% -24.5% 0.0% N/A -7.5% Expenditure 11,483 $ 19,020 $ 18,965 $ 19,872 $ (852) 46,023,736 50,236,155 50,095,906 52,845,683 (2,609,528) 41,019,341 39,134,609 38,088,887 39,659,466 (524,857) 23,619,181 21,017,804 25,429,937 26,029,963 (5,012,159) 520,218 529,909 620,739 660,000 (130,091) (234,876) (65,000) (27,081) (65,000) 509,852 $111,468,935 $110,872,497 $114,227,353 $119,149,984 $ (8,277,487) Activity Narrative: In FY 2016, medical expenditures are expected to increase by 7.5%; primarily a result of increases in large medical claims (claims in excess of $50,000) in FY 2014, where both the 450 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health number of large claims and average claim payment increased by 12.7% and 5.8%, respectively. This prompted the increase in premiums for FY 2016. Furthermore, the primary medical plan driving the increase in premiums was the High Deductible plan which had the highest loss ratio in FY 2014 and is demonstrating the highest enrollment growth of the medical plans in FY 2015, more than 16%. In order to mitigate claim liabilities for FY 2016, both the deductibles and out-of-pocket maximums were increased for this insurance plan. Furthermore, revenue for the medical plans has been significantly reduced over the last couple years through planned benefit holidays in order to reduce the reserve level of the benefits trust to a 100% company action level (CAL). There were two benefits holidays in FY 2015 and one is planned for FY 2016. The combination of one less benefits holiday and an increase in premiums is estimated to generate an additional $12 million in revenue in FY 2016. 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: The Patient Protection and Affordable Care Act of 2010 (111-148), §§ 1513 stipulates the shared responsibility of large employers to provide employees the opportunity to enroll in a minimum essential health coverage insurance plan or pay a fine. §§ 1302 of this Act outlines the components of the essential health benefits required of employers who comply with §§ 1513. 451 Maricopa County Annual Business Strategies FY 2016 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 REV VS ADOPTED Measure FY 2014 FY 2015 FY 2015 FY 2016 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of employees receiving pharmacy 87.1% 86.0% 86.0% 86.0% 0.0% 0.0% insurance coverage who rate their benefits as affordable according to the annual benefit satisfaction survey. Percentage of pharmacy claims expense to 112.1% 100.0% 133.6% 100.0% 0.0% 0.0% premium revenue (loss ratio). Percentage of employees receiving pharmacy 82.1% 83.0% 83.0% 83.0% 0.0% 0.0% insurance coverage who are satisfied according to the benefits customer satisfaction survey. Average number of subscribers (covered 9,543 9,516 9,404 9,458 (58) -0.6% employees and retirees) receiving pharmacy insurance coverage. Average number of members receiving 22,170 22,588 21,930 21,951 (637) -2.8% pharmacy insurance coverage. Average number of subscribers (covered 9,545 9,516 9,406 9,458 (58) -0.6% employees and retirees) enrolled for pharmacy insurance coverage. Average number of members enrolled in 22,170 22,588 21,930 21,951 (637) -2.8% pharmacy insurance coverage. Expenditure per subscriber (covered $ 1,679 $ 1,581 $ 1,933 $ 1,937 $ (356) -22.5% employees and retirees) receiving pharmacy insurance coverage. Expenditure per member receiving pharmacy $ 723 $ 666 $ 829 $ 835 $ (169) -25.3% insurance coverage. 608 - COINSURANCE PHARMACY 619 - ONSITE PHARMACY CLINIC 620 - BENEFITS ELIMINATIONS TOTAL SOURCES $ 14,050,855 $ 13,429,318 $ 12,889,723 $ 17,325,304 $ 3,895,986 1,433,206 1,865,148 1,438,550 1,493,810 (371,338) (1,123,578) (1,092,990) (1,130,909) (1,092,990) $ 14,360,483 $ 14,201,476 $ 13,197,364 $ 17,726,124 $ 3,524,648 29.0% -19.9% 0.0% 24.8% 608 - COINSURANCE PHARMACY 619 - ONSITE PHARMACY CLINIC 620 - BENEFITS ELIMINATIONS TOTAL USES $ 15,744,197 $ 14,697,568 $ 17,876,319 $ 18,072,572 $ (3,375,004) 1,400,261 1,439,239 1,430,615 1,343,810 95,429 (1,123,578) (1,092,990) (1,130,909) (1,092,990) $ 16,020,880 $ 15,043,817 $ 18,176,025 $ 18,323,392 $ (3,279,575) -23.0% 6.6% 0.0% -21.8% Expenditure Activity Narrative: Expenditures for the Coinsurance Pharmacy plan are expected to increase by over $3 million in FY 2016 as a result of growing costs for Hepatitis C drugs (including Sovaldi) and other specialty medications. Enhanced controls on compounded drugs have helped mitigate the increases during the latter half of 2015. This Activity pertains to employees who enroll in the HMO and PPO medical plans with the Coinsurance Pharmacy plan. 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. 452 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 92.1% $ FY 2015 FY 2015 REVISED FORECAST 92.0% 92.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 92.0% 79.4% 100.0% 78.0% 100.0% 0.0% 0.0% 84.0% 88.1% 88.1% 88.1% 0.0% 0.0% 11,192 11,232 11,398 11,408 176 1.6% 26,844 26,932 27,360 27,543 611 2.3% 11,203 11,232 11,398 11,408 176 1.6% 26,863 26,932 28,053 27,543 611 2.3% 49.66 $ 63.35 $ 50.74 $ 63.01 $ 0.34 0.5% 623 - VISION TOTAL SOURCES $ 1,699,460 $ 1,699,460 $ 1,706,262 $ 1,706,262 $ 1,735,717 $ 1,735,717 $ 1,735,553 $ 1,735,553 $ $ 29,291 29,291 1.7% 1.7% 623 - VISION TOTAL USES $ 1,333,105 $ 1,333,105 $ 1,706,262 $ 1,706,262 $ 1,388,213 $ 1,388,213 $ 1,735,553 $ 1,735,553 $ $ (29,291) (29,291) -1.7% -1.7% Expenditure Activity Narrative: The number of employees electing vision benefits and the number of family members covered have grown slightly by 1.8% and 1.9% respectively in FY 2015. During this time period, premium costs have remained relatively flat and are nearly 19% below budget. FY 2016 revenue and expenditures are expected to grow equally by 1.7%. 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. 453 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results Measure Description Percentage of departments who received the services who feel that as a result of services, their employees have the tools and workspace to do their jobs safely (with reduced risk related to ergonomics). Percentage of employees receiving 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 0.0% 0.0% FY 2016 ADOPTED 0.0% REV VS ADOPTED VAR % 0.0% N/A 57.1% 50.1% 50.1% 50.1% 0.0% 0.0% N/A 86.6% 86.6% 86.6% 0.0% 0.0% 31.2% 30.9% 30.9% 31.3% 0.4% 1.3% 100.0% 98.5% 100.0% 100.0% 1.5% 1.5% 30.8% 100.0% N/A 100.0% 100.0% 0.0% 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 FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of departments who received the N/A 0.0% 0.0% 0.0% 0.0% N/A 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. 666 840 822 864 24 2.9% Number of ergonomic evaluations requested. 735 840 801 864 24 2.9% Expenditure per evaluation completed. $ 259 $ 280 $ 221 $ 210 $ 69 24.8% 615 - WELLNESS TOTAL USES $ $ 172,251 172,251 $ $ 234,816 234,816 $ $ 182,007 182,007 $ $ 181,681 181,681 $ $ 53,135 53,135 22.6% 22.6% Activity Narrative: In FY 2016, demand for ergonomic evaluations is expected to grow slightly. Within this activity, there is an operational shift underway; ergonomic staff are changing their approach from 454 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget primarily focusing on individual evaluations to worksite and programmatic evaluations. The Department also decided to reduce the number of staff from three to two in FY 2015 which is the primary reason for the decrease in activity expenditures. Currently, there are no measurement instruments to indicate the satisfaction and safety benefits of the ergonomics activity. 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 Expenditure 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. 615 - WELLNESS TOTAL USES FY 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 98.5% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED % VAR 1.5% 1.5% 5,682 7,200 9,494 9,240 2,040 28.3% 5,682 7,200 9,494 9,240 2,040 28.3% $ 66 $ 83 $ 61 $ 34 $ 49 59.3% $ $ 372,827 372,827 $ $ 600,039 600,039 $ $ 583,626 583,626 $ $ 313,751 313,751 $ $ 286,288 286,288 47.7% 47.7% Activity Narrative: In FY 2015, the Department completed a series of equipment and fitness center upgrades throughout the County. These on-site fitness improvements, coupled with the continuation of the partnership with the YMCA which offers reduced membership fees for employees and their families, is expected to increase participation in wellness activities and increase fitness center usage in FY 2016. The metric for the number of participants expected to register for on-site fitness classes counts each individual entering the fitness center and does not currently identify discrete counts of individuals or isolate those individuals participating in fitness classes. 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. 455 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 Demand Expenditure Ratio Expenditure FY 2016 FY 2015 FY 2015 Measure FY 2014 REV VS ADOPTED FORECAST ADOPTED VAR % REVISED ACTUAL Description 0.0% 86.6% 86.6% 86.6% 0.0% N/A Percentage of employees who strongly agree they know more about their health following the screening. 1.3% 0.4% Percentage of employees enrolled in medical 31.2% 30.9% 30.9% 31.3% insurance coverage who receive the medical insurance premium incentive reduction for completion of both biometric screening and the health assessment. -0.3% (30) 10,400 10,430 Number of employees who participate in 9,158 10,430 biometric screenings . 0.0% 5,000 4,692 Number of influenza vaccinations 5,244 5,000 administered. -0.3% (30) 10,400 Number of biometric screenings requested. 9,158 10,430 10,430 5,000 0.0% 4,692 5,000 5,244 Number of influenza vaccinations requested. (78) -106.8% 151 $ Total activity expenditure per biometric $ 46 $ 73 $ 21 $ screening conducted. 615 - WELLNESS TOTAL USES $ $ 421,805 421,805 $ $ 763,109 763,109 $ $ 220,547 220,547 $ 1,573,482 $ 1,573,482 $ $ (810,373) (810,373) -106.2% -106.2% Activity Narrative: The Employee Preventive Health Activity for FY 2016 is increasing budgeted expenditures by more than 100% due to the implementation of the new wellness contract with the vendor StayWell who will provide biometric screenings, health assessments, tobacco screenings, incentive administration, wellness coaching and other services. The FY 2016 budget also includes a carryover of $625,000 from FY 2015 due to the delay of the annual biometric screening process from March to August. Funding has been reallocated between the Wellness and Benefits Administration funds to support the ongoing expenditures of the new wellness vendor. 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 2014 ACTUAL 57.1% FY 2015 FY 2015 REVISED FORECAST 50.1% 50.1% FY 2016 ADOPTED 50.1% REV VS ADOPTED VAR % 0.0% 0.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 628 - EMPLOYEE ASSISTANCE TOTAL SOURCES $ $ 391,164 391,164 $ $ 400,320 400,320 $ $ 406,845 406,845 $ $ 420,963 420,963 $ $ 20,643 20,643 5.2% 5.2% 628 - EMPLOYEE ASSISTANCE TOTAL USES $ $ 389,819 389,819 $ $ 400,320 400,320 $ $ 406,845 406,845 $ $ 420,963 420,963 $ $ (20,643) (20,643) -5.2% -5.2% Expenditure Activity Narrative: In FY 2016, Employee Short Term Counseling and Referral expenditures increased to reflect higher numbers of covered employees and minor premium increases. Reliable data is not available for the Output and Demand measures. 456 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2015 Adopted Budget 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. Measure Type Result Output Output Demand Expenditure Ratio Expenditure FY 2016 Measure FY 2014 FY 2015 FY 2015 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % Description Percentage of employees who successfully 100.0% 0.0% 0.0% 30.8% 100.0% 100.0% completed the tobacco smoking cessation program. 20 0.0% 30 20 Number of employees that completed the 7 tobacco smoking cessation program. 0.0% 20 Number of employees who participate in the 26 20 20 tobacco smoking cessation program. 20 20 0.0% 20 26 Number of employees who enroll in the tobacco smoking cessation program. 28.2% 849 Total activity expenditure per tobacco smoking $ 2,159 $ 1,604 $ 3,007 $ 3,140 $ cessation program participant . 615 - WELLNESS TOTAL USES $ $ 41,715 41,715 $ $ 60,147 60,147 $ $ 62,792 62,792 $ $ 43,176 43,176 $ $ 16,971 16,971 28.2% 28.2% Activity Narrative: Beginning FY 2016, tobacco cessation products will be covered under the County’s pharmacy benefits. Expenditures in this activity are primarily related to validating that employees are eligible for the non-tobacco use incentive, not the cost of tobacco cessation programs. Alternative tobacco cessation programs are being considered in FY 2016 to provide incremental cessation options. 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 duties. Percent of clients tested with a Viral load below level of detection. Percent of eligible clients with referral to nonmedical support services who receive medical services or non-medical support services. FY 2014 ACTUAL 98.0% FY 2015 FY 2015 REVISED FORECAST 95.0% 95.0% FY 2016 ADOPTED 95.0% REV VS ADOPTED VAR % 0.0% 0.0% 39.0% 28.0% 31.9% 28.0% 0.0% 0.0% 79.6% 70.0% 69.2% 70.0% 0.0% 0.0% Activities that comprise this program include: • Ryan White Part A Core Medical Services • Ryan White Part A Non-Medical Support Services • 457 Ryan White Planning Council Support Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 services. 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 2014 ACTUAL 39.0% FY 2015 FY 2015 REVISED FORECAST 28.0% 35.4% REV VS ADOPTED VAR % 14.0% 50.0% FY 2016 ADOPTED 42.0% 202,396 153,600 128,745 153,600 - 0.0% 1,360 800 1,316 1,350 550 68.8% 202,396 153,600 128,745 153,600 - 0.0% 7,991 3,000 3,000 3,000 - 0.0% $ 25 $ 39 $ 41 $ 40 $ (0.77) -2.0% $ 3,791 $ 7,455 $ 3,995 $ 4,506 $ 2,950 39.6% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 5,472,688 $ 5,472,688 $ 5,964,344 $ 5,964,344 $ 5,257,766 $ 5,257,766 $ 6,180,626 $ 6,180,626 $ $ 216,282 216,282 3.6% 3.6% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 5,154,758 $ 5,154,758 $ 5,964,344 $ 5,964,344 $ 5,257,766 $ 5,257,766 $ 6,082,730 $ 6,082,730 $ $ (118,386) (118,386) -2.0% -2.0% Expenditure Activity Narrative: The passage of the Patient Protection and Affordable Care Act (ACA) has significantly altered the proportion of medical expenditures spent on primary medical care, as more program participants are now eligible for insurance programs. This has shifted additional funding to early intervention services and dental care. The increased funding for core medical wrap-around services is expected to positively impact attainment of the result measure by 14 percentage points or 50% in FY 2016. Additionally, as a result of the ACA, it is expected that an additional 550 participants will be provided core medical services in FY 2016. 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 services. 458 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Output Output Demand Demand Expenditure Ratio Expenditure Ratio Revenue Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of eligible clients with referral to non79.6% 70.0% 66.8% 70.0% 0.0% 0.0% medical support services who receive medical services or non-medical support services. Number of non-medical support units of 36,147 36,000 39,742 36,000 0.0% service received. Average number of eligible clients with referral 32 10 39 10 0.0% to non-medical support services. Average number of eligible clients receiving 985 900 1,072 900 0.0% non-medical support services. Number of non-medical support units 36,147 36,000 39,742 36,000 0.0% requested. Average number of eligible clients requesting 985 900 1,072 1,150 250 27.8% non-medical support services. Expenditure per non-medical support unit of 24 $ $ 34 $ 31 $ 44 $ (11) -31.6% service received. Expenditure per eligible client receiving non892 $ $ 1,348 $ 1,166 $ 1,774 $ (426) -31.6% medical support services. 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 817,541 817,541 $ 1,213,435 $ 1,213,435 $ 1,249,299 $ 1,249,299 $ 1,608,815 $ 1,608,815 $ $ 395,380 395,380 32.6% 32.6% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 878,289 878,289 $ 1,213,435 $ 1,213,435 $ 1,249,299 $ 1,249,299 $ 1,596,407 $ 1,596,407 $ $ (382,972) (382,972) -31.6% -31.6% Expenditure Activity Narrative: In FY 2014, Non-Medical Support Services were reduced as funding was diverted to core medical services. As savings were realized from client enrollment in expanded Medicaid or the federally facilitated marketplace insurance plans, additional funding was appropriated back to nonmedical support services in FY 2015, and in FY 2016 there is an increase of funding of over 30%. With additional funding, non-medical support services were expanded to include treatment adherence, psycho-social services, health education, risk reduction and housing assistance. These services are viewed by program staff as vital to reducing the spread of HIV/AIDS and strengthening the immune system and overall health of program participants. 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 services. 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 2014 ACTUAL 98.0% $ 36 36 6,415 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2015 FY 2015 REVISED FORECAST 95.0% 95.0% $ 63 63 2,314 $ 34 34 3,997 186,068 186,068 $ $ 145,800 145,800 $ $ 230,948 230,948 $ $ 145,800 145,800 $ $ REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 95.0% $ 36 36 3,702 $ (27) (27) (1,388) -42.9% -42.9% -60.0% 135,890 135,890 $ $ 145,686 145,686 $ $ (114) (114) -0.1% -0.1% 135,890 135,890 $ $ 133,273 133,273 $ $ Expenditure 459 12,527 12,527 8.6% 8.6% Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activity Narrative: 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 benefit. Percentage of employees receiving additional life insurance who rated the benefit as affordable. Percentage of employees receiving accidental death and dismemberment insurance who rated the benefit as affordable. Percentage of employees receiving spouse life insurance who are satisfied with the benefit. Percentage of employees satisfied with their health care flexible spending account. Percentage of employees satisfied with their dependent care flexible spending account. Percentage of 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 ACTUAL 59.1% FY 2015 FY 2015 REVISED FORECAST 63.1% 63.1% FY 2016 ADOPTED 63.1% REV VS ADOPTED VAR % 0.0% 0.0% 85.1% 85.0% 85.0% 85.0% 0.0% 0.0% 80.0% 84.0% 84.0% 84.0% 0.0% 0.0% 63.1% 65.0% 65.0% 65.0% 0.0% 0.0% 85.8% 90.3% 90.3% 90.3% 0.0% 0.0% 76.2% 95.8% 95.8% 95.8% 0.0% 0.0% 138.8% 100.0% 113.7% 100.0% 0.0% 0.0% 83.1% 81.9% 81.9% 81.9% 0.0% 0.0% 153.8% 100.0% 129.6% 100.0% 0.0% 0.0% 101.3% 100.0% 57.6% 100.0% 0.0% 0.0% 76.5% 100.0% 81.8% 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 460 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2016 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 FY 2014 REV VS ADOPTED FY 2015 FY 2015 FY 2016 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of employees satisfied with their 85.8% 90.3% 90.3% 90.3% 0.0% 0.0% health care flexible spending account. Percentage of employees satisfied with their 76.2% 95.8% 95.8% 95.8% 0.0% 0.0% dependent care flexible spending account. Average number of employees participating in 264 270 287 285 15 5.6% a dependent care flexible spending account. Average number of employees participating in 1,876 1,661 1,576 1,816 155 9.3% a health care flexible spending account. Average number of employees participating in 227 205 242 242 37 18.0% a limited use flexible spending account. Average number of employees participating in 2,367 2,136 2,085 2,101 (35) -1.6% a flexible spending account of any type. Average number of employees enrolled in a 264 270 287 285 15 5.6% dependent care flexible spending account. 1,876 1,624 Average number of employees enrolled in a 1,576 1,816 192 11.8% health care flexible spending account. Average number of employees enrolled in a 227 242 242 242 0.0% limited use flexible spending account. Average number of employees enrolled in a 2,367 2,136 2,085 2,101 (35) -1.6% flexible spending account of any type. Expenditure per employee participating in a $ 1,325 $ 1,438 $ 1,458 $ 1,462 $ (24) -1.7% dependent care or health care flexible spending account. Revenue 621 - FLEX SPENDING HEALTH 622 - FLEX SPENDING DEP CARE TOTAL SOURCES $ 2,274,481 862,642 $ 3,137,123 $ 2,269,651 801,620 $ 3,071,271 $ 2,178,651 873,395 $ 3,052,046 $ 2,269,651 801,620 $ 3,071,271 $ 621 - FLEX SPENDING HEALTH 622 - FLEX SPENDING DEP CARE TOTAL USES $ 2,274,482 861,911 $ 3,136,393 $ 2,269,651 801,620 $ 3,071,271 $ 2,163,430 875,804 $ 3,039,234 $ 2,269,651 801,620 $ 3,071,271 $ $ - 0.0% 0.0% 0.0% - 0.0% 0.0% 0.0% Expenditure $ Activity Narrative: In FY 2016, 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 2015 budget. 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. 461 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Output Output Demand Demand Demand Demand Demand Expenditure Ratio Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of employees receiving child life 59.1% 63.1% 63.1% 63.1% 0.0% 0.0% insurance coverage who are satisfied with the benefit. Percentage of employees receiving additional 85.1% 85.0% 85.0% 85.0% 0.0% 0.0% life insurance who rated the benefit as affordable. Percentage of employees receiving accidental 80.0% 84.0% 84.0% 84.0% 0.0% 0.0% death and dismemberment insurance who rated the benefit as affordable. Percentage of employees receiving spouse 63.1% 65.0% 65.0% 65.0% 0.0% 0.0% life insurance who are satisfied with the benefit. 12,908 12,934 282 2.2% Average number of employees who receive 12,751 12,652 basic life insurance coverage. Average number of employees who receive 12,751 12,652 12,908 12,934 282 2.2% accidental death and dismemberment insurance coverage. Average number of employees who receive 8,259 8,296 4,802 8,245 (51) -0.6% additional life insurance coverage. 3,965 4,090 4,079 114 2.9% 3,987 Average number of employees who receive child life insurance coverage. Average number of employees who receive 3,343 3,336 3,364 3,354 18 0.5% spouse life insurance coverage. 12,652 10,753 12,934 282 2.2% Average number of employees who receive 12,698 basic life, additional life, accidental death and dismemberment, child life, and spousal life insurance coverage. Average number of employees enrolled in 12,751 12,652 12,913 12,934 282 2.2% basic life insurance coverage. Average number of employees enrolled in 12,751 12,652 12,913 12,934 282 2.2% accidental death and dismemberment insurance coverage. Average number of employees enrolled in 8,259 8,296 8,427 8,245 (51) -0.6% additional life and accidental death and dismemberment insurance coverage. Average number of employees enrolled in 4,401 3,965 4,076 4,091 126 3.2% child life insurance coverage. Average number of employees enrolled in 4,401 3,336 3,344 3,354 18 0.5% spouse life insurance coverage. Expenditure per employee who receives basic $ 341 $ 333 $ 429 $ 341 $ (8) -2.4% life, additional life, accidental death and dismemberment, child life and/or spouse life insurance coverage. Revenue 626 - FI LIFE AND AD AND D 627 - SUPPLEMENTAL LIFE 630 - DEPENDENT LIFE TOTAL SOURCES $ 402,104 3,561,581 362,704 $ 4,326,389 $ 398,661 3,471,236 345,300 $ 4,215,197 $ 418,392 3,808,469 384,043 $ 4,610,904 $ 597,992 3,471,236 345,300 $ 4,414,528 $ $ 626 - FI LIFE AND AD AND D 627 - SUPPLEMENTAL LIFE 630 - DEPENDENT LIFE TOTAL USES $ $ $ $ $ 199,331 199,331 50.0% 0.0% 0.0% 4.7% (199,331) (199,331) -50.0% 0.0% 0.0% -4.7% Expenditure 401,038 3,563,906 364,562 $ 4,329,506 398,661 3,471,236 345,300 $ 4,215,197 418,392 3,808,469 384,043 $ 4,610,904 597,992 3,471,236 345,300 $ 4,414,528 $ Activity Narrative: In FY 2016, enrollment is expected to slightly increase when compared to FY 2015. Life insurance continues to remain a highly utilized insurance option and satisfaction with the insurance plans are fairly consistent over the last couple years. 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. 462 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Mandates: Administrative mandate. Measure Type Result Result Result Result Result Output Output Output Output Demand Demand Demand Demand Expenditure Ratio Revenue REV VS ADOPTED Measure FY 2014 FY 2015 FY 2015 FY 2016 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of short-term disability claims 138.8% 100.0% 113.7% 100.0% 0.0% 0.0% expense to premium revenue (loss ratio). 83.1% Percentage of employees who rate their short81.9% 81.9% 81.9% 0.0% 0.0% term disability insurance as affordable according to the annual benefit satisfaction survey. Percentage of 60% short-term disability 153.8% 100.0% 129.6% 100.0% 0.0% 0.0% claims expense to premium revenue (loss ratio). Percentage of 50% short-term disability 101.3% 100.0% 57.6% 100.0% 0.0% 0.0% claims expense to premium revenue (loss ratio). Percentage of 40% short-term disability 76.5% 100.0% 81.8% 100.0% (0.0%) -0.0% claims expense to premium revenue (loss ratio). Average number of employees receiving short8,380 8,402 8,527 8,549 147 1.7% term disability insurance. 5,382 Average number of employees receiving 60% 5,383 5,311 5,309 (74) -1.4% short-term disability insurance. Average number of employees receiving 50% 1,842 1,852 1,958 1,963 111 6.0% short-term disability insurance. Average number of employees receiving 40% 1,156 1,167 1,261 1,256 89 7.6% short-term disability insurance. Average number of employees enrolled in 8,380 8,402 8,527 8,549 147 1.7% short-term disability insurance. Average number of employees enrolled in 5,382 5,383 5,311 5,309 (74) -1.4% 60% short-term disability insurance. Average number of employees enrolled in 1,842 1,852 1,958 1,963 111 6.0% 50% short-term disability insurance. Average number of employees enrolled in 1,156 1,167 1,261 1,256 89 7.6% 40% short-term disability insurance. Expenditure per employee who received short- $ 344 $ 347 $ 349 $ 325 $ 22 6.4% term disability insurance coverage. 611 - 60 PERCENT STD 612 - 50 PERCENT STD 613 - 40 PERCENT STD TOTAL SOURCES $ 1,538,773 354,232 156,920 $ 2,049,925 $ 1,944,571 408,473 161,260 $ 2,514,304 $ 1,976,958 455,498 186,565 $ 2,619,021 $ 2,207,008 408,473 161,260 $ 2,776,741 611 - 60 PERCENT STD 612 - 50 PERCENT STD 613 - 40 PERCENT STD TOTAL USES $ 2,384,769 370,086 128,781 $ 2,883,636 $ 2,344,571 408,473 161,260 $ 2,914,304 $ 2,562,384 262,421 152,535 $ 2,977,340 $ 2,207,008 408,473 161,260 $ 2,776,741 $ $ 262,437 262,437 13.5% 0.0% 0.0% 10.4% 137,563 137,563 5.9% 0.0% 0.0% 4.7% Expenditure $ $ Activity Narrative: 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 was undertaken to eliminate the remaining deficit. Notably, more than 60% of employees electing coverage for short-term disability over the last couple years enrolled in the 60% short-term disability plan. The 40% and 50% short-term disability plans both show excess net positive returns in FY 2015. 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. 463 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL 49.1% FY 2015 FY 2015 REVISED FORECAST 87.3% 87.3% REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 87.3% 50 N/A - - N/A N/A 278 N/A - - N/A N/A 87 N/A - - N/A N/A 43 N/A - - N/A N/A 91 N/A - - N/A N/A 2,453 1,913 2,032 2,024 111 5.8% 1,903 1,913 2,032 2,024 111 5.8% 50 N/A - - N/A N/A 278 N/A - - N/A N/A 87 N/A - - N/A N/A 43 N/A - - N/A N/A 91 N/A - - N/A N/A 2,453 1,913 509 2,024 111 5.8% 1,903 1,913 2,032 2,024 111 5.8% 98 22.6% $ 373 $ 436 $ 337 $ 338 $ 631 - VOLUNTARY BENEFITS TOTAL SOURCES $ $ 911,880 911,880 $ $ 834,751 834,751 $ $ 684,511 684,511 $ $ 683,838 683,838 $ $ (150,913) (150,913) -18.1% -18.1% 631 - VOLUNTARY BENEFITS TOTAL USES $ $ 914,322 914,322 $ $ 834,751 834,751 $ $ 684,511 684,511 $ $ 683,838 683,838 $ $ 150,913 150,913 18.1% 18.1% Expenditure Activity Narrative: In FY 2015, the Voluntary Insurance Benefits plan discontinued contracts for accident, critical illness, whole life and term life insurance due to limited participation. The only insurance plan remaining in this activity is group prepaid legal services. The department expects this insurance option to increase by approximately 6% in FY 2016. 464 Department Strategic Plans and Budgets Employee Benefits and Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan - $ 8,132 $ 8,132 - $ 266,671 $ - $ 215 $ 215 - $ 266,886 $ - $ (326) $ (326) (535) $ (535) - $ 266,025 $ -0.3% - $ 4,512 $ 4,512 - $ 270,537 $ 1.4% - C-49-15-002-2-00 Agenda Item: FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Risk Management Charges 258,539 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: $ $ (535) FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount Public Health Grant Fund (532) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 7,323,579 $ 7,323,579 FY 2015 Revised Budget $ 7,323,579 $ 7,323,579 FY 2016 Baseline Budget $ 7,323,579 $ 7,323,579 $ (610) $ (610) 610 $ 1,688 (1,078) - $ 611,548 $ 611,548 611,548 611,548 $ 7,935,127 $ 8.4% 7,935,127 8.4% Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Decrease Risk Management Charges Grants Grant Reconciliation Agenda Item: $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount 465 (1,078) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Public Health Grants (532) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST Beginning Spendable Fund Balance $ (4,410,159) $ (4,410,159) $ (4,410,159) $ Sources: Operating Total Sources: $ $ 50,305,320 50,305,320 $ $ 48,632,521 48,632,521 $ $ 50,103,737 50,103,737 Uses: Operating Total Uses: $ $ 45,837,955 45,837,955 $ $ 48,632,521 48,632,521 $ $ Structural Balance $ 4,467,365 $ - Accounting Adjustments $ 33 $ - $ 57,239 57,239 $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ FY 2016 ADOPTED 57,239 $ 57,239 $ $ 51,196,030 51,196,030 $ $ 52,056,352 52,056,352 50,103,737 50,103,737 $ $ 51,196,030 51,196,030 $ $ 52,056,352 52,056,352 $ - $ - $ - $ - $ - $ - - $ (4,410,159) (4,410,159) $ 57,239 57,239 $ $ 57,239 57,239 Expenditures Revenue - $ (4,410,159) (4,410,159) $ Wellness Fund (615) OPERATING FY 2015 Adopted Budget $ 1,406,365 $ 1,406,365 FY 2015 Revised Budget $ 1,406,365 $ 1,406,365 FY 2016 Baseline Budget $ 1,406,365 $ 1,406,365 $ (366) $ (366) 366 $ 1,185 (819) - $ 149,883 $ 149,883 149,883 149,883 $ 1,556,248 $ 10.7% 1,556,248 10.7% Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Decrease Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount 466 (819) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Wellness Fund (615) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 320,000 $ - FY 2015 Revised Budget $ 320,000 $ - $ (320,000) $ (320,000) - $ - $ - $ 625,000 $ 625,000 - $ 625,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Biometric Screenings Wellness Grants Agenda Item: $ 600,000 25,000 FY 2016 Adopted Budget g Benefit Administration Fund (618) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 3,070,781 $ 3,070,781 FY 2015 Revised Budget $ 3,070,781 $ 3,070,781 FY 2016 Baseline Budget $ 3,070,781 $ 3,070,781 $ (1,008) $ (1,008) 1,008 $ 2,536 (1,528) - Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Decrease Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount 467 (1,528) $ (64,865) $ (64,865) (64,865) (64,865) $ 3,005,916 $ -2.1% 3,005,916 -2.1% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Employee Benefits and Health Benefits Trust Fund (685) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ Adjustments: Non Recurring Employee Benefits Trust Budget Adjustment 155,261,205 $ 144,576,843 Agenda Item: $ C-39-15-025-2-00 FY 2015 Revised Budget $ Adjustments: Non Recurring Employee Benefits Trust Budget Adjustment Other Non Recurring 7,600,000 $ 7,600,000 - 162,861,205 $ 144,576,843 Agenda Item: $ C-39-15-025-2-00 FY 2016 Baseline Budget $ Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Decrease Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Non Recurring Other Non Recurring Benefits Holiday (7,600,000) $ (7,600,000) - 10,284,362 10,284,362 155,261,205 $ 154,861,205 Agenda Item: $ (1,374) $ (1,374) 1,374 $ 3,721 (2,347) $ $ (2,347) $ $ $ - 11,077,586 $ 11,077,586 - $ - 11,027,586 11,027,586 (5,720,793) (5,720,793) (5,720,793) FY 2016 Adopted Budget Percent Change from Baseline Amount $ 166,338,791 $ 160,167,998 7.1% 3.4% Benefits Trust Fund (685) Fund Balance Summary FY 2014 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: $ $ $ Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ $ 45,418,987 FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED $ 36,572,889 $ 36,572,889 $ 37,893,442 $ 21,435,575 152,902,180 $ (6,894,839) 146,007,341 $ 144,576,843 144,576,843 $ 144,576,843 144,576,843 $ 144,499,408 144,499,408 $ 160,167,998 160,167,998 154,931,777 3,584,639 158,516,416 155,261,205 420,000 155,681,205 $ $ (2,029,597) $ 4,983,530 $ $ (10,684,362) $ $ 48,447,550 $ (10,554,108) 37,893,442 $ $ - $ 40,777,456 $ (15,308,929) 25,468,527 $ 468 155,261,205 420,000 155,681,205 $ $ $ (10,684,362) $ - $ 40,777,456 $ (15,308,929) 25,468,527 $ 160,537,315 419,960 160,957,275 $ $ $ (16,037,907) $ - $ 40,484,329 $ (19,048,754) 21,435,575 $ 166,338,791 625,000 166,963,791 (6,170,793) - 37,397,106 (22,757,324) 14,639,782 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Enterprise Technology Analysis by Alice Kirk, Management and Budget Analyst Summary Mission The mission of the Office of Enterprise Technology (OET) is to provide proven, innovative, and costeffective technology solutions to County departments so they can transform their operations to best serve their customers and citizens. Vision To be recognized as a first-class technology organization by the customers we serve. Strategic Goals Department Specific By December 2016, OET will improve customer satisfaction ratings as evidenced by an increase in its combined Central Services Customer Satisfaction score to 95%. Status: OET is evaluating other options for measuring customer satisfaction ratings, which were formerly completed by an internal County department. OET continues to advance its initiative to improve customer service and transparency through the implementation of a new Service Management System. The new system will be implemented to enable effective management of all requests, including incorporating OET’s recently developed Service Portfolio and Service Catalog. The Service Catalog will provide customers with details on the services available, including the associated costs. This will provide departments with improved transparency for service costs and an improved experience for requesting services. Lastly, OET’s Business Integration Services has worked with County departments throughout FY 2015 to identify their strategic business needs and develop strategic approaches to fulfilling those needs with proven technology solutions. For FY 2016, OET anticipates full implementation of its Service Management System, including its Service Catalog and preliminary cost allocation. Department Specific By December 2016, OET will improve employee satisfaction as evidenced by an increase in our employee satisfaction score to 85%. Status: Employee satisfaction continues to be a cornerstone in OET’s strategic plan. OET’s “Great People” priority focuses on ensuring commitment to employee satisfaction through investment in our current workplace through a tenant improvement project and deeper investment in professional development. During FY 2015, OET worked in partnership with Facilities Management to complete the design of needed improvements to the Chambers Building, which will provide an improved workplace that promotes collaboration and employee satisfaction. Improvements are planned for completion in the Fall of 2015. Additionally, OET prioritized the commitment of additional dollars within its current budget to ensure additional training for employees, as well as support for important technical certifications. 469 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Specific Department Strategic Plans and Budgets Enterprise Technology 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: During FY 2015, OET completed the majority of work related to its initial network infrastructure refresh, including the completion of all aspects of construction, layer 1 cabling, network design, network implementation, and user migration to the new network. OET will continue with the planned implementation of remote sites through FY 2016 to ensure those sites have improved network reliability and performance. Lastly, OET is completing the planned implementation of an Optical Network Services (ONS) ring that will provide added reliability and improved bandwidth between all campuses, including the pending data center colocation site at Phoenix IO. 470 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2015 REVISED FY 2015 ADOPTED FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 5,636,958 $ 8,127,100 2,981,204 16,745,262 $ 4,821,948 $ 8,720,866 2,952,789 16,495,603 $ 4,821,948 $ 8,720,866 2,952,789 16,495,603 $ 5,098,369 $ 8,642,713 3,011,994 16,753,076 $ 807,191 $ 13,130,672 3,117,241 17,055,104 $ (4,014,757) 4,409,806 164,452 559,501 -83.3% 50.6% 5.6% 3.4% $ - $ - $ 13,800 $ 13,800 $ 13,800 $ 13,800 $ 7,961 $ 7,961 $ - $ 9,000 9,000 $ (13,800) 9,000 (4,800) -100.0% N/A -34.8% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ (2,533) $ (2,533) $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,192 $ 10,192 $ 10,000 $ 10,000 $ - 0.0% 0.0% GISA - GIS APPLICATION DEV AND SUPP 99IT - INFORMATION TECHNOLOGY $ $ 413,215 $ 413,215 $ 460,300 $ 460,300 $ 460,300 $ 460,300 $ 461,500 $ 461,500 $ 460,300 $ 460,300 $ - 0.0% 0.0% TOTAL PROGRAMS $ 17,155,944 $ 16,979,703 $ 16,979,703 $ 17,232,729 $ 17,534,404 $ 554,701 3.3% ENET - ENTERPRISE NETWORK SERVICES OCTR - CUSTOMER RESOURCE RDNW - WIRELESS SYSTEMS 41IF - INFO TECHNOLOGY INFRASTRUCTURE $ 17,015,651 $ 10,671,866 2,270,371 29,957,888 $ 30,421,680 $ 10,428,044 2,449,728 43,299,452 $ 32,219,212 $ 11,195,584 2,477,901 45,892,697 $ 27,214,841 $ 10,355,577 2,287,338 39,857,756 $ 31,029,257 $ 11,189,580 2,532,740 44,751,577 $ 1,189,955 6,004 (54,839) 1,141,120 3.7% 0.1% -2.2% 2.5% APPD - APP DEVELOPMENT AND SUPP SVCS ITCN - IT CONSULTING 41MG - INFO TECHNOLOGY MANAGEMENT $ 2,206,638 $ 884,124 3,090,762 $ 2,355,492 $ 1,065,370 3,420,862 $ 2,590,142 $ 1,075,566 3,665,708 $ 2,419,690 $ 1,234,810 3,654,500 $ 7,083,326 $ 1,448,460 8,531,786 $ (4,493,184) (372,894) (4,866,078) -173.5% -34.7% -132.7% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 226,933 $ 72,402 2,322,527 2,621,862 $ 1,627,764 $ 132,996 989,146 1,053,652 3,803,558 $ 1,630,483 $ 134,741 1,036,358 1,024,713 3,826,295 $ 817,222 $ 98,410 1,650,129 819,018 3,384,779 $ 583,638 $ 138,048 783,831 137,664 1,946,682 3,589,863 $ 1,046,845 (3,307) 252,527 (137,664) (921,969) 236,432 64.2% -2.5% 24.4% N/A -90.0% 6.2% CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 582,662 $ 547,813 1,130,475 $ 652,589 $ 180,107 183,106 1,015,802 $ 652,589 $ 180,107 183,106 1,015,802 $ 652,589 $ 341,962 183,120 1,177,671 $ 1,027,047 $ 187,812 235,763 1,450,622 $ (374,458) (7,705) (52,657) (434,820) -57.4% -4.3% N/A -28.8% -42.8% GISA - GIS APPLICATION DEV AND SUPP 99IT - INFORMATION TECHNOLOGY $ $ 940,805 $ 940,805 $ 1,036,596 $ 1,036,596 $ 940,176 $ 940,176 $ 593,649 $ 593,649 $ 997,278 $ 997,278 $ (57,102) (57,102) -6.1% -6.1% TOTAL PROGRAMS $ 37,741,792 $ 52,576,270 $ 55,340,678 $ 48,668,355 $ 59,321,126 $ (3,980,448) -7.2% ENET - ENTERPRISE NETWORK SERVICES OCTR - CUSTOMER RESOURCE RDNW - WIRELESS SYSTEMS 41IF - INFO TECHNOLOGY INFRASTRUCTURE $ ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ USES $ $ $ 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 $ SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED 413,215 $ 413,215 $ 90,343 $ 16,646,800 16,737,143 $ (2,533) $ 8,119 5,586 $ FY 2015 REVISED 460,300 460,300 FY 2015 FORECAST FY 2016 ADOPTED $ $ 460,300 $ 460,300 $ 461,500 $ 461,500 $ 150,000 $ 16,343,603 16,493,603 $ 150,000 $ 16,343,603 16,493,603 $ 10,000 15,800 25,800 10,000 15,800 25,800 $ $ $ 460,300 460,300 REVISED VS ADOPTED VAR % $ $ - 0.0% 0.0% 115,797 $ 16,630,950 16,746,747 $ 150,000 $ 16,898,304 17,048,304 $ 554,701 554,701 0.0% 3.4% 3.4% 10,192 14,290 24,482 $ $ $ 10,000 15,800 25,800 $ - 0.0% 0.0% 0.0% $ ALL REVENUES $ 17,155,944 $ 16,979,703 $ 16,979,703 $ 17,232,729 $ 17,534,404 $ 554,701 3.3% TOTAL SOURCES $ 17,155,944 $ 16,979,703 $ 16,979,703 $ 17,232,729 $ 17,534,404 $ 554,701 3.3% 471 Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 10,642,231 $ 46,210 206,303 3,376,210 65,072 (4,831,828) 1,217,090 10,721,288 $ 14,457,814 $ 22,968 98,544 4,554,621 80,706 (7,819,004) 2,191,994 13,587,643 $ 14,523,142 $ 33,868 98,544 4,549,205 70,340 (7,655,485) 2,203,875 13,823,489 $ 13,311,521 $ 35,095 170,570 4,125,668 100,288 (6,343,567) 1,773,056 13,172,631 $ 15,940,244 $ 37,558 98,544 5,188,601 280,818 (9,186,656) 2,397,300 14,756,409 $ (1,417,102) (3,690) (639,396) (210,478) 1,531,171 (193,425) (932,920) -9.8% -10.9% 0.0% -14.1% -299.2% 20.0% -8.8% -6.7% SUBTOTAL $ 1,670,178 $ 35,774 997,037 (111,853) 24,049 2,615,185 $ 1,500,248 $ 42,376 2,913,200 (388,562) 12,678 4,079,940 $ 1,500,248 $ 42,376 2,913,200 (388,562) 12,678 4,079,940 $ 2,022,508 $ 35,813 1,702,057 (392,143) 27,730 3,395,965 $ 1,676,787 $ 43,176 (986,644) 56,329 789,648 $ (176,539) (800) 2,913,200 598,082 (43,651) 3,290,292 -11.8% -1.9% 100.0% 153.9% -344.3% 80.6% SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 3,129,148 $ 853,737 10,898,924 2,794 1,045,171 86,470 53,951 3,316 7,728,236 (793,810) 435,456 23,443,393 $ 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 $ 10,495,899 $ 2,995,259 13,695,292 8,000 1,223,898 11,900 89,320 5,033 7,396,360 (478,312) 196,392 35,639,041 $ 4,456,874 $ 2,284,674 12,689,463 3,865 1,292,176 57,221 70,648 3,163 7,693,199 (1,166,943) 361,266 27,745,606 $ 13,314,801 $ 3,989,359 17,982,831 16,000 1,570,900 28,800 123,820 5,033 8,245,763 (2,200,655) 698,417 43,775,069 $ (2,818,902) (994,100) (4,287,539) (8,000) (347,002) (16,900) (34,500) (849,403) 1,722,343 (502,025) (8,136,028) -26.9% -33.2% -31.3% -100.0% -28.4% -142.0% -38.6% 0.0% -11.5% 360.1% -255.6% -22.8% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 951,906 10,020 961,926 $ - $ 1,705,182 82,000 1,787,182 $ - $ 1,699,647 82,000 1,781,647 $ - $ 4,313,153 41,000 4,354,153 $ 1,952 $ 320,043 (1,952) (320,043) - $ (1,952) 1,379,604 82,000 1,952 320,043 1,781,647 N/A 81.2% 100.0% N/A N/A 100.0% ALL EXPENDITURES $ 37,741,792 $ 52,576,270 $ 55,324,117 $ 48,668,355 $ 59,321,126 $ (3,997,009) -7.2% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ - $ - $ - $ 16,561 $ 16,561 $ - $ - $ - $ - $ TOTAL USES $ 37,741,792 $ 52,576,270 $ 55,340,678 $ 48,668,355 $ 59,321,126 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 472 16,561 16,561 (3,980,448) 100.0% 100.0% -7.2% Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VAR % FY 2016 ADOPTED $ FUND TOTAL SOURCES $ 681 TECHNOLOGY INFRASTRUCTURE OPERATING $ FUND TOTAL SOURCES $ 413,215 $ 413,215 $ 465,100 $ 465,100 $ 465,100 $ 465,100 $ 465,100 $ 465,100 $ 465,100 $ 465,100 $ - 0.0% 0.0% 16,742,729 $ 16,742,729 $ 16,514,603 $ 16,514,603 $ 16,514,603 $ 16,514,603 $ 16,767,629 $ 16,767,629 $ 17,069,304 $ 17,069,304 $ 554,701 554,701 3.4% 3.4% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 17,155,944 $ 17,155,944 $ 16,979,703 $ 16,979,703 $ 16,979,703 $ 16,979,703 $ 17,232,729 $ 17,232,729 $ 17,534,404 $ 17,534,404 $ 554,701 554,701 3.3% 3.3% FUND / FUNCTION CLASS 100 GENERAL MAJOR MAINTENANCE OPERATING $ OPERATING ADVANTAGE 2X HOSTING CHARGES CONTENT MANAGEMENT SYSTEM WEB CYBER SECURITY NRNP DESKTOP LAPTOP REPLACEMENT DATA CENTER ONE TIME NRNP VMWARE NON RECURRING CYBER SECURITY MAJOR MAINT ENTPRISE DATA CNTR SYSTEMS ENTPRISE DATA NETWORKING TELEPHONY MAJOR MAINT FUND TOTAL USES $ 255 DETENTION OPERATIONS OPERATING $ DESKTOP LAPTOP REPLACEMENT NON RECURRING NON PROJECT 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 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VAR % FY 2016 ADOPTED 9,052,384 $ 9,229,445 2,132,019 99,001 20,512,849 $ 11,091,264 $ 10,523,328 4,801,092 1,301,182 5,824,200 450,000 33,991,066 $ 12,867,264 $ 10,689,517 4,801,092 528,850 1,301,182 5,824,200 450,000 36,462,105 $ 10,991,162 $ 9,966,147 4,051,682 1,233,681 3,624,200 295,800 30,162,672 $ 14,976,798 $ 11,193,593 1,153,944 1,250,000 3,585,000 250,000 1,382,000 185,149 4,606,700 565,000 39,148,184 $ (2,109,534) (504,076) (1,153,944) (1,250,000) 1,216,092 278,850 1,301,182 (1,382,000) (185,149) 1,217,500 450,000 (565,000) (2,686,079) -16.4% -4.7% N/A N/A 25.3% 52.7% 100.0% N/A N/A 20.9% 100.0% N/A -7.4% - $ - $ 1,019,055 $ 1,019,055 $ 1,024,713 $ 271,150 1,295,863 $ 819,018 $ 819,018 $ 986,484 $ 15,000 150,000 1,151,484 $ 38,229 256,150 (150,000) 144,379 3.7% 94.5% N/A 11.1% 16,681,114 $ 547,829 17,228,943 $ 16,514,603 $ 1,051,546 17,566,149 $ 16,514,603 $ 1,068,107 17,582,710 $ 16,767,629 $ 919,036 17,686,665 $ 17,069,304 $ 1,952,154 19,021,458 $ (554,701) (884,047) (1,438,748) -3.4% -82.8% -8.2% 34,962,943 $ 2,778,849 $ 37,741,792 $ 39,148,250 $ 13,428,020 $ 52,576,270 $ 41,096,097 $ 14,244,581 $ 55,340,678 $ 38,543,956 $ 10,124,399 $ 48,668,355 $ 44,226,179 $ 15,094,947 $ 59,321,126 $ (3,130,082) (850,366) (3,980,448) -7.6% -6.0% -7.2% Staffing by Program and Activity PROGRAM/ACTIVITY INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES OPERATIONS SUPPORT 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 6.00 7.00 2.00 15.00 7.00 8.00 2.00 17.00 7.00 8.00 2.00 .00 17.00 7.00 8.00 2.00 17.00 8.00 4.00 2.00 2.00 16.00 1.00 (4.00) 2.00 (1.00) 14.3% (50.0%) 0.0% N/A (5.9%) 39.50 45.50 17.00 102.00 46.00 53.00 18.00 117.00 46.00 52.00 18.00 116.00 46.00 52.00 18.00 116.00 46.00 55.00 19.00 120.00 3.00 1.00 4.00 0.0% 5.8% 5.6% 3.4% 34.49 15.50 49.99 37.50 24.50 62.00 36.00 24.00 60.00 37.00 24.50 61.50 37.00 24.50 61.50 1.00 .50 1.50 2.8% 2.1% 2.5% 2.00 2.00 168.99 5.50 5.50 201.50 18.50 18.50 211.50 18.50 18.50 213.00 18.50 18.50 216.00 4.50 0.0% 0.0% 2.1% 473 Maricopa County Annual Business Strategies FY 2016 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 Informatn Security Ofcr 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 Manager - Large Finance/Business Analyst GIS Programmer/Analyst GIS Programmer/Analyst - Senior/Lead GIS Technician Help Desk Coordinator Help Desk Coordinator - Sr/Ld HST Analyst Human Resources Analyst Human Resources Specialist IT Consultant IT Division 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 Office Assistant Specialized 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 Trainer Web Designer/Developer Web Designer/Developer - Senior/Lead Department Total FY 2014 ADOPTED 1.00 4.00 2.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 7.49 1.00 1.00 1.00 6.00 1.00 1.00 5.00 2.00 3.00 1.00 1.00 8.50 4.00 1.00 3.00 5.00 1.00 1.00 3.00 4.00 1.00 1.00 2.00 4.00 1.00 2.00 7.00 5.00 1.00 9.00 2.00 2.00 5.00 9.00 6.00 2.00 2.00 5.00 11.00 8.00 3.00 1.00 168.99 FY 2015 ADOPTED 1.00 4.00 2.00 1.00 3.00 3.00 9.00 1.00 1.00 4.00 3.50 1.00 1.00 1.00 8.00 1.00 2.00 2.00 1.50 6.00 3.00 3.00 1.00 1.00 8.50 7.00 1.00 4.00 5.00 1.00 3.00 5.00 3.00 1.00 2.00 5.00 1.00 2.00 7.00 10.00 1.00 1.00 14.00 1.00 3.00 2.00 5.00 10.00 6.00 2.00 1.00 5.00 11.00 8.00 1.00 1.00 201.50 474 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 4.00 4.00 2.00 2.00 4.00 4.00 2.00 2.00 3.00 3.00 10.00 10.00 1.00 1.00 1.00 1.00 1.00 6.00 6.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 8.00 1.00 1.00 1.00 1.00 2.00 2.00 9.00 9.00 2.00 2.00 1.50 1.50 6.00 6.00 2.00 2.00 3.00 3.00 1.00 1.00 1.00 1.00 8.00 8.50 6.00 7.00 1.00 1.00 4.00 4.00 3.00 3.00 1.00 1.00 3.00 3.00 5.00 5.00 4.00 4.00 1.00 1.00 3.00 3.00 3.00 3.00 1.00 1.00 2.00 2.00 7.00 7.00 10.00 10.00 1.00 1.00 1.00 1.00 14.00 14.00 1.00 1.00 3.00 3.00 2.00 2.00 6.00 6.00 8.00 8.00 6.00 6.00 2.00 2.00 1.00 1.00 5.00 5.00 11.00 11.00 8.00 8.00 1.00 1.00 1.00 211.50 213.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 4.00 0.0% 2.00 0.0% 1.00 1.00 N/A 6.00 2.00 50.0% (2.00) (100.0%) 3.00 0.0% 9.00 (1.00) (10.0%) (1.00) (100.0%) 1.00 0.0% 1.00 0.0% 6.00 0.0% 4.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 9.00 1.00 12.5% 1.00 0.0% (1.00) (100.0%) 2.00 0.0% 11.00 2.00 22.2% (2.00) (100.0%) 1.50 0.0% 6.00 0.0% 2.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% 8.50 .50 6.3% 6.00 0.0% 1.00 0.0% 4.00 0.0% 3.00 0.0% 2.00 1.00 100.0% 4.00 1.00 33.3% 5.00 0.0% 4.00 0.0% 1.00 0.0% N/A 3.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 1.00 N/A 2.00 0.0% 7.00 0.0% 10.00 0.0% 1.00 0.0% 1.00 0.0% 14.00 0.0% 1.00 0.0% 3.00 0.0% 2.00 0.0% 6.00 0.0% 8.00 0.0% 6.00 0.0% 2.00 0.0% 1.00 0.0% 5.00 0.0% 11.00 0.0% 8.00 0.0% 1.00 1.00 N/A 1.00 1.00 N/A 1.00 0.0% 216.00 4.50 2.1% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Staffing by Fund DEPARTMENT/FUND 100 GENERAL 681 TECHNOLOGY INFRASTRUCTURE Department Total FY 2014 ADOPTED 113.99 55.00 168.99 FY 2015 ADOPTED 143.50 58.00 201.50 FY 2015 FY 2015 REVISED FORECAST 154.50 156.00 57.00 57.00 211.50 213.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 159.00 4.50 2.9% 57.00 0.0% 216.00 4.50 2.1% General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) Operating • Decrease Regular Benefits by $12,343 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $150,024 for the impact of the changes in health and dental premium rates. • Increase Internal Service Charges by $25,802 for the impact of the changes in risk management charges. • Increase personnel expenditures by $353,082 for the impact of Cyber Security personnel increases. General Fund (100) Operating Major Maintenance • Increase rent and leases by $34,100 for additional Phoenix IO colocated data services. • Increase repairs and maintenance by $2,205,013 for CGI 3x maintenance and connectivity charges. • Decrease services by $1,089,579 for Microsoft Enterprise License Agreement. General Fund (100) Non Recurring • Budget repairs and maintenance of $1,153,944 for CGI 2x hosting charges. • Budget other services of $2,935,000 for Cyber Security tools and software services. • Budget other services of $650,000 of carry forward for Cyber Security eDiscovery. • Budget other services of $1,250,000 for Content Management System Web Services. • Budget other services of $1,382,000 for VMWare Software. • Budget other services of $250,000 for Dell Professional Services. General Fund (100) Non Recurring Major Maintenance • Budget repairs and maintenance of $185,149 for Cyber Security tools. • Budget other services of $2,406,700 for physical server fleet and server enclosures, compellent and NAS SAN storage growth, tape backup growth, and enterprise software and monitoring tools. • Budget other services of $2,200,000 of carry forward for enterprise data center operational growth. • Budget repairs and maintenance of $565,000 for Avaya and Altivon call center refresh and County voice mail refresh – AVST. Detention Fund (255) Operating • Decrease personal services allocation in by $66,019 for FY 2015 position inactivations and salary and benefit adjustments to positions being allocated in. • Increase supplies allocation in by $18,300 for supplies for CHS. 475 Maricopa County Annual Business Strategies FY 2016 Adopted Budget • Department Strategic Plans and Budgets Enterprise Technology Increase services allocation in by $6,733 for services for CHS. Detention Fund (255) Non Recurring • Budget repairs and maintenance of $150,000 for CHS Zone H access controls. • Budget other services of $15,000 for Dell Professional Services. Technology Infrastructure Fund (681) Operating • Decrease Regular Benefits by $3,704 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $26,855 for the impact of the changes in risk management charges. • Increase revenue and expenditures by $374,458 for increase to CSCA charges. • Increase revenue and expenditures by $180,243 for IT Division Manager. Technology Infrastructure Fund (681) Non Recurring Non Project • Budget salary and benefits of $174,303 for IT Division Manager. • Budget personal services allocation in of $210,478 for salary and benefit adjustments for Fund 681. • Budget supplies allocation in of $25,351 for supplies for Fund 681. • Budget services allocation in of $495,292 for travel, education and training, repairs and maintenance, utilities, other services, and land lease services for Fund 681. • Budget utilities of $1,046,730 for additional bandwidth with CenturyLink. 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 2014 ACTUAL 96.7% FY 2015 FY 2015 REVISED FORECAST 100.0% 96.4% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 99.8% 100.0% 99.6% 98.6% 99.8% 98.6% 99.6% 98.6% 0.0% 0.0% 0.0% 0.0% 100.0% 99.8% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% 0.0% 72.1% 72.5% 100.0% 77.2% 100.0% 75.9% 100.0% 77.2% 0.0% 0.0% 0.0% 0.0% Activities that comprise this program include: • Enterprise Network Services • Customer Resource • 476 Wireless Systems Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 Output Output Output Demand Demand Demand 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. Total hours representing 100% availability of external systems (Internet) in the reporting period. Total hours representing 100% availability (email) in the reporting period. Total hours representing 100% availability (Smart devices) in the reporting period. Number of new service work order requests received during the reporting period. Total hours representing 100% availability of external systems (Internet) in the reporting period. Total hours representing 100% availability (email) in the reporting period. Total hours representing 100% availability (Smart devices) in the reporting period. Number of new service work order requests received. Total expenditure per new work order request resolved. FY 2014 ACTUAL 100.0% FY 2015 FY 2015 FORECAST REVISED 98.6% 98.6% FY 2016 ADOPTED 98.6% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 99.8% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% 0.0% 72.1% 4,344 100.0% 8,568 100.0% 8,568 100.0% 8,568 0.0% - 0.0% 0.0% 8,562 8,448 8,448 8,448 - 0.0% 8,562 8,448 8,448 8,448 - 0.0% 952 1,000 1,000 1,000 - 0.0% 4,344 8,448 8,448 8,448 - 0.0% 8,562 8,448 8,448 8,448 - 0.0% 8,562 8,448 8,448 8,448 - 0.0% 952 1,000 1,000 1,000 - 0.0% $ 17,873.58 $ 32,219.21 $ 27,214.84 $ 31,029.26 $ 1,189.96 3.7% 681 - TECHNOLOGY INFRASTRUCTURE TOTAL SOURCES $ 5,636,958 $ 5,636,958 $ 4,821,948 $ 4,821,948 $ 5,098,369 $ 5,098,369 $ $ 807,191 807,191 $ (4,014,757) $ (4,014,757) -83.3% -83.3% 100 - GENERAL 255 - DETENTION OPERATIONS 681 - TECHNOLOGY INFRASTRUCTURE TOTAL USES $ 12,440,807 4,574,844 $ 17,015,651 $ 27,300,800 4,918,412 $ 32,219,212 $ 22,243,618 4,971,223 $ 27,214,841 $ 25,009,601 150,000 5,869,656 $ 31,029,257 $ 2,291,199 (150,000) (951,244) $ 1,189,955 8.4% N/A -19.3% 3.7% Expenditure Activity Narrative: The FY 2016 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 decrease in expenditures is due to reductions in non-recurring requests from FY 2015 to FY 2016. While OET transitions to a new Service Management System, all areas within expenditures and revenue are being reviewed. Because of this, there is a decrease in Fund 681 revenue for this Activity as the funding has transitioned from the Enterprise Network Services Activity to the Customer Resource Activity. 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. 477 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2016 Adopted Budget Mandates: Administrative mandate. Measure Type Result Output Output Demand Expenditure Ratio Revenue Measure Description Percent of help requests resolved during reporting period. Number of help requests received during reporting period. Number of help request resolved. Number of help requests received. Total expenditure per help resolution resolved. FY 2014 ACTUAL 72.5% $ FY 2015 FY 2015 REVISED FORECAST 77.2% 75.9% FY 2016 ADOPTED 77.2% REV VS ADOPTED % VAR 0.0% 0.0% 38,585 38,846 44,002 38,846 - 0.0% 27,992 38,585 381.25 30,000 38,846 373.19 33,401 44,002 310.04 30,000 38,846 372.99 0.20 0.0% 0.0% 0.1% 50.6% 50.6% $ $ $ $ 681 - TECHNOLOGY INFRASTRUCTURE TOTAL SOURCES $ 8,127,100 $ 8,127,100 $ 8,720,866 $ 8,720,866 $ 8,642,713 $ 8,642,713 $ 13,130,672 $ 13,130,672 $ 4,409,806 $ 4,409,806 100 - GENERAL 255 - DETENTION OPERATIONS 681 - TECHNOLOGY INFRASTRUCTURE TOTAL USES $ 2,669,566 8,002,300 $ 10,671,866 $ 3,251,104 271,150 7,673,330 $ 11,195,584 $ 2,389,237 7,966,340 $ 10,355,577 $ 3,586,669 15,000 7,587,911 $ 11,189,580 $ Expenditure $ (335,565) 256,150 85,419 6,004 -10.3% 94.5% 1.1% 0.1% Activity Narrative: Services in this Activity include Administration, Customer Resource Center, PC/LAN, and Voice Network Infrastructure. While OET transitions to a new Service Management System, all areas within expenditures and revenue are being reviewed. Because of this, there is an increase in Fund 681 revenue for this Activity as the funding has transitioned from the Enterprise Network Services Activity to the Customer Resource Activity. Fund 100 expenditures have increased due to an increase to Enterprise Telephony Major Maintenance to cover all maintenance costs for the County telephone system. Wireless Systems Activity The purpose of the Wireless Systems Activity is to provide public safety radio communications and maintenance services to County and other government public safety radio users so they can communicate across a reliable private wireless network. Mandates: Administrative mandate. Measure Type Result Result Output Demand Demand Expenditure Ratio Revenue Measure Description Percent of all completed radio service requests finished within two business days or less. Percent "uptime" of radio network. Number of radio service requests completed. Number of push-to-talk transmissions attempted. Number of radio service requests requested. Total expenditure per radio service request completed. FY 2014 ACTUAL 96.7% FY 2015 FY 2015 REVISED FORECAST 100.0% 96.4% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 99.8% 99.6% 99.8% 99.6% 9,056 8,000 6,977 8,000 11,519,749 13,750,000 11,276,210 13,750,000 9,056 8,000 6,977 8,000 $ 250.70 $ 309.74 $ 327.84 $ 316.59 $ 100 - GENERAL 681 - TECHNOLOGY INFRASTRUCTURE TOTAL SOURCES $ 2,981,204 $ 2,981,204 $ 2,952,789 $ 2,952,789 $ 3,011,994 $ 3,011,994 $ 4,800 3,112,441 $ 3,117,241 $ 100 - GENERAL 681 - TECHNOLOGY INFRASTRUCTURE TOTAL USES $ $ $ $ $ $ 0.0% (6.85) 0.0% 0.0% 0.0% 0.0% -2.2% 4,800 159,652 164,452 N/A 5.4% 5.6% (90,500) 35,661 (54,839) N/A 1.4% -2.2% Expenditure 2,270,371 $ 2,270,371 2,477,901 $ 2,477,901 2,287,338 $ 2,287,338 90,500 2,442,240 $ 2,532,740 $ Activity Narrative: In FY 2016, OET is continuing to implement the new counting method of number of radio transmissions instead of push-to-talk transmissions. OET has also included their Fund 100 expenditures for this Activity as it was found that these expenditures do in fact fall under this Activity category and should be counted as such. 478 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL 104.5% FY 2015 FY 2015 REVISED FORECAST 97.6% 51.0% FY 2016 ADOPTED 97.6% REV VS ADOPTED VAR % 0.0% 0.0% 84.4% 100.0% 132.8% 100.0% 0.0% 0.0% 89.7% 100.0% 100.0% 100.0% 0.0% 0.0% 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. Measure Type Result Result Output Output Demand Demand Expenditure Ratio Expenditure Measure Description Percent of Production Support service requests resolved. Percent of Project Development service requests resolved. Number of Production Support service requests resolved. Number of Project Development service requests resolved. Number of Production Support service requests. Number of Project Development service requests. Total expenditure per Production Support requests completed. 100 - GENERAL TOTAL USES FY 2014 ACTUAL 104.5% $ FY 2015 FY 2015 REVISED FORECAST 97.6% 51.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 97.6% 84.4% 100.0% 132.8% 100.0% 3,801 3,500 3,434 3,500 - 0.0% 141 178 134 178 - 0.0% 3,972 3,415 3,361 3,415 - 0.0% 141 178 184 178 - 0.0% 555.55 $ 2,206,638 $ 2,206,638 $ 758.46 $ 2,590,142 $ 2,590,142 $ 1,381.10 $ 2,419,690 $ 2,419,690 $ 2,074.18 $ 7,083,326 $ 7,083,326 0.0% $ 0.0% (1,315.72) -173.5% $ (4,493,184) $ (4,493,184) -173.5% -173.5% Activity Narrative: Services contained in this activity include General Ledger Application Support, Internet/Intranet Hosting, Other Application Support, and Website Development Services. Expenditures have increased for this Activity due to the addition of the County’s new financial system, Advantage 3x, and Content Management Web Services. This Activity is supporting the maintenance and connectivity of this new system as well as hosting of the current Advantage 2x system. 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. 479 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of analyses completed. Number of initial analysis provided. Number of analysis requests initiated. Total expenditure per analysis provided. REV VS ADOPTED FY 2014 FY 2015 FY 2015 FY 2016 ACTUAL REVISED FORECAST ADOPTED VAR % 89.7% 100.0% 100.0% 100.0% 0.0% 0.0% 242 600 600 600 0.0% 242 600 600 600 0.0% $ 4,074.30 $ 1,792.61 $ 2,058.02 $ 2,414.10 $ (621.49) -34.7% 100 - GENERAL 681 - TECHNOLOGY INFRASTRUCTURE TOTAL USES $ $ 884,124 884,124 $ 1,075,566 $ 1,075,566 $ 1,234,810 $ 1,234,810 $ 1,184,284 264,176 $ 1,448,460 $ $ (108,718) (264,176) (372,894) -10.1% N/A -34.7% Activity Narrative: National organizations which provide valuable support and resources to OET 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. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 10,523,328 $ 465,100 $ 166,189 $ 149,299 9,762 7,128 - $ 10,689,517 $ 465,100 $ 13,313 $ 1,301 (7,128) 19,140 - $ 10,702,830 $ 465,100 $ (12,343) $ (12,343) 353,082 $ (25,802) - Agenda Item: C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Services for Absorption of Risk Management Charges Internal Service Charges Increase Risk Management Charges Personnel Additions and Related Costs Cyber Security Personnel FY 2016 Tentative Budget $ $ (25,802) $ 25,802 $ 353,082 - 353,082 - $ 11,043,569 $ 3.2% 465,100 0.0% $ 150,024 $ 150,024 - $ 11,193,593 $ 4.6% 465,100 0.0% Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums 25,802 Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 480 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology General Fund (100) (continued) Expenditures Revenue MAJOR MAINTENANCE OPERATING FY 2015 Adopted Budget Adjustments: Major Maintenance Projects Transfer to OET for Collocated Data Services - $ 1,776,000 $ 1,776,000 - $ 12,867,264 $ - $ 2,205,013 $ 2,205,013 960,000 $ 960,000 - $ 16,032,277 $ - $ (1,055,479) $ (1,055,479) - $ 14,976,798 $ -6.6% - C-41-15-006-M-00 Agenda Item: $ C-41-15-006-M-00 FY 2016 Baseline Budget Adjustments: Major Maintenance Projects Major Maintenance Program Phoenix IO Colocated Data Services Microsoft Enterprise License Agreement 11,091,264 $ Agenda Item: FY 2015 Revised Budget Adjustments: Technology Projects CGI 3x Maintenance and Connectivity Major Maintenance Projects Transfer to OET for Collocated Data Services $ Agenda Item: $ FY 2016 Adopted Budget Percent Change from Baseline Amount 34,100 (1,089,579) Expenditures Revenue ADVANTAGE 2X HOSTING CHARGES FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: $ FY 2016 Adopted Budget $ 1,153,944 1,153,944 - 1,153,944 $ Expenditures Revenue CONTENT MANAGEMENT SYSTEM WEB FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: $ FY 2016 Adopted Budget $ 481 1,250,000 1,250,000 - 1,250,000 $ - Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology General Fund (100) (continued) Expenditures Revenue CYBER SECURITY NRNP FY 2015 Adopted Budget $ 4,801,092 $ - FY 2015 Revised Budget $ 4,801,092 $ - $ (4,801,092) $ (4,801,092) - $ - $ - Adjustments: Base Adjustments Cyber Security Agenda Item: FY 2016 Baseline Budget Adjustments: Information and Communications Technology Other IT Non Recurring Cyber Security - Tools and Software Services Non Recurring Non Recurring Carry Forward Agenda Item: $ $ 2,935,000 2,935,000 - 2,935,000 FY 2016 Adopted Budget $ 650,000 $ 650,000 $ 3,585,000 $ Expenditures - Revenue DESKTOP LAPTOP REPLACEMENT FY 2015 Adopted Budget Adjustments: Technology Projects Desk top Replacement and Virtual Desk top Project Desk top Replacement and Virtual Desk top Financing - $ 528,850 $ 278,850 250,000 - $ 528,850 $ - $ (528,850) $ (278,850) (250,000) - $ - $ - $ 250,000 $ 250,000 - $ 250,000 $ C-41-15-010-M-00 C-41-15-011-M-00 Agenda Item: C-41-15-010-M-00 C-41-15-011-M-00 FY 2016 Baseline Budget Adjustments: Base Adjustments Other Base Adjustments Dell Professional Services - $ Agenda Item: FY 2015 Revised Budget Adjustments: Technology Projects Desk top Replacement and Virtual Desk top Project Desk top Replacement and Virtual Desk top Financing $ Agenda Item: $ FY 2016 Adopted Budget 250,000 Expenditures Revenue VMWARE NON RECURRING FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: $ FY 2016 Adopted Budget $ 482 1,382,000 1,382,000 - 1,382,000 $ - Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology General Fund (100) (continued) Expenditures Revenue CYBER SECURITY MAJOR MAINT FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - Adjustments: Information and Communications Technology Other IT Non Recurring Cyber Security Tools Agenda Item: $ $ FY 2016 Adopted Budget 185,149 185,149 - 185,149 $ 185,149 $ Expenditures Revenue ENTPRISE DATA CNTR SYSTEMS FY 2015 Adopted Budget $ 5,824,200 $ - FY 2015 Revised Budget $ 5,824,200 $ - $ (2,724,200) (2,724,200) (3,100,000) $ (3,100,000) - $ - $ - $ 4,606,700 2,406,700 2,200,000 $ 2,200,000 - Adjustments: Information and Communications Technology Other IT Non Recurring Non Recurring Non Recurring Carry Forward Agenda Item: $ FY 2016 Baseline Budget Adjustments: Information and Communications Technology Other IT Non Recurring Non Recurring Non Recurring Carry Forward Agenda Item: $ FY 2016 Adopted Budget $ 4,606,700 $ Expenditures - Revenue TELEPHONY MAJOR MAINT FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: $ FY 2016 Adopted Budget $ 483 565,000 565,000 - 565,000 $ - Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Detention Fund (255) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan - $ 5,658 $ 5,658 - $ 1,024,713 $ - $ 2,757 $ 2,757 - $ 1,027,470 $ - $ (40,986) $ (40,986) - $ 986,484 $ -4.0% - C-49-15-002-2-00 Agenda Item: FY 2016 Baseline Budget Adjustments: Base Adjustments Other Base Adjustments Decrease Personnel Services Allocation In Increase Supplies Increase Services 1,019,055 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: $ (66,019) 18,300 6,733 FY 2016 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue DESKTOP LAPTOP REPLACEMENT FY 2015 Adopted Budget Adjustments: Technology Projects Desk top Replacement and Virtual Desk top Project - $ 271,150 $ 271,150 - $ 271,150 $ - $ (271,150) $ (271,150) - $ - $ - $ 15,000 $ 15,000 - $ 15,000 $ C-41-15-010-M-00 Agenda Item: C-41-15-010-M-00 FY 2016 Baseline Budget Adjustments: Base Adjustments Other Base Adjustments Dell Professional Services - $ Agenda Item: FY 2015 Revised Budget Adjustments: Technology Projects Desk top Replacement and Virtual Desk top Project $ Agenda Item: $ 15,000 FY 2016 Adopted Budget Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - Adjustments: Information and Communications Technology Other IT Non Recurring CHS Zone H Access Controls Agenda Item: $ $ FY 2016 Adopted Budget - 150,000 $ - 150,000 $ 484 150,000 150,000 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Technology Infrastructure Fund (681) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 16,514,603 $ 16,514,603 FY 2015 Revised Budget $ 16,514,603 $ 16,514,603 FY 2016 Baseline Budget $ 16,514,603 $ 16,514,603 $ (3,704) $ (3,704) 558,405 $ 531,550 - Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments CSCA Adjustment IT Division Manager Other Base Adjustments Internal Service Charges Decrease Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ 374,458 180,243 (23,151) $ 26,855 26,855 FY 2016 Adopted Budget Percent Change from Baseline Amount - $ - $ - 554,701 554,701 $ 17,069,304 $ 3.4% 17,069,304 3.4% Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget Adjustments: Technology Projects Desk top Replacement and Virtual Desk top Financing - $ 16,561 $ 16,561 - $ 1,068,107 $ - $ (16,561) $ (16,561) (1,051,546) $ (1,051,546) - $ - $ - $ 1,952,154 $ 1,952,154 - $ 1,952,154 $ - C-41-15-011-M-00 Agenda Item: C-41-15-011-M-00 $ FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring IT Division Manager Salary and Benefit Adjustment for Additional 8 Hours Salary and Benefit Adjustment for 2.5% Rate Increases Benefit Adjustment for Additional Fixed Benefits Supplies Travel, Education, and Training Repairs and Maintenance Utilities Other Services Land Leases Additional Bandwidth with CenturyLink 1,051,546 $ Agenda Item: FY 2015 Revised Budget Adjustments: Technology Projects Desk top Replacement and Virtual Desk top Financing Non Recurring Other Non Recurring $ Agenda Item: $ FY 2016 Adopted Budget 485 174,303 20,166 98,685 91,627 25,351 42,000 238,849 179,691 26,752 8,000 1,046,730 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Technology Infrastructure Fund (681) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 3,404,998 $ 2,892,289 $ 2,892,289 $ 2,918,791 $ 1,999,755 Sources: Operating Total Sources: $ $ 16,742,729 16,742,729 $ $ 16,514,603 16,514,603 $ $ 16,514,603 16,514,603 $ $ 16,767,629 16,767,629 $ $ 17,069,304 17,069,304 $ $ $ $ 16,767,629 919,036 17,686,665 $ $ 16,514,603 1,068,107 17,582,710 $ $ 16,514,603 1,051,546 17,566,149 $ 17,069,304 1,952,154 19,021,458 Uses: Operating Non-Recurring Total Uses: $ 16,681,114 547,829 17,228,943 Structural Balance $ 61,615 $ - $ - $ - $ - Accounting Adjustments $ 7 $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ 2,918,791 2,918,791 $ 1,840,743 1,840,743 $ 1,824,182 1,824,182 $ 1,999,755 1,999,755 $ 47,601 47,601 486 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Analysis by Carmine L. Davis, Management and Budget Supervisor Summary Mission The mission of the Environmental Services Department is to provide safe food, water, waste disposal and vector borne disease reduction controls to the people of Maricopa County so they may enjoy living in a healthy and safe community. Vision As the recognized regional environmental leader, we will develop and foster innovative environmental health protection programs for the safety of our residents and their environment. Strategic Goals Department Specific By June 30, 2015, 75% of customer requests will be processed online to address customer demands. Status: The Department implemented online services to meet customer demands and to create efficiencies for both internal and external customers. Payment, Submittal of Temporary Applications, Renewal of Permits, Records Search, Administrative Change Requests, Testing for Food Service Workers and Signature Capture and Hand Delivery services are now offered online and 100% of all services the division offers contain an online element for customer use. 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: The Department has moved from RAMP testing to PCR testing. PCR testing is much more sensitive and as a result, there are more positive results than with RAMP testing. The positive findings per fiscal year were 177 positive results in FY 2013 (37% increase) and 119 positive results in FY 2014 (8% decrease). 487 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 1,323,405 $ 12,215,108 17,365 13,555,878 $ 1,279,251 $ 12,323,870 16,200 13,619,321 $ 1,279,251 $ 12,450,306 16,200 13,745,757 $ 1,313,212 $ 12,121,290 25,815 13,460,317 $ 1,313,300 $ 11,962,992 13,276,292 $ 34,049 (487,314) (16,200) (469,465) 2.7% -3.9% -100.0% -3.4% 233,274 $ 32,643 21,875 287,792 $ 200,001 $ 18,185 19,250 237,436 $ 200,001 $ 18,185 19,250 237,436 $ 210,446 $ 28,820 8,020 247,286 $ 243,233 $ 243,233 $ 43,232 (18,185) (19,250) 5,797 21.6% -100.0% -100.0% 2.4% $ 2,335,395 $ 1,161,220 2,611,797 6,108,412 $ 516,187 $ 3,542,410 1,949,927 6,008,524 $ - $ 3,542,410 2,466,114 6,008,524 $ - $ 3,377,144 2,411,704 5,788,848 $ - $ 3,527,947 2,325,950 5,853,897 $ (14,463) (140,164) (154,627) N/A -0.4% -5.7% -2.6% $ $ 5,171 $ 5,171 $ 26,000 $ 26,000 $ 26,000 $ 26,000 $ 32,417 $ 32,417 $ 32,000 $ 32,000 $ TOTAL PROGRAMS $ 19,957,253 $ 19,891,281 $ 20,017,717 $ 19,528,868 $ 19,405,422 $ (612,295) -3.1% EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD NON FOOD INSPECTIONS FWBI - ENV RELATED ILLNESS INVESTIG SWCE - STORMWATER PUBLIC EDUCATION 88EH - ENVIRONMENTAL HEALTH SERVICES $ 1,031,736 $ 8,771,466 221,104 82,176 10,106,482 $ 934,171 $ 11,143,066 266,682 94,470 12,438,389 $ 890,351 $ 11,047,466 267,097 128,007 12,332,921 $ 959,090 $ 10,359,520 239,376 124,032 11,682,018 $ 898,211 $ 8,686,874 207,638 153,301 9,946,024 $ (7,860) 2,360,592 59,459 (25,294) 2,386,897 -0.9% 21.4% 22.3% -19.8% 19.4% EHEN - ENV HEALTH ENFORCEMENT NPRC - NONPERMIT RELATED COMPLIANCE SWIA - STORMWATER DISCHARGE SWPA - STORMWATER CONSTRUCTION 88EP - ENVIRONMENTAL ENFORCEMENT $ $ 469,642 $ 475,956 337,038 49,549 1,332,185 $ 515,443 $ 595,869 360,911 51,036 1,523,259 $ 515,187 $ 485,893 330,810 1,331,890 $ 499,053 $ 448,900 332,745 15 1,280,713 $ 842,869 $ 311,959 1,154,828 $ (327,682) 485,893 18,851 177,062 -63.6% 100.0% 5.7% N/A 13.3% VECT - VECTOR CTRL PUB ED SURV TRTMNT 88VC - VECTOR CONTROL $ $ 2,637,535 $ 2,637,535 $ 3,000,632 $ 3,000,632 $ 3,451,117 $ 3,451,117 $ 3,276,298 $ 3,276,298 $ 3,147,446 $ 3,147,446 $ 303,671 303,671 WWCI - WW CONSTRUCTION INSPECTION WWIA - WW MANAGEMENT INSPECTIONS WWPR - WW PLAN REVIEW 88WW - WATER AND WASTE MANAGEMENT $ 1,049,855 $ 726,265 1,844,203 3,620,323 $ 440,115 $ 2,027,100 1,484,427 3,951,642 $ 453,474 $ 1,997,309 1,728,510 4,179,293 $ 441,574 $ 1,907,273 1,629,951 3,978,798 $ - $ 2,081,145 2,159,613 4,240,758 $ 453,474 (83,836) (431,103) (61,465) 100.0% -4.2% -24.9% -1.5% 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 $ 184,272 $ 605,976 1,610,942 45,089 2,446,279 $ 242,139 $ 123,024 155,222 271,729 843 51,377 56,870 1,590,602 2,491,806 $ 179,014 $ 123,024 155,222 224,404 51,377 56,727 1,741,552 2,531,320 $ 177,342 $ 148,358 135,604 276,255 21,122 46,279 1,625,750 2,430,710 $ 202,755 $ 94,224 218,590 379,332 58,298 1,639,229 2,592,428 $ (23,741) 28,800 155,222 5,814 (379,332) 51,377 (1,571) 102,323 (61,108) -13.3% 23.4% 100.0% 2.6% N/A 100.0% -2.8% 5.9% -2.4% CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 988,053 $ 126,907 1,114,960 $ 885,345 $ 200,923 238,731 1,324,999 $ 885,345 $ 200,923 238,731 1,324,999 $ 848,926 $ 181,543 222,065 1,252,534 $ 1,045,635 $ 209,619 193,427 1,448,681 $ (160,290) (8,696) 45,304 (123,682) -18.1% -4.3% N/A 19.0% -9.3% BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 1,401,230 $ 1,401,230 $ 1,723,953 $ 1,723,953 $ 1,723,953 $ 1,723,953 $ 1,426,292 $ 1,426,292 $ 1,493,857 $ 1,493,857 $ 230,096 230,096 13.3% 13.3% TOTAL PROGRAMS $ 22,658,994 $ 26,454,680 $ 26,875,493 $ 25,327,363 $ 24,024,022 $ 2,851,471 10.6% EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD NON FOOD INSPECTIONS FWBI - ENV RELATED ILLNESS INVESTIG 88EH - ENVIRONMENTAL HEALTH SERVICES $ EHEN - ENV HEALTH ENFORCEMENT NPRC - NONPERMIT RELATED COMPLIANCE SWPA - STORMWATER CONSTRUCTION 88EP - ENVIRONMENTAL ENFORCEMENT $ WWCI - WW CONSTRUCTION INSPECTION WWIA - WW MANAGEMENT INSPECTIONS WWPR - WW PLAN REVIEW 88WW - WATER AND WASTE MANAGEMENT $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 6,000 6,000 23.1% 23.1% USES $ $ $ 488 8.8% 8.8% Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category FY 2014 ACTUAL CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS FY 2015 ADOPTED 15,618,725 $ 15,618,725 $ FY 2015 REVISED 15,865,080 $ 15,865,080 $ FY 2015 FORECAST 15,865,080 $ 15,865,080 $ FY 2016 ADOPTED 15,363,937 $ 15,363,937 $ REVISED VS ADOPTED VAR % 15,489,739 15,489,739 $ $ (375,341) (375,341) -2.4% -2.4% 3,974,442 3,974,442 $ $ 3,780,815 3,780,815 $ $ 3,780,815 3,780,815 $ $ 3,734,796 3,734,796 $ $ 3,639,250 3,639,250 $ $ (141,565) (141,565) -3.7% -3.7% $ SUBTOTAL $ 265,917 265,917 $ $ 218,186 218,186 $ $ 218,186 218,186 $ $ 239,266 239,266 $ $ 243,233 243,233 $ $ 25,047 25,047 11.5% 11.5% $ 5,171 27,498 32,669 $ 26,000 1,200 27,200 $ 26,000 1,200 27,200 $ 32,417 65,959 98,376 $ 32,000 $ 1,200 33,200 $ 6,000 6,000 23.1% 0.0% 22.1% MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ $ ALL REVENUES $ 19,891,753 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 65,500 $ 65,500 $ 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 $ 19,957,253 $ FY 2014 ACTUAL $ 19,891,281 $ - $ $ 19,891,281 $ FY 2015 ADOPTED $ 19,891,281 $ 126,436 126,436 $ $ 20,017,717 $ FY 2015 REVISED $ 19,436,375 $ 19,405,422 $ (485,859) -2.4% 92,493 $ 92,493 $ - $ $ (126,436) (126,436) -100.0% -100.0% 19,405,422 $ (612,295) -3.1% 19,528,868 $ FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 12,129,435 $ 155,381 4,591,019 9,995 (566,728) 1,458,697 17,777,799 $ 13,002,888 $ 4,948,555 (237,240) 1,314,702 19,028,905 $ 13,104,598 $ 4,931,977 (237,240) 1,314,702 19,114,037 $ 12,506,812 $ 97,174 4,789,378 20,916 (252,492) 1,223,747 18,385,535 $ 12,682,797 $ 5,107,132 (188,825) 1,224,559 18,825,663 $ 421,801 (175,155) (48,415) 90,143 288,374 3.2% N/A -3.6% N/A -20.4% 6.9% 1.5% 679,602 $ 270,663 40,418 (6,151) 46,470 1,031,002 $ 915,494 $ 288,964 543,100 (2,172) 3,178 1,748,564 $ 884,175 $ 288,964 543,100 (2,172) 3,178 1,717,245 $ 1,127,771 $ 212,268 295,148 (2,172) 11,882 1,644,897 $ 879,464 $ 268,650 47,000 (4,253) 5,180 1,196,041 $ 4,711 20,314 496,100 2,081 (2,002) 521,204 0.5% 7.0% 91.3% 95.8% -63.0% 30.4% - $ 205,882 914,921 22,959 2,590 1,693,313 85,693 60,081 68,785 2,323 (205,615) 571,139 3,422,071 $ 11,500 $ 691,039 871,797 1,884,973 103,107 97,965 65,212 2,400 (229,358) 821,005 4,319,640 $ 11,500 $ 1,028,539 871,797 1,884,973 103,107 89,965 65,212 2,400 (229,358) 821,005 4,649,140 $ 6,710 $ 889,308 762,291 1,771,941 92,415 83,699 73,493 2,790 (163,554) 666,733 4,185,826 $ 14,500 $ 230,335 836,743 2,380 500 1,772,962 102,354 87,023 80,596 5,460 (177,146) 455,785 3,411,492 $ (3,000) 798,204 35,054 (2,380) (500) 112,011 753 2,942 (15,384) (3,060) (52,212) 365,220 1,237,648 -26.1% 77.6% 4.0% N/A N/A 5.9% 0.7% 3.3% -23.6% -127.5% -22.8% 44.5% 26.6% $ (16) $ 36,801 251,982 139,355 428,122 $ 925,000 $ 52,900 135,000 244,671 1,357,571 $ 925,000 $ 90,400 135,000 244,671 1,395,071 $ 790,000 $ 36,733 90,682 193,690 1,111,105 $ - $ 143,400 138,000 309,426 590,826 $ 925,000 (53,000) (3,000) (64,755) 804,245 100.0% -58.6% -2.2% -26.5% 57.6% ALL EXPENDITURES $ 22,658,994 $ 26,454,680 $ 26,875,493 $ 25,327,363 $ 24,024,022 $ 2,851,471 10.6% TOTAL USES $ 22,658,994 $ 26,454,680 $ 26,875,493 $ 25,327,363 $ 24,024,022 $ 2,851,471 10.6% 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 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ 489 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Fund and Function FY 2014 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING $ FUND TOTAL SOURCES $ 506 ENVIRONMTL SVCS ENV HEALTH OPERATING $ NON RECURRING NON PROJECT FUND TOTAL SOURCES $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 17,093 $ 17,093 $ 18,101 $ 18,101 $ 18,101 $ 18,101 $ 28,781 $ 28,781 $ 22,221 $ 22,221 $ 19,940,160 $ 19,940,160 $ 19,873,180 $ 19,873,180 $ 19,873,180 $ 126,436 19,999,616 $ 19,407,594 $ 92,493 19,500,087 $ 19,383,201 $ 19,383,201 $ 19,957,253 $ - $ 19,957,253 $ FY 2014 ACTUAL 19,891,281 $ - $ 19,891,281 $ FY 2015 ADOPTED 3,871,768 $ 39,262 3,911,030 $ 4,184,101 $ 97,739 4,281,840 $ 4,229,914 $ 472,739 4,702,653 $ 4,061,601 $ 433,489 4,495,090 $ 4,026,395 $ 142,600 4,168,995 $ 203,519 330,139 533,658 4.8% 69.8% 11.3% FUND TOTAL USES $ 18,318,933 $ 429,031 18,747,964 $ 19,872,908 $ 2,299,932 22,172,840 $ 19,872,908 $ 2,299,932 22,172,840 $ 18,859,954 $ 1,972,319 20,832,273 $ 19,383,201 $ 471,826 19,855,027 $ 489,707 1,828,106 2,317,813 2.5% 79.5% 10.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 22,190,701 $ 468,293 $ 22,658,994 $ 24,057,009 $ 2,397,671 $ 26,454,680 $ 24,102,822 $ 2,772,671 $ 26,875,493 $ 22,921,555 $ 2,405,808 $ 25,327,363 $ 23,409,596 $ 614,426 $ 24,024,022 $ 693,226 2,158,245 2,851,471 2.9% 77.8% 10.6% 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 $ 19,891,281 $ 19,436,375 $ 126,436 $ 92,493 $ 20,017,717 $ 19,528,868 $ FY 2015 FY 2015 REVISED FORECAST 4,120 4,120 22.8% 22.8% (489,979) -2.5% (126,436) -100.0% (616,415) -3.1% 19,405,422 $ (485,859) -2.4% - $ (126,436) -100.0% 19,405,422 $ (612,295) -3.1% FY 2016 REVISED VS ADOPTED ADOPTED VAR % Staffing by Program and Activity PROGRAM/ACTIVITY BUSINESS SERVICES HEALTH CODE PERMITTING PROGRAM TOTAL ENVIRONMENTAL ENFORCEMENT ENV HEALTH ENFORCEMENT NONPERMIT RELATED COMPLIANCE STORMWATER CONSTRUCTION STORMWATER DISCHARGE PROGRAM TOTAL ENVIRONMENTAL HEALTH SERVICES ENV HEALTH PLAN REVIEW ENV RELATED ILLNESS INVESTIG FOOD NON FOOD INSPECTIONS FOOD SERVICE LICENSE 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % - 13.20 13.20 .00 - - - - N/A N/A 6.75 9.25 .50 6.00 22.50 6.75 10.25 .50 6.00 23.50 8.00 1.50 .00 4.90 14.40 5.00 5.00 4.90 14.90 10.00 4.80 14.80 2.00 (1.50) (.10) .40 25.0% (100.0%) N/A (2.0%) 2.8% 14.77 4.00 147.23 1.00 167.00 13.77 4.00 119.23 9.80 1.00 147.80 13.02 3.00 146.98 .00 2.10 165.10 13.02 3.00 146.98 2.10 165.10 13.02 4.00 143.98 2.20 163.20 1.00 (3.00) .10 (1.90) 0.0% 33.3% (2.0%) N/A 4.8% (1.2%) 5.00 6.00 10.00 1.00 22.00 3.00 3.00 11.00 1.00 1.00 19.00 3.00 2.00 .00 13.50 1.00 1.00 20.50 3.00 2.00 13.00 1.00 1.00 20.00 3.00 2.00 12.00 1.00 18.00 (1.50) (1.00) (2.50) 0.0% 0.0% N/A (11.1%) (100.0%) 0.0% (12.2%) 36.00 36.00 36.00 36.00 38.00 38.00 38.00 38.00 38.00 38.00 - 0.0% 0.0% 14.09 10.44 20.97 45.50 293.00 6.40 27.87 16.23 50.50 290.00 6.55 28.52 18.93 54.00 292.00 6.65 28.52 18.83 54.00 292.00 30.48 23.52 54.00 288.00 (6.55) 1.96 4.59 (4.00) (100.0%) 6.9% 24.2% 0.0% (1.4%) 490 Maricopa County Annual Business Strategies FY 2016 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 Services Supervisor Development Svcs Technician Development Svcs Technician Sr Director - Environmental Svcs Engineer Engineering Associate Engineering Manager Engineering Supervisor Environmental Enforcement Specialist Environmental Enforcement Specialist - Trainee 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 Laboratory Supervisor Laboratory Technician Management Analyst Office Assistant Office Assistant Specialized Procurement Specialist Special Projects Manager Department Total FY 2014 ADOPTED 1.00 6.00 1.00 3.00 27.00 1.00 1.00 1.00 2.00 19.00 1.00 10.00 1.00 1.00 2.00 7.00 3.00 8.00 10.00 124.00 29.00 1.00 3.00 1.00 1.00 5.00 12.00 11.00 1.00 293.00 FY 2015 ADOPTED 1.00 5.00 1.00 3.00 27.00 1.00 1.00 1.00 1.00 18.00 1.00 10.00 1.00 1.00 2.00 7.00 3.00 7.00 15.00 123.00 28.00 1.00 3.00 1.00 1.00 4.00 12.00 10.00 1.00 290.00 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 5.00 5.00 1.00 1.00 3.00 3.00 26.00 26.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 16.00 16.00 1.00 1.00 10.00 10.00 1.00 1.00 1.00 1.00 2.00 2.00 5.00 5.00 1.00 1.00 3.00 3.00 7.00 7.00 15.00 15.00 123.00 123.00 28.00 28.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 4.00 4.00 13.00 13.00 9.00 9.00 1.00 1.00 1.00 1.00 292.00 292.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 4.00 (1.00) (20.0%) 1.00 0.0% 3.00 0.0% 27.00 1.00 3.8% N/A 1.00 0.0% 1.00 0.0% 1.00 0.0% 17.00 15.00 750.0% (16.00) (100.0%) 1.00 0.0% 10.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 5.00 0.0% 1.00 0.0% 3.00 0.0% 7.00 0.0% 15.00 0.0% 123.00 0.0% 28.00 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 (1.00) (33.3%) 3.00 (1.00) (25.0%) 13.00 0.0% 9.00 0.0% (1.00) (100.0%) 1.00 0.0% 288.00 (4.00) (1.4% ) FY 2014 ADOPTED 45.00 248.00 293.00 FY 2015 ADOPTED 45.00 245.00 290.00 FY 2015 FY 2015 REVISED FORECAST 46.00 46.00 246.00 246.00 292.00 292.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 46.00 0.0% 242.00 (4.00) (1.6%) 288.00 (4.00) (1.4% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL 506 ENVIRONMTL SVCS ENV HEALTH Department Total General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2015. Other Base Adjustments: General Fund (100) Operating • Increase Revenue by $4,120 for volume increase. • Decrease Regular Benefits by $1,882 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $42,864 for the impact of the changes in health and dental premium rates. • Increase Worker’s Compensation and Unemployment Risk charges by $21,803. • Increase Personal Services Allocation by $775 for RDSA OET IT. • Increase Personnel Savings by $102,282. 491 Maricopa County Annual Business Strategies FY 2016 Adopted Budget • • • Department Strategic Plans and Budgets Environmental Services Decrease Internal Service Charges by $895 for the impact of the changes in risk management charges. Increase Other Services by $895 for the impact of the changes in risk management charges. Decrease CSCA Allocation by $166,779 for shift to the Environmental Services Environmental Health Fund (506). General Fund (100) Non Recurring Non Project • FY 2016 Non Recurring Non Project budget of $142,600 includes: o $2,600 for a Vector Control Lab Monitor. o $7,000 for John W. Hock Slide Spinner and Traps. o $5,000 for Droplet Counting Equipment. o $75,000 for six (6) Electric Foggers. o $53,000 for 7500 Fast PCR Machine. Environmental Services Environmental Health Fund (506) Operating • Decrease Revenue by $489,979 for volume decrease. • Decrease Regular Benefits by $12,287 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $2,686 for the impact of the changes in risk management charges. • Increase Personal Services by $2,686 for the impact of the changes in risk management charges. • Increase Personal Services Allocation by $4,071 in for RDSA OET IT. • Decrease Other Services Allocation by $3,865 to absorb RDSA OET IT charges. • Increase Worker’s Compensation and Unemployment Risk charges by $65,948. • Increase CSCA Allocation by $166,779 for shift from the General Fund (100). • Decrease Internal Service Charges by $14,037 for the impact of the changes in Telecom charges. • Decrease Services Allocation by $206 for RDSA IT Rent charges. • Decrease Personnel Savings by $206,403. • Decrease by $489,707 for Structural Balance. Environmental Services Environmental Health Fund (506) Non Recurring Non Project • FY 2016 Non Recurring Non Project budget of $471,826 includes: o $138,000 for five (5) Vehicle Replacements. o $15,400 for Registers. o $309,426 for Developer Tools, AA 7.3 Enhancement Licenses, ESX Server, OS Windows 2003 Upgrade, ARC GIS Server, ARC GIS Desktop, System Tools, Desktop, Laptop, Docking Station and Monitor Replacements. o $9,000 for a Q-Matic Kiosk. 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. 492 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results Measure Description Percent of enforcement actions processed within 10 calendar days Percent of nuisance complaint investigations initiated within 7 calendar days Percent of nuisance complaint investigations resolved within 60 calendar days 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 2014 ACTUAL 94.4% Percentage of initial plan reviews provided within 30 business days FY 2015 FY 2015 REVISED FORECAST 93.7% 96.5% FY 2016 ADOPTED 98.5% REV VS ADOPTED VAR % 4.8% 5.1% 68.1% 80.1% 50.1% 70.0% (10.1%) -12.6% 127.5% 122.1% 122.9% 117.2% (4.8%) -4.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 35.8% 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: • 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. Mandates: A.R.S. §36-601 which states public nuisances dangerous to public health and A.R.S. §36136 which states 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 100 - GENERAL 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES FY 2014 ACTUAL 94.4% $ $ $ 1,160 1,160 404.86 233,274 233,274 FY 2015 FY 2015 REVISED FORECAST 93.7% 96.5% $ $ $ 1,286 1,286 400.61 200,001 200,001 $ $ $ 1,017 1,029 490.71 210,446 210,446 FY 2016 ADOPTED 98.5% $ $ $ 1,000 1,025 842.87 REV VS ADOPTED VAR % 4.8% 5.1% $ 22,221 221,012 243,233 $ 113,957 728,912 842,869 $ $ (286) (261) (442.26) -22.2% -20.3% -110.4% 22,221 21,011 43,232 N/A 10.5% 21.6% (113,957) (213,725) (327,682) N/A -41.5% -63.6% Expenditure 100 - GENERAL 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 469,642 469,642 $ $ 515,187 515,187 $ $ 499,053 499,053 $ $ $ Activity Narrative: The FY 2016 budget supports the Department in meeting 98.5% of the demand. The FY 2016 output and demand measures are decreasing as a result of less enforcement actions requested and processed. The increase in revenue and expenditures for FY 2016 are due to the shift from the Non-Permit Related Compliance Activity by the Department. 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. 493 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 Number of nuisance complaints required to be investigated Cost per nuisance complaint investigated FY 2014 ACTUAL 68.1% FY 2015 FY 2015 FORECAST REVISED 50.1% 80.1% FY 2016 ADOPTED 70.0% REV VS ADOPTED % VAR (10.1%) -12.6% 127.5% 122.1% 122.9% 117.2% (4.8%) -4.0% 1,238 1,297 1,110 1,190 (107) -8.2% 1,325 1,314 1,043 1,200 (114) -8.7% $ 359.21 $ 369.78 $ 430.39 $ - $ 369.78 100.0% 100 - GENERAL 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 17,093 15,550 32,643 $ 18,101 84 18,185 $ 28,781 39 28,820 $ - $ (18,101) (84) (18,185) -100.0% -100.0% -100.0% 100 - GENERAL 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 72,361 403,595 475,956 $ 90,875 395,018 485,893 $ 56,956 391,944 448,900 $ - $ 90,875 395,018 485,893 100.0% 100.0% 100.0% $ $ $ $ $ Expenditure $ $ $ $ $ Activity Narrative: The decrease in revenue and expenditures for FY 2016 are due to the shift to the Enforcement Enhancement Activity by the Department. 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 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 $ 5,505.44 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 21,875 21,875 $ $ 19,250 19,250 $ $ 8,020 8,020 $ $ - $ $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 49,549 49,549 $ $ - $ $ 15 15 $ $ - $ $ FY 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% 9 9 12 12 N/A $ REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 100.0% 12 12 15 15 3 3 25.0% 25.0% 1.25 N/A N/A N/A (19,250) (19,250) -100.0% -100.0% Expenditure - N/A N/A Activity Narrative: The decrease in revenue for FY 2016 is due to the shift to the Enforcement Enhancement Activity by the Department. Stormwater Discharge Activity The purpose of the Stormwater Discharge Activity is to provide response and investigative services to complainants so they can benefit from timely complaint resolution. Mandates: The Stormwater Permit from Arizona Department of Environmental Quality mandates this activity. 494 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 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 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 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% 35.8% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 100.0% 100.0% 100.0% 0.0% 0.0% 167 68 68 72 4 5.9% 60 40 40 40 - 0.0% 60 40 40 40 - 0.0% 167 36 36 72 36 100.0% $ 5,637.03 $ 8,270.25 $ 8,318.63 $ 7,798.98 $ 471.28 5.7% $ $ 337,038 337,038 $ $ 330,810 330,810 $ $ 332,745 332,745 $ $ 311,959 311,959 $ $ 18,851 18,851 5.7% 5.7% Activity Narrative: The FY 2016 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 2016 budgeted expenditures are decreasing due to increased efficiencies. 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 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 FY 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 100.0% $ 865.01 $ 1,219.11 $ 1,181.26 $ 1,533.01 100 - GENERAL TOTAL USES $ $ 82,176 82,176 $ $ 128,007 128,007 $ $ 124,032 124,032 $ $ 153,301 153,301 REV VS ADOPTED VAR % 0.0% 0.0% 95 105 105 100 (5) -4.8% 95 105 105 100 (5) -4.8% $ (313.90) -25.7% $ $ (25,294) (25,294) -19.8% -19.8% Activity Narrative: The FY 2016 budget supports the Department in meeting 100% of the demand for this activity. The FY 2016 expenditures are increasing due to an increase in personal services. 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. 495 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Environmental Services 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 required public educational sessions conducted within the required timeframe FY 2014 ACTUAL 89.1% FY 2015 FY 2015 REVISED FORECAST 94.4% 98.3% FY 2016 ADOPTED 94.3% REV VS ADOPTED VAR % -0.0% (0.0%) 62.6% 60.8% 63.0% 68.9% 8.1% 13.3% 102.8% 96.7% 95.2% 94.4% (2.3%) -2.4% N/A 98.0% 98.0% N/A N/A N/A 99.8% 98.0% 99.3% 100.0% 2.0% 2.1% 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% Some measures within the Environmental Health Services Program were 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. 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. 496 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Demand Demand Expenditure Ratio Revenue FY 2015 FY 2015 REVISED FORECAST 94.4% 98.3% 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 $ 1,323,405 $ 1,323,405 $ 1,279,251 $ 1,279,251 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 1,031,736 $ 1,031,736 $ $ FY 2014 ACTUAL 89.1% 5,817 1,585 5,707 177.37 5,550 1,430 $ 5,535 160.42 FY 2016 ADOPTED 94.3% 6,007 1,639 REV VS ADOPTED VAR % -0.0% (0.0%) 6,250 1,709 700 279 12.6% 19.5% 6,130 143.71 $ 595 16.71 10.7% 10.4% $ 1,313,212 $ 1,313,212 $ 1,313,300 $ 1,313,300 $ $ 34,049 34,049 2.7% 2.7% $ $ $ $ $ $ (7,860) (7,860) -0.9% -0.9% $ 6,167 159.66 $ Expenditure 890,351 890,351 959,090 959,090 898,211 898,211 Activity Narrative: The FY 2016 budget supports the Department in meeting 94.3% of the demand. The FY 2016 budgeted revenues and expenditures are expected to increase due to a growth in the output and demand for inspections. Environmental Related Illness Investigations Activity The purpose of the Environmental Related Illness Investigations Activity is to provide environmental related illness investigations to Maricopa County residents, so they can mitigate exposure to contaminated food, water and/or environmental related illnesses. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Result Result Output Output Output Demand Demand Demand 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 2014 ACTUAL 99.8% FY 2015 FY 2015 REVISED FORECAST 98.0% 99.3% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 2.0% 2.1% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 135 18.1% 952 745 769 880 11 29 15 32 9 25 15 30 952 745 769 880 11 29 15 32 9 25 15 30 (2) 135 (2) $ 232.25 $ 358.52 $ 311.28 $ 235.95 $ 122.57 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 17,365 17,365 $ $ 16,200 16,200 $ $ 25,815 25,815 $ $ - $ $ (16,200) (16,200) 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 221,104 221,104 $ $ 267,097 267,097 $ $ 239,376 239,376 $ $ 207,638 207,638 $ $ 59,459 59,459 0.0% -6.3% 18.1% 0.0% -6.3% 34.2% -100.0% -100.0% Expenditure 22.3% 22.3% Activity Narrative: The FY 2016 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 497 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget in FY 2016 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. 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 ACTUAL 62.6% $ FY 2015 FY 2015 REVISED FORECAST 60.8% 63.0% REV VS ADOPTED VAR % 8.1% 13.3% FY 2016 ADOPTED 68.9% 102.8% 96.7% 95.2% 94.4% (2.3%) -2.4% N/A 98.0% 98.0% N/A N/A N/A (580) -1.1% 54,672 51,480 52,703 50,900 53,165 52,264 54,122 54,800 160.44 $ 214.60 $ 196.56 $ 170.67 $ 2,536 4.9% 43.93 20.5% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 12,215,108 $ 12,215,108 $ 12,450,306 $ 12,450,306 $ 12,121,290 $ 12,121,290 $ 11,962,992 $ 11,962,992 $ $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 8,771,466 $ 8,771,466 $ 11,047,466 $ 11,047,466 $ 10,359,520 $ 10,359,520 $ 8,686,874 $ 8,686,874 $ 2,360,592 $ 2,360,592 (487,314) (487,314) -3.9% -3.9% Expenditure 21.4% 21.4% Activity Narrative: The FY 2016 budget supports the Department in meeting 94.4% of all food permits receiving the required number of inspections. FY 2016 budgeted revenues are decreasing due to food service establishments changing their menu items thus putting them in different categories. Therefore, the need for more frequent comprehensive inspections is lessened. FY 2016 budgeted expenditures are decreasing primarily due the completion of one-time budgeted expenditures for the Eastern Regional Office. 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. 498 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL (29.4%) FY 2015 FY 2015 REVISED FORECAST 91.9% 67.2% FY 2016 ADOPTED 86.7% REV VS ADOPTED VAR % (5.2%) -5.7% 95.2% 99.8% 100.0% 100.0% 0.2% 0.3% 38.7% 38.2% 39.4% 40.1% 1.9% 4.9% 105.6% 94.8% 96.6% 100.0% 5.2% 5.5% Some measures within the Vector Control Program were 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. 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 FY 2016 Measure FY 2014 FY 2015 FY 2015 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent change of West Nile virus positive (29.4%) 91.9% 67.2% 86.7% (5.2%) -5.7% mosquitoes Percent of Field Surveillance Tests completed 95.2% 99.8% 100.0% 100.0% 0.2% 0.3% (RTs) Percent of Routine Sites treated for mosquito 38.7% 38.2% 39.4% 40.1% 1.9% 4.9% breeding (RSIs) 5.5% Percent of initial complaints with an 105.6% 94.8% 96.6% 100.0% 5.2% investigation completed within 5 business days Number of acres treated with adulticide N/A 195,000 369,451 195,000 0.0% Number of Routine Site Inspections performed 16,961 17,000 16,848 19,125 2,125 12.5% for mosquito breeding (RSI) 8,200 1,450 21.5% Number of complaints investigated 5,794 6,750 15,896 Total Investigations Performed 51,320 48,000 64,510 53,200 5,200 10.8% Number of acres treated with larvicide N/A 165 127 160 (5) -3.0% Total number of acres treated with larvicide N/A 237,000 389,998 237,000 0.0% and adulticide 6,644 6,425 (75) -1.2% Number of routine sites treated with larvicide N/A 6,500 24,000 31,395 26,600 2,600 10.8% Number of field surveillance traps (RT) that 27,659 need to be set 7,500 1,050 16.3% Number of complaints received 5,855 6,450 15,841 Cost per investigation performed $ 51.39 $ 71.90 $ 50.79 $ 59.16 $ 12.74 17.7% 100 - GENERAL TOTAL USES $ 2,637,535 $ 2,637,535 $ 3,451,117 $ 3,451,117 $ 3,276,298 $ 3,276,298 $ 3,147,446 $ 3,147,446 $ $ 303,671 303,671 8.8% 8.8% Activity Narrative: The FY 2016 budget supports the Department in meeting 100% of the demand for surveillance tests completed within 48 hours. The Department takes a pro-active approach to mosquito 499 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget control and uses surveillance and larviciding as preferred methods of control. The FY 2016 budgeted expenditures are decreasing due to additional amounts of mosquito adulticide and larvacide that were purchased during an extensively rainy summer in FY 2015. Water and Waste Management Program The purpose of the Water and Waste Management Program is to provide construction plan review, construction inspection and facility compliance inspection services to individuals, entities and facility operators so they construct their facilities in a timely manner in compliance with current regulations or maintain compliance with those regulations. Program Results Measure Description Percent of plan review application initial substantive reviews provided within the program's established standard for number of business days 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 77.7% 92.1% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 22.3% 28.6% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 104.9% 104.9% 100.0% (4.9%) -4.7% N/A 100.0% 100.0% 100.0% 0.0% 0.0% The Water and Waste Management Program was condensed in FY 2015. These activities and subsequent measures were new in FY 2015. Activities that comprise this program include: • Water and Waste Construction Inspection • • 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. 500 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL N/A FY 2015 FY 2015 FORECAST REVISED 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 3,412 3,918 3,825 413 12.1% N/A 3,400 3,938 3,925 525 15.4% N/A N/A N/A $ 132.91 $ 112.70 N/A 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 2,335,395 $ 2,335,395 $ $ - $ $ - $ $ - $ $ - N/A N/A 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 1,049,855 $ 1,049,855 $ $ 453,474 453,474 $ $ 441,574 441,574 $ $ - $ $ 453,474 453,474 100.0% 100.0% Expenditure Activity Narrative: The FY 2016 budget supports the Department in meeting 100% of the demand for this Activity. The decrease in expenditures for FY 2016 is due to the shift to the Water and Waste Plan Review Activity by the Department. 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 Result Output Output Demand Expenditure Ratio Revenue Measure Description Percent of facilities and vehicles receiving the required number of operating inspections 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 FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 104.9% 104.9% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % (4.9%) -4.7% N/A 100.0% 100.0% 100.0% N/A 29,200 29,200 34,500 5,300 18.2% N/A 27,830 27,830 29,500 1,670 6.0% N/A 36,704 36,704 36,000 N/A $ 71.77 $ 68.53 $ 0.0% 70.55 $ 0.0% (704) -1.9% 1.22 1.7% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 1,161,220 $ 1,161,220 $ 3,542,410 $ 3,542,410 $ 3,377,144 $ 3,377,144 $ 3,527,947 $ 3,527,947 $ $ (14,463) (14,463) -0.4% -0.4% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ $ 1,997,309 $ 1,997,309 $ 1,907,273 $ 1,907,273 $ 2,081,145 $ 2,081,145 $ $ (83,836) (83,836) -4.2% -4.2% Expenditure 726,265 726,265 Activity Narrative: The FY 2016 budget supports the Department in meeting 100% of the demand for this Activity. The FY 2016 budgeted expenditures have increased due to more operational inspections. 501 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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. 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 98.6% 77.7% FY 2016 ADOPTED 100.0% REV VS ADOPTED % VAR 22.3% 28.6% N/A 5,048 3,884 5,200 152 3.0% N/A 6,154 4,235 6,225 71 1.2% N/A 5,048 3,935 6,225 1,177 23.3% N/A $ 342.41 $ 419.66 $ 415.31 $ (72.90) -21.3% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 2,611,797 $ 2,611,797 $ 2,466,114 $ 2,466,114 $ 2,411,704 $ 2,411,704 $ 2,325,950 $ 2,325,950 $ $ (140,164) (140,164) -5.7% -5.7% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 1,844,203 $ 1,844,203 $ 1,728,510 $ 1,728,510 $ 1,629,951 $ 1,629,951 $ 2,159,613 $ 2,159,613 $ $ (431,103) (431,103) -24.9% -24.9% Expenditure Activity Narrative: The FY 2016 budget supports the Department in meeting 100% of the demand for this Activity. The decrease in revenue and increase in expenditures for FY 2016 are due to the shift from the Water and Waste Construction Inspection Activity by the Department. 502 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 18,101 $ 45,813 $ 44,756 819 238 - $ 4,229,914 $ 18,101 $ 1,982 $ 124 (238) 2,096 - $ 4,231,896 $ 18,101 $ (1,882) $ (1,882) (246,483) $ 1,670 - (145,871) - (102,282) - C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Other Services Increase Personal Services Allocation for RDSA OET Internal Service Charges Decrease Risk Management Charges Decrease for Fee Fund CSCA Charges Increase Work er's Compensation and Unemployment Charges Personnel Savings Increase from 1.49% to 5.4% Fees and Other Revenues ProgRevenue Volume Inc/Dec 4,184,101 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: $ $ FY 2016 Tentative Budget 895 775 $ (895) (166,779) 21,803 $ (102,282) $ - $ - 4,120 4,120 $ 3,983,531 $ -5.9% 22,221 22.8% $ 42,864 $ 42,864 - $ 4,026,395 $ -4.9% 22,221 22.8% Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 503 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Environmental Services General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget Adjustments: Non Recurring Vector Control Equipment and Supplies - $ 375,000 $ 375,000 - $ 472,739 $ - $ (472,739) $ (375,000) (97,739) - $ - $ - C-88-15-002-2-00 Agenda Item: C-88-15-002-2-00 FY 2016 Baseline Budget Adjustments: Information and Communications Technology Other IT Non Recurring Vector Control Lab Monitor Non Recurring Other Non Recurring John W. Hock Slide Spinner and Traps Droplet Counting Equipment Electric Foggers (6) 7500 Fast PCR Machine 97,739 $ Agenda Item: FY 2015 Revised Budget Adjustments: Non Recurring Vector Control Equipment and Supplies Other Non Recurring $ Agenda Item: $ 2,600 - $ 140,000 $ 140,000 - $ 142,600 $ - 2,600 $ 7,000 5,000 75,000 53,000 FY 2016 Adopted Budget Environmental Services Environmental Health Fund (506) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 19,872,908 $ 19,873,180 FY 2015 Revised Budget $ 19,872,908 $ 19,873,180 FY 2016 Baseline Budget $ 19,872,908 $ 19,873,180 $ (12,287) $ (12,287) 12,287 $ 2,892 - 215,798 - Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Personal Services Increase Personal Services Allocation for RDSA OET Decrease Other Services to Absorb Allocations for RDSA OET Internal Service Charges Decrease Risk Management Charges Increase Work er's Compensation and Unemployment Charges Increase CSCA Charges Decrease Telecom Charges Increase Services Allocation Out for RDSA IT Rent Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance FY 2016 Adopted Budget Percent Change from Baseline Amount $ $ 2,686 4,071 (3,865) $ (2,686) 65,948 166,779 (14,037) (206) $ $ $ 504 (206,403) - $ (489,707) $ (489,707) (489,979) (489,979) - 19,383,201 $ -2.5% 19,383,201 -2.5% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget Adjustments: Non Recurring FY 14 Reimburse Environmental FY 15 Reimburse Environmental FY 15 Reimburse Environmental FY 15 Reimburse Environmental FY 15 Reimburse Environmental 2,299,932 $ - $ - $ - 126,436 36,445 29,638 12,935 13,475 33,943 $ 2,299,932 $ 126,436 $ (2,299,932) $ (1,374,932) (925,000) (126,436) (36,445) (29,638) (12,935) (13,475) (33,943) - $ - $ - $ 153,400 $ 153,400 - 318,426 - 471,826 $ - Agenda Item: Services Services Services Services Services for Fee Waiver (3) for Fee Waiver for Fee Waiver (2) for Fee Waiver (3) for Fee Waiver (4) C-88-14-015-2-00 C-88-15-001-2-00 C-88-15-004-2-00 C-88-15-006-2-00 C-88-15-012-2-00 FY 2015 Revised Budget Adjustments: Non Recurring FY 14 Reimburse Environmental FY 15 Reimburse Environmental FY 15 Reimburse Environmental FY 15 Reimburse Environmental FY 15 Reimburse Environmental Non Recurring Carry Forward Other Non Recurring $ Agenda Item: Services Services Services Services Services for Fee Waiver (3) for Fee Waiver for Fee Waiver (2) for Fee Waiver (3) for Fee Waiver (4) C-88-14-015-2-00 C-88-15-001-2-00 C-88-15-004-2-00 C-88-15-006-2-00 C-88-15-012-2-00 FY 2016 Baseline Budget Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Vehicle Replacements (5) Registers Information and Communications Technology Other IT Non Recurring Developer Tools, AA 7.3 Enhancement Licenses, ESX Server, OS Windows 2003 Upgrade, ARC GIS Server, ARC GIS Desk top, System Tools, Desk top, Laptop, Dock ing Station and Monitor Replacements Q-Matic Kiosk FY 2016 Adopted Budget $ $ 138,000 15,400 309,426 9,000 $ 505 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) Fund Balance Summary FY 2014 ACTUAL FY 2015 REVISED FY 2015 ADOPTED FY 2016 ADOPTED FY 2015 FORECAST $ 8,242,349 $ 6,719,518 $ 6,719,518 $ 9,434,563 $ 8,102,377 $ 19,940,160 19,940,160 $ 19,873,180 19,873,180 $ 19,873,180 126,436 19,999,616 $ 19,407,594 92,493 19,500,087 $ 19,383,201 19,383,201 $ $ 18,859,954 1,972,319 20,832,273 $ $ 19,872,908 2,299,932 22,172,840 $ $ 19,872,908 2,299,932 22,172,840 $ $ 18,318,933 429,031 18,747,964 $ 19,383,201 471,826 19,855,027 Structural Balance $ 1,621,227 $ 272 $ 272 $ 547,640 $ - Accounting Adjustments $ 18 $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ 9,434,563 9,434,563 $ 4,419,858 4,419,858 $ 4,546,294 4,546,294 $ 8,102,377 8,102,377 $ 7,630,551 7,630,551 Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ 506 $ $ $ Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Equipment Services Equipment Services Analysis by Alice Kirk, Management and Budget Analyst Summary Mission The mission of the Equipment Services Department is to provide fleet services to departments of Maricopa County so they can have transportation and equipment in support of the community. Vision To be the leader in providing unprecedented professional fleet services in an environmentally and fiscally responsible manner. Strategic Goals Department Specific By 2016, reduce the County’s fleet carbon footprint from 18,566 metric tons to 17,834 metric tons. Status: Due to updated calculations from the Environmental Protection Agency (EPA) on the fleet carbon footprint, Equipment Services will no longer be tracking this goal. This update includes a calculation for greenhouse gases that are used in the manufacture of each vehicle which was not included in prior calculations. Equipment Services will be working on a new goal to publish in FY 2017. 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 automotive technology and 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 preventative maintenance schedules, the department will proactively identify and remedy issues that may affect vehicles at a later time, adversely impacting readiness rates. 507 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2015 ADOPTED FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 FORECAST FY 2015 REVISED REVISED VS ADOPTED VAR % FY 2016 ADOPTED 0.0% 0.0% 0.0% 0.0% 18,662,854 $ 130,357 35,458 18,828,669 $ 15,884,045 $ 873,984 33,372 16,791,401 $ 15,884,045 $ 873,984 33,372 16,791,401 $ 18,079,280 $ 401,994 41,903 18,523,177 $ 15,884,045 $ 873,984 33,372 16,791,401 $ $ - $ - $ 54,392 $ 54,392 $ 54,392 $ 54,392 $ 22,668 $ 22,668 $ - $ 54,392 54,392 $ $ $ 4,682 $ 4,682 $ 8,900 $ 8,900 $ 8,900 $ 8,900 $ 9,233 $ 9,233 $ 8,900 $ 8,900 $ - 0.0% 0.0% TOTAL PROGRAMS $ 18,833,351 $ 16,854,693 $ 16,854,693 $ 18,555,078 $ 16,854,693 $ - 0.0% FSUP - FLEET SUPPORT SERVICES PMVR - PREVENTATIVE MAINTENANCE RENT - RENTAL POOL 74FM - FLEET MANAGEMENT $ 16,728,293 $ 84,112 18,553 16,830,958 $ 15,609,628 $ 112,940 11,997 15,734,565 $ 15,621,433 $ 65,995 12,222 15,699,650 $ 17,294,438 $ 87,064 17,145 17,398,647 $ 15,637,786 $ 67,086 11,780 15,716,652 $ (16,353) (1,091) 442 (17,002) -0.1% -1.7% 3.6% -0.1% BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 122,344 $ 752,962 37,031 912,337 $ 125,647 $ 160,756 35,963 843,224 1,165,590 $ 172,542 $ 164,647 73,676 789,640 1,200,505 $ 165,875 $ 332,764 75,823 471,139 1,045,601 $ 192,584 $ 152,190 97,438 74,748 807,578 1,324,538 $ (20,042) 12,457 (97,438) (1,072) (17,938) (124,033) -11.6% 7.6% N/A -1.5% -2.3% -10.3% CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 521,771 $ 168,300 690,071 $ 605,390 $ 37,846 168,302 811,538 $ 605,390 $ 37,846 168,302 811,538 $ 605,392 $ 18,740 188,842 812,974 $ 668,596 $ 40,220 72,187 781,003 $ (63,206) (2,374) 96,115 30,535 -10.4% -6.3% N/A 57.1% 3.8% TOTAL PROGRAMS $ 18,433,366 $ 17,711,693 $ 17,711,693 $ 19,257,222 $ 17,822,193 $ (110,500) -0.6% FSUP - FLEET SUPPORT SERVICES PMVR - PREVENTATIVE MAINTENANCE RENT - RENTAL POOL 74FM - FLEET MANAGEMENT $ ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ (54,392) 54,392 - -100.0% N/A 0.0% USES $ $ Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED 3,222,803 15,558,595 18,781,398 $ $ SUBTOTAL $ 4,682 47,271 51,953 ALL REVENUES $ TOTAL SOURCES $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ FY 2015 REVISED FY 2015 FORECAST 2,809,338 $ 14,012,455 16,821,793 $ 2,809,338 14,012,455 16,821,793 $ 8,900 24,000 32,900 $ $ 8,900 $ 24,000 32,900 $ 18,833,351 $ 16,854,693 $ 18,833,351 $ 16,854,693 $ $ 508 FY 2016 ADOPTED 3,273,259 15,202,640 18,475,899 $ $ $ 9,233 69,946 79,179 16,854,693 $ 16,854,693 $ $ REVISED VS ADOPTED VAR % 2,809,338 14,012,455 16,821,793 $ $ $ 8,900 24,000 32,900 18,555,078 $ 18,555,078 $ $ - 0.0% 0.0% 0.0% $ - 0.0% 0.0% 0.0% 16,854,693 $ - 0.0% 16,854,693 $ - 0.0% $ Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2016 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 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 2,380,046 $ 180,824 1,093,502 2,699 (318) 139,594 3,796,347 $ 2,350,490 $ 180,000 1,047,513 72,526 (1,400) 175,460 3,824,589 $ 2,411,415 $ 180,000 1,059,163 (1,400) 175,460 3,824,638 $ 2,427,101 $ 15,879 177,744 1,091,760 669 125,837 3,838,990 $ 2,486,477 $ 180,000 1,056,021 184,537 3,907,035 $ (75,062) 3,142 (1,400) (9,077) (82,397) -3.1% N/A 0.0% 0.3% N/A -100.0% -5.2% -2.2% SUBTOTAL $ 4,299,171 $ 8,519,072 37,629 3,228 12,859,100 $ 3,416,959 $ 7,878,703 233,300 11,111 11,540,073 $ 3,416,959 $ 7,878,654 216,155 11,111 11,522,879 $ 4,236,964 $ 8,827,650 116,330 7,142 13,188,086 $ 3,485,665 $ 7,602,394 121,300 3,750 11,213,109 $ (68,706) 276,260 94,855 7,361 309,770 -2.0% 3.5% 43.9% 66.2% 2.7% 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 $ 108,630 $ 16,477 717,882 653,680 5,072 4,687 12,060 75,585 5,853 1,599,926 $ 56,620 $ 38,050 628,287 706,253 7,000 35,000 15,000 80,000 4,821 1,571,031 $ 56,620 $ 38,050 628,287 706,253 7,000 35,000 15,000 80,000 4,821 1,571,031 $ 86,585 $ 17,678 640,798 731,254 5,445 15,671 15,454 68,379 7,628 1,588,892 $ 56,620 $ 40,080 650,000 780,073 6,182 35,000 15,000 80,000 9,594 1,672,549 $ (2,030) (21,713) (73,820) 818 (4,773) (101,518) 0.0% -5.3% -3.5% -10.5% 11.7% 0.0% 0.0% 0.0% -99.0% -6.5% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ 5,412 $ 172,581 177,993 $ 536,000 $ 240,000 776,000 $ 536,000 $ 240,000 776,000 $ 421,254 $ 220,000 641,254 $ 1,029,500 $ 1,029,500 $ (493,500) 240,000 (253,500) -92.1% 100.0% -32.7% ALL EXPENDITURES $ 18,433,366 $ 17,711,693 $ 17,694,548 $ 19,257,222 $ 17,822,193 $ (127,645) -0.7% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ - $ - $ - $ 17,145 $ 17,145 $ - $ - $ - $ - $ TOTAL USES $ 18,433,366 $ 17,711,693 $ 17,711,693 $ 19,257,222 $ 17,822,193 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ 17,145 17,145 100.0% 100.0% (110,500) -0.6% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 654 EQUIPMENT SERVICES OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 18,833,351 $ 18,833,351 $ 16,854,693 $ 16,854,693 $ 16,854,693 $ 16,854,693 $ 18,555,078 $ 18,555,078 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 18,833,351 $ 18,833,351 $ FY 2014 ACTUAL 16,854,693 $ 16,854,693 $ FY 2015 ADOPTED 16,854,693 $ 16,854,693 $ FY 2015 REVISED 18,555,078 $ 18,555,078 $ FY 2015 FORECAST FUND TOTAL USES $ 18,204,444 $ 228,922 18,433,366 $ 16,854,693 $ 857,000 17,711,693 $ 16,854,693 $ 857,000 17,711,693 $ 18,555,078 $ 702,144 19,257,222 $ 16,854,693 $ 967,500 17,822,193 $ (110,500) (110,500) 0.0% -12.9% -0.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 18,204,444 $ 228,922 $ 18,433,366 $ 16,854,693 $ 857,000 $ 17,711,693 $ 16,854,693 $ 857,000 $ 17,711,693 $ 18,555,078 $ 702,144 $ 19,257,222 $ 16,854,693 $ 967,500 $ 17,822,193 $ (110,500) (110,500) 0.0% -12.9% -0.6% FUND / FUNCTION CLASS 654 EQUIPMENT SERVICES OPERATING NON RECURRING NON PROJECT $ 509 16,854,693 $ 16,854,693 $ - 0.0% 0.0% 16,854,693 $ 0.0% 16,854,693 $ 0.0% FY 2016 REVISED VS ADOPTED ADOPTED VAR % Maricopa County Annual Business Strategies FY 2016 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 45.15 2.00 .15 47.30 45.15 2.00 .15 47.30 44.95 1.00 .15 46.10 44.95 1.00 .15 46.10 44.95 1.00 .15 46.10 - 0.0% 0.0% 0.0% 0.0% 2.00 4.20 .50 6.70 54.00 2.00 1.20 3.00 .50 6.70 54.00 3.00 1.20 2.70 1.00 7.90 54.00 3.00 1.20 2.70 1.00 7.90 54.00 3.00 1.00 2.90 1.00 7.90 54.00 (.20) .20 - 0.0% (16.7%) 7.4% 0.0% 0.0% 0.0% FY 2014 ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 16.00 2.00 2.00 13.00 2.00 3.00 4.00 1.00 1.00 54.00 FY 2015 ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 16.00 2.00 2.00 13.00 2.00 3.00 4.00 1.00 1.00 54.00 FY 2015 FY 2015 REVISED FORECAST 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 17.00 17.00 2.00 2.00 2.00 2.00 13.00 13.00 2.00 2.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 54.00 54.00 FY 2016 REVISED TO ADOPTED VARIANCE VAR % ADOPTED 2.00 0.0% 1.00 0.0% 0.0% 1.00 0.0% 1.00 N/A 1.00 0.0% 3.00 0.0% 1.00 0.0% 17.00 0.0% 0.0% 2.00 0.0% 2.00 13.00 0.0% 2.00 0.0% 3.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% 0.0% 54.00 - FY 2014 ADOPTED 54.00 54.00 FY 2015 ADOPTED 54.00 54.00 FY 2015 FY 2015 FORECAST REVISED 54.00 54.00 54.00 54.00 FY 2016 REVISED TO ADOPTED VAR % ADOPTED VARIANCE 0.0% 54.00 0.0% 54.00 - 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 Staffing by Fund DEPARTMENT/FUND EQUIPMENT SERVICES 654 Department Total General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. Base Adjustments: Equipment Services Fund (654) Operating • Decrease Regular Benefits by $2,460 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $131,310 for the impact of the changes in risk management charges. Equipment Services Fund (654) Non Recurring • Budget capital equipment of $431,500 for five new Radio Frequency Identification (RFID) for carwashes, seven fuel site cameras, four new fuel tank monitoring systems, one lubrication system for the Durango shop, one shop hoist conversion from manual to electric operation, 510 Maricopa County Annual Business Strategies FY 2016 Adopted Budget • Department Strategic Plans and Budgets Equipment Services three car wash dryers, an upgrade of the Buckeye location unleaded system, new fuel dispensers, and the replacement of two metal brake-bender/shears. Budget capital equipment of $536,000 of carry forward for six desktop computers with monitors and ten thin client computers, replacement of the Cave Creek fuel tank, refurbishment of above ground fuel tanks, one heavy duty field truck, one fork lift, and upgrades for fifteen Fuel Master Fuel Management Units. Programs and Activities Fleet Management Program The purpose of the Fleet Management Program is to provide operational vehicles and equipment to Maricopa County departments so they have reliable and cost-effective transportation for County activities. Program Results Measure Description Percent of customers satisfied with the timeliness and/or professionalism of preventative maintenance services. Percent of preventative maintenance services provided within the scheduled time frame. Percent of customers satisfied as evidenced by customer survey rating vehicle safety and cleanliness and rental convenience. Percent of fleet available for department use (fleet availability). Percent of customers satisfied with the timeliness and/or professionalism of the fleet repair/maintenance experience. FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 82.0% 96.2% 87.8% 96.2% 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% 97.2% 96.5% 97.7% 96.5% 0.0% 0.0% N/A 100.0% 116.5% 100.0% 0.0% 0.0% Activities that comprise this program include: • Fleet Support Services • Preventative Maintenance • Rental Pool Fleet Support Services Activity The purpose of the Fleet Support Services Activity is to provide fleet support services to County departments so they can conduct County business in a safe and efficient manner. Mandates: Administrative mandate. 511 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 97.2% FY 2015 FY 2015 REVISED FORECAST 96.5% 97.7% N/A $ FY 2016 ADOPTED 96.5% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 116.5% 100.0% 22,782 25,968 24,700 25,968 - 0.0% 2,712,211 28,189 2,783,477 27,113 2,769,998 28,814 2,783,477 27,113 - 0.0% 0.0% 734.28 $ 601.56 $ 700.18 $ 0.0% 602.19 $ 654 - EQUIPMENT SERVICES TOTAL SOURCES $ 18,662,854 $ 18,662,854 $ 15,884,045 $ 15,884,045 $ 18,079,280 $ 18,079,280 $ 15,884,045 $ 15,884,045 $ $ 654 - EQUIPMENT SERVICES TOTAL USES $ 16,728,293 $ 16,728,293 $ 15,621,433 $ 15,621,433 $ 17,294,438 $ 17,294,438 $ 15,637,786 $ 15,637,786 $ $ (0.63) - 0.0% -0.1% 0.0% 0.0% Expenditure (16,353) (16,353) -0.1% -0.1% 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 increase in expenditures is due to an increase in fixed benefits. The FY 2016 budget includes the replacement of a fuel tank, a field truck, an upgraded unleaded system, a lubrication system, above ground tank refurbishments, and a fork lift, all in the Non Recurring Non Project budget. Preventative Maintenance Activity The purpose of the Preventative Maintenance Activity is to provide fleet preventative maintenance services to County departments so they can conduct County business in a safe and environmentally compliant manner. Mandates: Administrative mandate. Measure Type Result Result Output Output Demand Expenditure Ratio Revenue Measure Description Percent of customers satisfied with the timeliness and/or professionalism of preventative maintenance services. Percent of preventative maintenance services provided within the scheduled time frame. Number of preventative maintenance services completed within a scheduled time frame. Number of preventative maintenance services provided. Number of vehicles due for preventative maintenance services. Expenditure per preventative maintenance service provided. FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 82.0% 96.2% 87.8% 96.2% 0.0% 4,435 5,586 4,929 5,586 - 0.0% 5,411 5,826 5,614 5,826 - 0.0% 8,162 7,900 8,779 7,900 - 0.0% $ 15.54 $ 11.33 $ 15.51 $ 11.51 $ 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 130,357 130,357 $ $ 873,984 873,984 $ $ 401,994 401,994 $ $ 873,984 873,984 $ $ 654 - EQUIPMENT SERVICES TOTAL USES $ $ 84,112 84,112 $ $ 65,995 65,995 $ $ 87,064 87,064 $ $ 67,086 67,086 $ $ (0.19) - 0.0% -1.7% 0.0% 0.0% Expenditure (1,091) (1,091) -1.7% -1.7% Activity Narrative: The FY 2016 budget supports the Department in meeting 96.2% of the preventative maintenance services in the scheduled time frame. The deployment of the AIMS-II management 512 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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. 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 2014 ACTUAL N/A $ 956 921 946 1,003 19.42 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 654 - EQUIPMENT SERVICES TOTAL USES $ $ FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% $ 840 888 840 876 14.55 $ 1,014 1,173 1,022 1,062 16.91 35,458 35,458 $ $ 33,372 33,372 $ $ 18,553 18,553 $ $ 12,222 12,222 $ $ FY 2016 ADOPTED 100.0% $ 840 888 840 876 14.02 41,903 41,903 $ $ 17,145 17,145 $ $ REV VS ADOPTED VAR % 0.0% 0.0% $ 0.53 0.0% 0.0% 0.0% 0.0% 3.6% 33,372 33,372 $ $ - 0.0% 0.0% 11,780 11,780 $ $ 442 442 3.6% 3.6% Expenditure Activity Narrative: The FY 2016 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 2016 budget reflects the total operating cost of the Rental Pool activity. Appropriated Budget Reconciliations Equipment Services Fund (654) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 16,854,693 $ 16,854,693 FY 2015 Revised Budget $ 16,854,693 $ 16,854,693 FY 2016 Baseline Budget $ 16,854,693 $ 16,854,693 $ (2,460) $ (2,460) 2,460 $ 133,770 (131,310) - 16,854,693 $ 0.0% 16,854,693 0.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Decrease Risk Management Charges Agenda Item: $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount (131,310) $ 513 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Equipment Services Equipment Services Fund (654) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 857,000 $ - FY 2015 Revised Budget $ 857,000 $ - $ (857,000) $ (309,000) (548,000) - $ - $ - $ 967,500 $ 536,000 - 431,500 - 967,500 $ - Adjustments: Non Recurring Non Recurring Carry Forward Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Agenda Item: Non Recurring Non Recurring Carry Forward Desk top Computers (6) with Dual Monitors & Thin Clients (10) Replace Fuel Tank (Cave Creek ) Above Ground Tank Refurbishment Field Truck Fork Lift 6K lbs Fuel Master Units (15) Other Non Recurring Carwash Radio Frequency Identification (RFID) (5) Fuel Site Cameras (7) Fuel Storage Tank Monitoring System (4) Lubrication System (Durango) Shop Hoist Conversion Car Wash Dryer (3) (Downtown, Mesa, & Surprise) Buck eye Unleaded System Upgrade New Fuel Dispensers Metal Brak e-Bender/Shear (2) $ 19,000 200,000 50,000 200,000 40,000 27,000 $ 25,000 49,000 100,000 50,000 5,500 60,000 105,000 7,000 30,000 FY 2016 Adopted Budget $ Equipment Services Fund (654) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 2,911,216 $ 3,166,427 $ 3,166,427 $ 3,311,190 $ 2,609,046 Sources: Operating Total Sources: $ $ 18,833,351 18,833,351 $ $ 16,854,693 16,854,693 $ $ 16,854,693 16,854,693 $ $ 18,555,078 18,555,078 $ $ 16,854,693 16,854,693 $ $ $ $ 18,555,078 702,144 19,257,222 $ $ 16,854,693 857,000 17,711,693 $ $ 16,854,693 857,000 17,711,693 $ 16,854,693 967,500 17,822,193 $ - $ - $ - $ - (11) $ - $ - $ - $ - 2,309,427 2,309,427 $ 2,309,427 2,309,427 $ 2,609,046 2,609,046 $ 1,641,546 1,641,546 Uses: Operating Non-Recurring Total Uses: $ 18,204,444 228,922 18,433,366 Structural Balance $ 628,907 Accounting Adjustments $ Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ 3,311,190 3,311,190 $ 514 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Facilities Management Facilities Management Analysis by Alice Kirk, Management and Budget Analyst Summary Mission The Mission of Facilities Management is to provide fiscally responsible facilities and facility-related services to the citizens and employees of Maricopa County so they can enjoy an efficient and safe environment. Vision The vision of the Facilities Management Department is to convert capital funds into exceptional facility solutions and provide responsive facility services to every customer, every time, in a collaborative, efficient, and innovative manner while being fiscally prudent. Strategic Goals 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 has achieved this goal by completing 90% of projects on schedule and within established budget parameters. Facilities Management will be working on a new goal to publish in FY 2017. Safe Communities 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 electronic maintenance management system shows an average completion time of 7.1 hours, which is well within the established goal of 24 hour response time. The goal of 30-day completion for 95% of all emergency work is averaging .89 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. 515 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget Status: As of November 2014, 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. There are several significant energy-saving projects that are planned or in progress which will contribute to meeting the goal. Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FACM - FACILITIES CONSTRUCTION MGMT FPDS - FAC PLANNING AND ENERGY MGMT 91FD - CAPITAL FACILITIES DEVELOPMENT $ ODIR - EXECUTIVE MANAGEMENT RWAY - REAL ESTATE SERVICES 99AS - INDIRECT SUPPORT $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 3,075 $ 3,075 $ - $ - $ - $ - $ - $ 278,021 278,021 $ - $ - $ $ 708,021 $ 708,021 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 261,856 $ 261,856 $ 24,000 $ 191,200 215,200 $ (1,000) 191,200 190,200 -4.0% N/A 760.8% TOTAL PROGRAMS $ 711,096 $ 25,000 $ 25,000 $ 539,877 $ 215,200 $ 190,200 760.8% 5,775,709 $ 14,543,729 20,319,438 $ 6,420,213 $ 14,595,574 21,015,787 $ 6,426,693 $ 14,763,630 21,190,323 $ 5,758,357 $ 13,992,701 19,751,058 $ 6,265,672 $ 15,482,207 21,747,879 $ 161,021 (718,577) (557,556) 2.5% -4.9% -2.6% 21,810,066 $ 21,233,701 43,043,767 $ 35,089,881 $ 21,914,630 57,004,511 $ 35,147,236 $ 21,865,019 57,012,255 $ 25,489,579 $ 21,801,783 47,291,362 $ 23,571,760 $ 23,252,451 46,824,211 $ 11,575,476 (1,387,432) 10,188,044 32.9% -6.3% 17.9% 494,709 $ 1,941,869 87,204 2,523,782 $ 512,677 $ 874,570 92,435 5,434 1,547,018 3,032,134 $ 472,563 $ 876,851 147,219 5,434 1,552,706 3,054,773 $ 420,026 $ 811,474 121,384 2,270 1,086,375 2,441,529 $ 408,819 $ 264,873 143,802 339,886 1,441,822 2,599,202 $ 63,744 611,978 3,417 5,434 (339,886) 110,884 455,571 13.5% 69.8% 2.3% 100.0% N/A 7.1% 14.9% 410,778 $ 778,924 1,189,702 $ 410,778 $ 778,924 1,189,702 $ 461,237 $ 778,935 1,240,172 $ 302,901 $ 699,898 1,002,799 $ 107,877 79,026 186,903 26.3% N/A 10.1% 15.7% $ - N/A N/A N/A 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 PROC - PROCUREMENT RMGT - RISK MANAGEMENT RWAY - REAL ESTATE SERVICES SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 730,928 730,928 $ TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ - $ - $ 13,000 $ 13,000 $ 13,000 $ 13,000 $ 4,750 $ 4,750 $ 530,598 $ 530,598 $ TOTAL PROGRAMS $ 66,617,915 $ 82,255,134 $ 82,460,053 $ 70,728,871 $ 72,704,689 $ $ 516 (517,598) -3981.5% (517,598) -3981.5% 9,755,364 11.8% Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category CATEGORY MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VAR % FY 2016 ADOPTED $ SUBTOTAL $ 711,096 711,096 $ $ 25,000 25,000 $ $ 25,000 $ 25,000 $ 539,877 $ 539,877 $ 215,200 $ 215,200 $ 190,200 190,200 760.8% 760.8% ALL REVENUES $ 711,096 $ 25,000 $ 25,000 $ 539,877 $ 215,200 $ 190,200 760.8% TOTAL SOURCES $ 711,096 FY 2014 ACTUAL $ 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 $ 25,000 $ 539,877 $ 215,200 $ 190,200 760.8% REVISED VS ADOPTED FY 2015 FY 2015 FY 2016 REVISED FORECAST ADOPTED VAR % 7,675,365 $ 112,833 2,803,212 64,906 (2,220,011) 2,265,514 10,701,819 $ 8,743,368 $ 139,812 3,217,878 76,417 (2,207,832) 2,178,835 12,148,478 $ 8,953,994 $ 139,812 3,267,221 76,417 (2,220,906) 2,214,318 12,430,856 $ 8,514,700 $ 132,889 3,101,520 74,136 (2,305,608) 2,297,354 11,814,991 $ 10,424,131 $ 167,352 3,975,055 97,963 (4,211,514) 2,397,992 12,850,979 $ (1,470,137) (27,540) (707,834) (21,546) 1,990,608 (183,674) (420,123) -16.4% -19.7% -21.7% -28.2% 89.6% -8.3% -3.4% 1,837,435 $ 383 108,585 37,522 58,908 2,042,833 $ 1,880,993 $ 111,202 552,459 2,544,654 $ 1,880,993 $ 111,202 552,459 2,544,654 $ 1,714,247 $ 91,856 5,771 413,403 2,225,277 $ 1,967,106 $ 114,088 (40,160) 298,497 2,339,531 $ (86,113) (2,886) 40,160 253,962 205,123 -4.6% N/A -2.6% N/A N/A 46.0% 8.1% 52,701 $ 434,333 60,950 29,946,103 1,284,444 4,746 17,554 548,131 21,210,261 223,389 53,782,612 $ 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 $ 100,000 $ 1,600 350,020 50,400 43,062,928 1,746,002 12,242 22,640 603,081 21,492,856 42,774 67,484,543 $ 65,992 $ 165 315,632 37,077 32,697,511 1,461,447 6,245 11,164 519,294 21,548,251 25,825 56,688,603 $ 58,100 $ 1,600 240,917 173,591 32,117,123 1,538,985 13,576 58,792 609,601 22,834,063 (146,487) 14,318 57,514,179 $ 41,900 109,103 (123,191) 10,945,805 207,017 (1,334) (36,152) (6,520) (1,341,207) 146,487 28,456 9,970,364 41.9% 0.0% 31.2% -244.4% 25.4% 11.9% -10.9% -159.7% -1.1% -6.2% N/A 66.5% 14.8% $ 423 $ 9,802 32,860 47,566 90,651 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A N/A N/A N/A ALL EXPENDITURES $ 66,617,915 $ 82,255,134 $ 82,460,053 $ 70,728,871 $ 72,704,689 $ 9,755,364 11.8% TOTAL USES $ 66,617,915 $ 82,255,134 $ 82,460,053 $ 70,728,871 $ 72,704,689 $ 9,755,364 11.8% 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 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 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ 517 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Fund and Function FY 2014 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VAR % FY 2016 ADOPTED $ PROBATION REVOCATION RELO FUND TOTAL SOURCES $ 255 DETENTION OPERATIONS OPERATING $ 708,021 $ 3,075 711,096 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 261,856 $ 261,856 $ 215,200 $ 215,200 $ 190,200 190,200 760.8% N/A 760.8% - $ - $ - $ 278,021 $ - $ - N/A DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 708,021 $ 711,096 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 539,877 $ 539,877 $ 215,200 $ 215,200 $ 190,200 190,200 760.8% 760.8% FUND / FUNCTION CLASS 100 GENERAL MAJOR MAINTENANCE OPERATING OPERATING NON RECURRING NON PROJECT CENTRAL COURT BLDG SOUTH COURT TOWER SECURITY BLDG LIFE SAFETY PROJECTS SIMS RELOCATION WEST COURT BLDG FY 2014 ACTUAL $ 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 2015 ADOPTED FY 2015 REVISED FY 2016 ADOPTED FY 2015 FORECAST REVISED VS ADOPTED % VAR 7,482,535 $ 31,190,228 397,055 1,367,847 481 461,179 19,515 597,776 115,532 41,632,148 $ 8,577,906 $ 33,147,043 91,830 4,897,869 117,000 2,057,080 375,000 49,263,728 $ 8,577,906 $ 33,311,852 91,830 4,897,869 117,000 2,057,080 375,000 49,428,537 $ 8,021,105 $ 31,336,572 84,329 1,125,345 24,297 750,000 87,169 41,428,817 $ 7,877,906 $ 34,006,424 52,804 3,772,524 45,709,658 $ 700,000 (694,572) 39,026 1,125,345 117,000 2,057,080 375,000 3,718,879 8.2% -2.1% 42.5% 23.0% 100.0% N/A 100.0% N/A 100.0% 7.5% 5,078,083 $ 17,971,535 1,070,922 108,510 756,717 24,985,767 $ 6,940,763 $ 19,165,486 39,511 2,905,000 3,940,646 32,991,406 $ 6,940,763 $ 19,205,596 39,511 2,905,000 3,940,646 33,031,516 $ 4,842,789 $ 18,544,375 36,927 2,456,490 3,419,473 29,300,054 $ 6,726,998 $ 19,333,033 435,000 500,000 26,995,031 $ 213,765 (127,437) 39,511 2,470,000 3,440,646 6,036,485 3.1% -0.7% 100.0% N/A 85.0% 87.3% 18.3% 61,722,381 $ 4,895,534 $ 66,617,915 $ 67,831,198 $ 14,423,936 $ 82,255,134 $ 68,036,117 $ 14,423,936 $ 82,460,053 $ 62,744,841 $ 7,984,030 $ 70,728,871 $ 67,944,361 $ 4,760,328 $ 72,704,689 $ 91,756 9,663,608 9,755,364 0.1% 67.0% 11.8% 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 OPERATIONS SUPPORT PROCUREMENT REAL ESTATE SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 16.50 16.50 33.00 15.50 17.50 33.00 13.50 18.50 32.00 13.50 18.50 32.00 13.00 19.00 32.00 (.50) .50 - (3.7%) 2.7% 0.0% 4.00 117.00 121.00 4.00 120.00 124.00 4.00 120.00 124.00 4.00 120.00 124.00 4.00 120.00 124.00 - 0.0% 0.0% 0.0% 7.75 3.00 1.25 12.00 166.00 7.75 3.00 1.25 12.00 169.00 6.00 3.00 .00 2.00 .00 11.00 167.00 6.00 3.00 2.00 11.00 167.00 6.00 1.00 2.00 2.00 30.00 41.00 197.00 (2.00) 2.00 30.00 30.00 30.00 0.0% (66.7%) N/A 0.0% N/A 272.7% 18.0% 518 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Facilities Management Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrative Staff Supv Business Systems Analyst Business Systems Analyst-Sr/Ld Director - Facilities Mgt Dispatcher Duty Plant Operator Electrician Electronic Technician Electronic Technician Senior Engineering Associate Engineering Specialist 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 Plumber Procurement Officer - Dept Program Coordinator Public Works Chief Appraiser Real Estate Chief Officer Real Estate Manager - County Real Property Specialist Real Property Supervisor Safety Representative Technical Program Supv Trades Generalist Trades Specialist Trades Supervisor Warehouse/Inventory Specialist Warehouse/Inventory Specialist Lead Warehouse/Inventory Supervisor Department Total FY 2014 ADOPTED 1.00 3.00 3.00 1.00 1.00 1.00 1.00 10.00 3.00 8.00 1.00 2.00 1.00 1.00 1.00 4.00 6.00 5.00 1.00 2.00 6.00 1.00 4.00 1.00 1.00 3.00 1.00 1.00 14.00 1.00 12.00 1.00 1.00 1.00 29.00 23.00 8.00 2.00 166.00 FY 2015 ADOPTED 1.00 3.00 3.00 1.00 1.00 1.00 11.00 2.00 8.00 2.00 2.00 1.00 1.00 1.00 4.00 8.00 4.00 1.00 2.00 6.00 1.00 4.00 1.00 1.00 3.00 1.00 1.00 16.00 2.00 7.00 1.00 12.00 1.00 1.00 28.00 14.00 8.00 3.00 1.00 169.00 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 2.00 2.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 10.00 10.00 2.00 2.00 8.00 8.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 8.00 8.00 4.00 4.00 1.00 1.00 2.00 2.00 6.00 6.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 17.00 17.00 2.00 2.00 7.00 7.00 1.00 1.00 12.00 12.00 2.00 2.00 2.00 2.00 29.00 29.00 8.00 8.00 8.00 8.00 3.00 3.00 1.00 1.00 167.00 167.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 2.00 0.0% 4.00 1.00 33.3% 1.00 1.00 N/A 1.00 0.0% N/A 1.00 0.0% 1.00 0.0% 4.00 0.0% 10.00 0.0% 2.00 0.0% 8.00 0.0% 2.00 1.00 100.0% 3.00 3.00 N/A 8.00 6.00 300.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 5.00 0.0% 8.00 0.0% 4.00 0.0% 1.00 0.0% 2.00 0.0% 5.00 (1.00) (16.7%) 1.00 0.0% 4.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% N/A 1.00 0.0% 17.00 0.0% 2.00 0.0% 5.00 (2.00) (28.6%) 1.00 0.0% 12.00 0.0% 2.00 0.0% 2.00 0.0% 1.00 1.00 N/A 1.00 1.00 N/A 1.00 1.00 N/A 12.00 12.00 N/A 3.00 3.00 N/A N/A 1.00 1.00 N/A 29.00 0.0% 10.00 2.00 25.0% 8.00 0.0% 3.00 0.0% 1.00 0.0% N/A 197.00 30.00 18.0% FY 2014 ADOPTED 136.00 30.00 166.00 FY 2015 ADOPTED 137.00 32.00 169.00 FY 2015 FY 2015 REVISED FORECAST 135.00 135.00 32.00 32.00 167.00 167.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 165.00 30.00 22.2% 32.00 0.0% 197.00 30.00 18.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 255 DETENTION OPERATIONS Department Total 519 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Facilities Management Staffing Variance Analysis The variance between FY 2015 Revised and FY 2016 Adopted is due to the reorganization of 30 positions within the Real Estate group. General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) Operating • Increase Revenue by $191,200 for Real Estate reorganization. • Decrease Revenue by $1,000 for food vendor revenue decrease. • Increase personal services by $339,886 for Real Estate reorganization. • Increase salary and benefit savings by $416,989 to better align with FY 2015 vacancy rates. • Decrease Regular Benefits by $7,775 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $139,872 for the impact of the changes in health and dental premium rates. • Decrease Internal Service Charges by $67,171 for the impact of the changes in risk management charges. • Decrease annual programs by $587,313 for increase to utilities and contract services. • Increase utilities by $756,029 for the impact of increased consumption and provider rate increase. • Increase contract services by $531,284 for the impact of additional square footage and increased costs. General Fund (100) Operating Major Maintenance • Decrease major maintenance by $700,000 for the increase to utilities and contract services in the General Fund Operating budget. General Fund (100) Non Recurring • Budget supplies allocation in of $52,804 for RDSA IT developer tools, OS Windows 2003 upgrade, Arc GIS Server, Art GIS Desktop, and system tools. General Fund (100) Non Recurring Major Maintenance • Budget repairs and maintenance of $3,772,524 of carry forward for the Central Court Building. Detention Fund (255) Operating • Decrease Regular Benefits by $1,523 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $33,840 for the impact of the changes in health and dental premium rates. • Decrease Internal Service Charges by $11,855 for the impact of the changes in risk management charges. • Decrease annual programs by $388,417 for increase to utilities. • Increase utilities by $602,182 for the impact of increased consumption and provider rate increase. • Decrease personal services allocation in by $50,881 for IT RDSA personal services. 520 Maricopa County Annual Business Strategies FY 2016 Adopted Budget • Department Strategic Plans and Budgets Facilities Management Decrease supplies allocation in by $56,832 for IT RDSA supplies. Detention Fund (255) Operating Major Maintenance • Decrease major maintenance by $213,765 for the increase to utilities and contract services in the Detention Fund Operating budget. Detention Fund (255) Non Recurring Major Maintenance • Budget repairs and maintenance of $935,000 of carry forward for the Fourth Avenue Jail and Lower Buckeye Jail. 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. Program Results Measure Description 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. FY 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 99.9% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 53.0% 42.8% 51.3% 42.8% 0.0% 0.0% 95.8% 100.0% 100.0% 100.0% 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. 521 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Expenditure Measure Description 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 2015 FY 2015 FORECAST REVISED 100.0% 99.9% FY 2014 ACTUAL 100.0% 100.0% 100.0% 2,868,703 2,868,703 $ 2.01 $ 5,007,536 768,173 $ 5,775,709 2.25 $ 5,641,461 785,232 $ 6,426,693 2.02 $ 4,996,002 762,355 $ 5,758,357 0.0% 2,850,584 2,850,584 2,850,584 2,850,584 $ REV VS ADOPTED % VAR 0.0% 0.0% 100.0% 100.0% 2,850,584 2,850,584 $ FY 2016 ADOPTED 100.0% 2.20 $ $ 5,434,816 830,856 $ 6,265,672 $ $ $ 0.0% - 0.0% 0.0% 0.06 2.5% 206,645 (45,624) 161,021 3.7% -5.8% 2.5% Activity Narrative: Facilities Management 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. This has caused an overall decrease to the General Fund for FY 2016. Facilities Maintenance Activity The purpose of the Facilities Maintenance Activity is to provide routine, preventive, predictive, scheduled, and unscheduled facilities and systems maintenance to Maricopa County facility occupants so they can work and conduct business in buildings that are responsibly and properly maintained. Mandates: Administrative mandate. Measure Type Result Result Output Demand Expenditure Ratio Expenditure Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of facilities maintenance performed on 53.0% 42.8% 51.3% 42.8% 0.0% 0.0% a time-based schedule or based on quantified material and equipment condition. Percent Detention Security System is functional 95.8% 100.0% 100.0% 100.0% 0.0% 0.0% 24/7/365. Number of square feet of facilities maintained. 40,270,990 39,414,400 39,893,341 40,070,360 655,960 1.7% Number of (factored) square feet required to be 40,270,990 39,414,400 39,893,341 40,070,360 655,960 1.7% maintained. Total expenditure per square foot maintained. $ 0.36 $ 0.37 $ 0.35 $ 0.39 $ (0.01) -3.2% 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 10,416,021 4,127,708 $ 14,543,729 $ 10,142,395 4,621,235 $ 14,763,630 $ 9,786,988 4,205,713 $ 13,992,701 $ 10,646,102 4,836,105 $ 15,482,207 $ $ (503,707) (214,870) (718,577) -5.0% -4.6% -4.9% Activity Narrative: The FY 2016 budget supports Facilities Management in meeting 100% of the demand. The services within this Activity include Operations and Maintenance, Planning Center, and Contract Services. There has been additional square footage added as well as increased costs of supplies and services from vendors for Contract Services which has increased expenditures in the General Fund. 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. 522 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL 91.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED % VAR 0.0% 0.0% 86.2% 125.0% 125.0% 100.0% (25.0%) -20.0% 100.0% 32.9% 32.9% 55.2% 22.4% 68.1% 98.7% 101.2% 101.2% 101.0% (0.2%) -0.2% 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 Result Result Output Demand Expenditure Ratio Revenue Measure Description Percent of customers satisfied with the usefulness and timeliness of information provided by Facilities Planning & Energy Management. Percent of County facilities operating within energy efficiency standards (measured by kilowatts per sq foot). Percent reduction in energy used by County facilities (kilowatt hours). Number of planning services provided. Number of planning services requested. Expenditure per planning service provided. FY 2014 ACTUAL 86.2% 127 127 $ 167,194.50 255 - DETENTION OPERATIONS TOTAL SOURCES $ $ 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 10,528,325 10,705,376 $ 21,233,701 FY 2015 FY 2015 REVISED FORECAST 125.0% 125.0% REV VS ADOPTED VAR % (25.0%) -20.0% FY 2016 ADOPTED 100.0% 100.0% 32.9% 32.9% 55.2% 22.4% 68.1% 98.7% 101.2% 101.2% 101.0% (0.2%) -0.2% 0.0% 0.0% -6.3% - 80 84 $ 273,312.74 80 84 $ 272,522.29 80 84 $ 290,655.64 $ (17,342.90) $ $ $ $ $ $ - $ $ $ 11,650,269 11,602,182 $ 23,252,451 $ - 278,021 278,021 - N/A N/A Expenditure $ 10,865,019 11,000,000 $ 21,865,019 $ 10,537,905 11,263,878 $ 21,801,783 (785,250) (602,182) $ (1,387,432) -7.2% -5.5% -6.3% Activity Narrative: The services within this Activity include Planning and Asset Management, Construction Management, and Countywide Utilities. Facilities Management has implemented several significant energy-saving projects which have allowed County facilities to operate at more energy efficient standards as measured by kilowatts per square foot. There has been an increase in utility consumption as well as a utility provider rate hike which has resulted in an increase to expenditures for FY 2016. 523 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL 91.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 178 297 297 225 (72) -24.2% 195 330 330 248 (82) -24.8% $ 122,528.46 $ 118,340.86 $ 85,823.50 $ 104,763.38 $ 13,577.48 100 - GENERAL TOTAL SOURCES $ $ $ $ $ $ $ $ $ $ 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 12,681,645 9,128,421 $ 21,810,066 11.5% Revenue 3,075 3,075 - - - - N/A N/A $ 5,062,646 6,512,830 $ 11,575,476 26.4% 40.8% 32.9% Expenditure $ 19,201,929 15,945,307 $ 35,147,236 $ 12,882,832 12,606,747 $ 25,489,579 $ 14,139,283 9,432,477 $ 23,571,760 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 2016 is due to the reduced amount of one-time carry-over major maintenance projects from FY 2015. 524 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 25,000 $ 164,809 $ 158,924 5,885 - $ 33,311,852 $ 25,000 $ 6,749 $ (5,885) 12,634 - $ 33,318,601 $ 25,000 $ (7,775) $ (7,775) 215,840 $ 700,000 - (67,171) - (416,989) - C-49-15-002-2-00 C-49-15-033-2-00 Agenda Item: C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Annual Programs Increase Countywide Utilities Increase Contract Services Internal Service Charges Decrease Risk Management Charges Personnel Savings From 4.06% to 8.00% Fees and Other Revenues ProgRevenue Volume Inc/Dec 33,147,043 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: $ $ (587,313) 756,029 531,284 $ (67,171) $ (416,989) FY 2016 Tentative Budget $ - $ - (1,000) (1,000) $ 33,526,666 $ 0.6% 24,000 -4.0% $ 139,872 $ 139,872 339,886 $ 339,886 191,200 191,200 34,006,424 $ 2.1% 215,200 760.8% Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Reallocations Reallocation Between Depts Real Estate Reorganization to Facilities Management Agenda Item: $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount 339,886 $ 525 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Facilities Management General Fund (100) (continued) Revenue Expenditures MAJOR MAINTENANCE OPERATING FY 2015 Adopted Budget $ 8,577,906 $ - FY 2015 Revised Budget $ 8,577,906 $ - FY 2016 Baseline Budget $ 8,577,906 $ - $ (700,000) $ (700,000) - $ 7,877,906 $ -8.2% - Adjustments: Agenda Item: Major Maintenance Projects Major Maintenance Program Transfer to General Fund Operating for Countywide Utilities and Contract Services $ (700,000) FY 2016 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 91,830 $ - FY 2015 Revised Budget $ 91,830 $ - $ (91,830) $ (91,830) - $ - $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Information and Communications Technology Other IT Non Recurring RDSA IT - Developer Tools RDSA IT - OS Windows 2003 Upgrade RDSA IT - Arc GIS Server RDSA IT - Arc GIS Desk top RDSA IT - System Tools Agenda Item: $ $ 52,804 52,804 - 5,969 37,515 6,000 1,600 1,720 FY 2016 Adopted Budget $ 52,804 $ Expenditures - Revenue MAJOR MAINTENANCE NON RECURRING FY 2015 Adopted Budget $ 7,446,949 $ - FY 2015 Revised Budget $ 7,446,949 $ - $ (7,446,949) $ (6,534,601) (912,348) - $ - $ - $ 3,772,524 $ 3,772,524 - $ 3,772,524 $ - Adjustments: Non Recurring Non Recurring Carry Forward Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Central Court Building Elevators Agenda Item: $ FY 2016 Adopted Budget 526 3,772,524 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Facilities Management Detention Fund (255) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan 19,165,486 $ - $ 40,110 $ 40,110 - $ 19,205,596 $ - $ 923 $ 923 - $ 19,206,519 $ - $ (1,523) $ (1,523) 94,197 $ 106,052 - (11,855) - $ 19,299,193 $ 0.5% - $ 33,840 $ 33,840 - $ 19,333,033 $ 0.7% - Agenda Item: C-49-15-002-2-00 FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: FY 2016 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Annual Programs Increase Countywide Utilities Decrease Personal Services Allocation In for IT RDSA - Personal Services Decrease Supplies Allocation In for IT RDSA - Supplies Internal Service Charges Decrease Risk Management Charges $ $ (388,417) 602,182 (50,881) (56,832) (11,855) FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue MAJOR MAINTENANCE OPERATING FY 2015 Adopted Budget $ 6,940,763 $ - FY 2015 Revised Budget $ 6,940,763 $ - FY 2016 Baseline Budget $ 6,940,763 $ - $ (213,765) $ (213,765) - $ 6,726,998 $ -3.1% - Adjustments: Major Maintenance Projects Major Maintenance Program Transfer to Detention Fund Operating for Countywide Utilities Agenda Item: $ FY 2016 Adopted Budget Percent Change from Baseline Amount 527 (213,765) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Facilities Management Detention Fund (255) (continued) Expenditures Revenue MAJOR MAINTENANCE NON RECURRING FY 2015 Adopted Budget $ 6,845,646 $ - FY 2015 Revised Budget $ 6,845,646 $ - $ (6,845,646) $ (6,845,646) - $ - $ - $ 935,000 $ 935,000 - $ 935,000 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Fourth Avenue Jail - Building Automation Lower Buck eye Jail - Building Automation Agenda Item: $ FY 2016 Adopted Budget 528 435,000 500,000 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Finance Finance Analysis by Cristi Cost, 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, 2019, the County will be in 100% compliance with new reporting standards and regulations. Status: The Department is 100% in compliance to date. Through continuing professional education, professional guidance circulars, and Auditor General guidance, Finance is prepared to ensure compliance with new reporting standards and guidelines as they develop. Fiscal Strength and Responsibility By June 30, 2019, 90% of users will be satisfied with the ease of use including speed of invoice payment processing as related to OnBase Accounts Payable Workflow. Status: Currently, 96.7% of payments processed were completed within 5 business days. OnBase functionality will continue to be taught in classes offered through County training. Fiscal Strength and Responsibility By June 30, 2019, 90% of users will be satisfied with the ease of use with Business Objects. Status: The Department is on target to achieve this goal. They currently report a 94% of users satisfied with the ease of use with Business Objects. They will continue to meet this goal by providing training classes through County training and as requested. Fiscal Strength and Responsibility By June 30, 2019, 90% of users will be satisfied with the ease of use with OnBase Document Retrieval. Status: Currently, 93% of users report satisfaction with the ease of OnBase Document Retrieval. They will continue to meet this goal by providing training classes through Pathlore and as requested. 529 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2016 Adopted Budget By June 30, 2019, collections will maintain system backlogs of less than 10 days and revenues for the fiscal year will be at least 90% of budget. Fiscal Strength and Responsibility Status: All collections areas are on target and are expected to meet this goal by 2019. Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ $ 319,931 319,931 $ $ 235,000 235,000 $ $ 235,000 235,000 $ $ 283,587 283,587 $ $ 285,000 285,000 $ $ 50,000 50,000 21.3% 21.3% TOTAL PROGRAMS $ 319,931 $ 235,000 $ 235,000 $ 283,587 $ 285,000 $ 50,000 21.3% 4,157 4,157 1.2% 1.2% CLCT - COLLECTIONS 18CL - COLLECTIONS USES CLCT - COLLECTIONS 18CL - COLLECTIONS $ $ 329,704 329,704 $ $ 341,139 341,139 $ $ 346,596 346,596 $ $ 325,488 325,488 $ $ 342,439 342,439 $ $ PYPR - PAYMENT PROCESSING 18FM - FINANCIAL MANAGEMENT $ $ 362,086 362,086 $ $ 498,376 498,376 $ $ 505,778 505,778 $ $ 423,230 423,230 $ $ 505,988 505,988 $ $ (210) (210) 0.0% 0.0% BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 1,626,315 205,737 1,832,052 $ 1,702,824 196,421 1,899,245 $ 1,736,913 200,245 1,937,158 $ 1,812,946 223,484 2,036,430 $ 1,769,595 154,176 48,393 1,972,164 $ (32,682) 46,069 (48,393) (35,006) -1.9% 23.0% N/A -1.8% -15.8% N/A 18.1% -2.9% -1.1% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ $ 51,635 51,635 TOTAL PROGRAMS $ 2,575,477 $ $ $ $ $ 20,965 12,869 33,834 $ 20,965 12,869 33,834 $ 2,772,594 $ 2,823,366 $ $ $ 24,768 13,450 38,218 $ 2,823,366 $ $ $ $ 24,276 10,534 34,810 $ (3,311) 2,335 (976) $ 2,855,401 $ (32,035) $ Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 319,931 319,931 $ $ 235,000 235,000 $ $ 235,000 235,000 $ $ 283,587 283,587 $ $ 285,000 285,000 $ $ 50,000 50,000 21.3% 21.3% ALL REVENUES $ 319,931 $ 235,000 $ 235,000 $ 283,587 $ 285,000 $ 50,000 21.3% TOTAL SOURCES $ 319,931 FY 2014 ACTUAL $ 235,000 FY 2015 ADOPTED $ 235,000 FY 2015 REVISED $ 283,587 FY 2015 FORECAST $ 285,000 FY 2016 ADOPTED $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 50,000 21.3% REVISED VS ADOPTED VAR % 1,748,033 $ 606,960 (31,167) 2,323,826 $ 2,224,355 $ 767,976 (496,757) 2,495,574 $ 2,525,253 $ 871,515 (852,649) 2,544,119 $ 2,117,660 $ 28 728,324 (540,949) 249,702 2,554,765 $ 2,275,013 $ 821,672 (494,353) 2,602,332 $ $ SUBTOTAL $ 56,325 56,325 $ $ 52,040 52,040 $ $ 52,040 52,040 $ $ 61,262 61,262 $ $ 42,566 42,566 $ $ 9,474 9,474 18.2% 18.2% SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ ALL EXPENDITURES $ 84,282 4,416 1,933 50,398 4,289 4,579 45,419 10 195,326 2,575,477 $ $ $ $ 98,636 $ 6,204 5,815 7,700 38,368 5,080 14,035 45,507 (14,006) 207,339 $ 2,823,366 $ 92,559 8,500 5,000 8,000 34,002 3,000 12,542 46,900 210,503 2,855,401 $ $ $ 102,966 8,500 8,500 6,300 32,962 6,227 14,042 47,710 227,207 2,823,366 $ $ $ 102,966 8,500 8,500 6,300 32,962 4,000 14,042 47,710 224,980 2,772,594 $ $ 10,407 3,500 (1,700) (1,040) 3,227 1,500 810 16,704 (32,035) 10.1% 0.0% 41.2% -27.0% -3.2% 51.8% 10.7% 1.7% N/A N/A 7.4% -1.1% TOTAL USES $ 2,575,477 $ 2,772,594 $ 2,823,366 $ 2,823,366 2,855,401 $ (32,035) -1.1% SUPPLIES 0801 - GENERAL SUPPLIES 530 $ 250,240 49,843 (358,296) (58,213) 9.9% N/A 5.7% -42.0% N/A -2.3% Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING $ FUND TOTAL SOURCES $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 319,931 319,931 $ $ 235,000 235,000 $ $ 235,000 235,000 $ $ 283,587 283,587 $ $ 285,000 285,000 $ $ 319,931 319,931 FY 2014 ACTUAL $ $ 235,000 235,000 FY 2015 ADOPTED $ $ 235,000 235,000 FY 2015 REVISED $ $ 283,587 283,587 FY 2015 FORECAST $ $ 285,000 285,000 FY 2016 ADOPTED $ $ $ FUND TOTAL USES $ 2,575,477 2,575,477 $ $ 2,772,594 2,772,594 $ $ 2,823,366 2,823,366 $ $ 2,823,366 2,823,366 $ $ 2,855,401 2,855,401 $ $ (32,035) (32,035) -1.1% -1.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,575,477 2,575,477 $ $ 2,772,594 2,772,594 $ $ 2,823,366 2,823,366 $ $ 2,823,366 2,823,366 $ $ 2,855,401 2,855,401 $ $ (32,035) (32,035) -1.1% -1.1% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING 50,000 50,000 21.3% 21.3% 21.3% 50,000 50,000 21.3% REVISED VS ADOPTED VAR % Staffing by Program and Activity PROGRAM/ACTIVITY FY 2014 ADOPTED COLLECTIONS COLLECTIONS PROGRAM TOTAL FINANCIAL MANAGEMENT PAYMENT PROCESSING PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT OPERATIONS SUPPORT PROGRAM TOTAL DEPARTMENT TOTAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 - 0.0% 0.0% 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 - 0.0% 0.0% 21.00 2.00 23.00 35.00 25.00 2.00 27.00 39.00 31.00 2.00 .00 33.00 45.00 25.00 2.00 27.00 39.00 25.00 1.00 1.00 27.00 39.00 (6.00) (1.00) 1.00 (6.00) (6.00) (19.4%) (50.0%) N/A (18.2%) (13.3%) 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 Finance Manager - County Finance/Business Analyst - County Financial Supervisor - County Office Assistant Specialized Department Total FY 2014 ADOPTED FY 2015 ADOPTED 5.00 1.00 1.00 1.00 3.00 1.00 3.00 13.00 4.00 3.00 35.00 5.00 1.00 1.00 1.00 1.00 3.00 1.00 2.00 17.00 4.00 3.00 39.00 FY 2014 ADOPTED 35.00 35.00 FY 2015 ADOPTED 39.00 39.00 FY 2015 FY 2015 REVISED FORECAST 2.00 2.00 5.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 2.00 2.00 15.00 21.00 4.00 4.00 3.00 3.00 45.00 39.00 FY 2016 REVISED TO ADOPTED VARIANCE VAR % ADOPTED 2.00 0.0% 5.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 0.0% 3.00 1.00 0.0% 2.00 0.0% 15.00 (6.00) (28.6%) 4.00 0.0% 3.00 0.0% 39.00 (6.00) (13.3%) FY 2015 REVISED 45.00 45.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 39.00 (6.00) (13.3%) 39.00 (6.00) (13.3%) Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total 531 FY 2015 FORECAST 39.00 39.00 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Finance Significant Variance Analysis The Department reduced their staff by 6.0 FTE. These positions were dedicated to Enterprise Resource Planning (ERP) and the cost savings are reflected in the capital project. General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) • Decrease Regular Benefits by $1,982 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $3,331 for the impact of the changes in risk management charges. • Increase Regular Benefits by $34,968 for the impact of the changes in health and dental premium rates. 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 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 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. 532 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Measure Description Percent of collectible accounts that are paying Output Total number of collectible accounts internal to County Collections Unit (CCU) Number of accounts sent to Private Collections Output Output Demand Expenditure Ratio Revenue FY 2014 ACTUAL 100.0% FY 2015 REVISED 100.0% FY 2015 FORECAST 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 100.0% 2,519 2,261 2,261 2,261 13,221 15,447 14,003 14,500 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) 115,881 104,052 114,745 114,500 10,448 10.0% 15,953 15,597 14,028 14,500 (1,097) -7.0% 130.91 $ 153.29 $ 143.94 $ 151.45 $ 1.84 1.2% 100 - GENERAL TOTAL SOURCES $ $ 319,931 319,931 $ $ 235,000 235,000 $ $ 283,587 283,587 $ $ 285,000 285,000 $ $ 50,000 50,000 21.3% 21.3% 100 - GENERAL TOTAL USES $ $ 329,704 329,704 $ $ 346,596 346,596 $ $ 325,488 325,488 $ $ 342,439 342,439 $ $ 4,157 4,157 1.2% 1.2% (947) 0.0% -6.1% Expenditure 120,000 100,000 80,000 60,000 $500,000 $329,704 $346,596 $342,439 $325,488 $400,000 $300,000 115,881 114,745 104,052 114,500 40,000 $200,000 $100,000 20,000 - $0 FY 2014 Actuals FY 2015 Revised FY 2015 Forecast Expenditures per Account at CCU Total Number of Accounts at CCU Collections Activity FY 2016 Adopted Total number of accounts at CCU Expenditures at CCU Activity Narrative: Due to new laws regarding the placement of liens on motor vehicles, collection revenue fees may be negatively affected. FY 2016 revenues are expected to be less than FY 2014 Actuals and about equal to FY 2015 Forecast amounts. Financial Management Program 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. 533 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results Measure Description Percent of monthly reports produced within 10 business days of month end close Percent of payments that are related to Jail Bonds Percent of payments processed within 5 business days REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ACTUAL 100.0% FY 2015 REVISED 100.0% FY 2015 FORECAST 100.0% FY 2016 ADOPTED 100.0% 8.4% 8.6% 8.2% 8.3% (0.3%) -3.7% 99.3% 91.4% 96.7% 97.0% 5.6% 6.1% Activities that comprise this program include: • Payment Processing Payment Processing Activity The purpose of the Payment Processing Activity is to provide both final audit and payment approval to departments and the court system so they can pay their vendors or interested parties timely and accurately. Mandates: Administrative mandate. 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 general payment processed 100 - GENERAL TOTAL USES FY 2014 ACTUAL 8.4% FY 2015 REVISED 8.6% FY 2015 FORECAST 8.2% FY 2016 ADOPTED 8.3% 99.3% 91.4% 96.7% 97.0% $ 87,975 96,082 96,082 4.12 $ $ 362,086 362,086 $ 81,338 89,768 85,368 6.22 $ $ 505,778 505,778 $ 87,388 94,161 92,660 4.84 $ $ 423,230 423,230 REV VS ADOPTED VAR % (0.3%) -3.7% 5.6% $ 87,000 95,000 90,500 5.82 $ $ $ 505,988 505,988 $ $ 5,662 5,232 5,132 0.40 (210) (210) 6.1% 7.0% 5.8% 6.0% 6.5% -0.0% -0.0% Activity Narrative: Even though the total number of processed payments and payment requests have increased, the percentage of payments processed within 5 business days have improved. This improvement is contributed to regularly scheduled training within the department and ongoing training for other departments by the Payment Processing staff. 534 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan 235,000 $ 50,772 49,430 1,342 $ - $ 2,823,366 $ 235,000 $ 2,380 22 2,358 $ - $ 2,825,746 $ 235,000 (1,982) $ (1,982) (3,331) $ (3,331) - $ 2,820,433 $ -0.2% 235,000 0.0% $ 34,968 34,968 - $ 50,000 50,000 Agenda Item: C-49-15-012-2-00 Agenda Item: $ $ $ FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Fees and Other Revenues ProgRevenue Volume Inc/Dec $ C-49-15-002-2-00 C-49-15-012-2-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Risk Management Charges 2,772,594 Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ (3,331) Agenda Item: $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount 535 $ 2,855,401 $ 1.0% 285,000 21.3% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Human Resources Human Resources Analysis by Cristi Cost, 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: The Employee Satisfaction Survey was not conducted in FY 2014 and FY 2015. Alternative data collection strategies are being developed to continue the reporting for this goal. This goal will be reviewed during the FY 2017 Strategic Business Plan update process. Government Operations By 2016, the voluntary turnover rate for full-time employees will be maintained at or below 10%. Status: In FY 2014, the turnover rate was 8.71% and is forecasted in FY 2015 to reach no higher than 8.8%. This goal will be reviewed during the FY 2017 Strategic Business Plan update process. 536 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES MERT - MERIT SYSTEM RULES COMPLIANCE $ 31ED - EMPLOYEE AND MANAGEMENT RLT $ $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 15 $ 15 $ - $ - $ - $ - $ 12 $ 12 $ - $ - $ - N/A N/A 41,000 $ 14,000 55,000 $ 41,000 $ 14,000 55,000 $ 55,366 $ 10,514 65,880 $ 41,000 $ 14,000 55,000 $ - 0.0% 0.0% 0.0% PAYR - PAYROLL RECD - RECORDS MANAGEMENT 31PR - PAYROLL AND RECORDS MGMT $ 61,206 $ 109 61,315 $ ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 49 $ 49 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 61,379 $ 55,000 $ 55,000 $ 65,892 $ 55,000 $ - 0.0% $ $ 68,253 $ 68,253 $ 91,520 $ 91,520 $ 91,267 $ 91,267 $ 87,968 $ 87,968 $ 72,880 $ 72,880 $ 18,387 18,387 20.1% 20.1% EPMS - EMPLOYEE AND MANAGEMENT RLT $ MERT - MERIT SYSTEM RULES COMPLIANCE STDV - EMPLOYEE DEVELOPMENT 31ED - EMPLOYEE AND MANAGEMENT RLT $ 475,757 $ 120,295 354,292 950,344 $ 463,814 $ 112,320 640,272 1,216,406 $ 474,565 $ 113,937 662,497 1,250,999 $ 485,335 $ 94,684 463,430 1,043,449 $ 452,312 $ 133,111 597,875 1,183,298 $ 22,253 (19,174) 64,622 67,701 4.7% -16.8% 9.8% 5.4% EMPL - EMPLOYMENT SERVICES 31ES - EMPLOYMENT SERVICES $ $ 541,854 $ 541,854 $ 659,818 $ 659,818 $ 653,849 $ 653,849 $ 575,944 $ 575,944 $ 677,975 $ 677,975 $ (24,126) (24,126) -3.7% -3.7% PAYR - PAYROLL RECD - RECORDS MANAGEMENT 31PR - PAYROLL AND RECORDS MGMT $ $ 649,307 $ 391,091 1,040,398 $ 649,793 $ 574,710 1,224,503 $ 855,536 $ 392,060 1,247,596 $ 852,809 $ 400,012 1,252,821 $ 842,332 $ 422,715 1,265,047 $ 13,204 (30,655) (17,451) 1.5% -7.8% -1.4% ECOM - EMPLOYEE COMPENSATION 49EC - EMPLOYEE COMPENSATION $ $ 510,942 $ 510,942 $ 885,338 $ 885,338 $ 896,769 $ 896,769 $ 510,523 $ 510,523 $ 899,370 $ 899,370 $ (2,601) (2,601) -0.3% -0.3% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 55,643 $ 16,663 170,897 12,322 255,525 $ 53,805 $ 17,426 96,458 744 12,934 181,367 $ 55,132 $ 17,820 98,133 744 13,224 185,053 $ 57,491 $ 18,516 154,116 13,770 243,893 $ 71,763 $ 17,994 170,513 17,994 14,886 293,150 $ (16,631) (174) (72,380) 744 (4,770) (14,886) (108,097) -30.2% -1.0% -73.8% 100.0% -36.1% N/A -58.4% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 16,224 16,224 $ 17,663 $ 32,863 50,526 $ 17,663 $ 32,863 50,526 $ - $ 32,856 32,856 $ 35,817 $ 12,708 48,525 $ TOTAL PROGRAMS $ 3,383,540 $ 4,309,478 $ 4,376,059 $ 3,747,454 $ 4,440,245 $ USES DVTY - DIVERSITY 20DV - DIVERSITY $ (18,154) -102.8% N/A 20,155 61.3% 2,001 4.0% (64,186) -1.5% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 47,143 47,143 $ $ 41,000 41,000 $ $ 41,000 41,000 $ $ 55,366 55,366 $ $ 55,000 55,000 $ $ 14,000 14,000 $ SUBTOTAL $ 14,236 14,236 $ $ 14,000 14,000 $ $ 14,000 14,000 $ $ 10,526 10,526 $ $ - $ $ (14,000) (14,000) ALL REVENUES $ 61,379 $ 55,000 $ 55,000 $ 65,892 $ 55,000 $ - 0.0% TOTAL SOURCES $ 61,379 $ 55,000 $ 55,000 $ 65,892 $ 55,000 $ - 0.0% MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE 537 34.1% 34.1% -100.0% -100.0% Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 2,296,117 $ 92 839,296 (3,908) 3,131,597 $ 2,350,697 $ 889,629 (3,835) 3,236,491 $ 2,404,683 $ 902,224 (3,835) 3,303,072 $ 2,421,270 $ 378 897,097 (4,471) 3,314,274 $ 2,382,877 $ 919,598 (3,883) 3,298,592 $ 21,806 (17,374) 48 4,480 0.9% N/A -1.9% 1.3% 0.1% SUBTOTAL $ 64,865 $ 8,858 73,723 $ 25,276 $ 25,276 $ 25,276 $ 25,276 $ 38,826 $ 3,341 42,167 $ 45,857 $ 3,150 49,007 $ (20,581) (3,150) (23,731) -81.4% N/A -93.9% 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 $ 46,046 $ 46,919 22,341 5,598 66,255 398 12,342 5,501 (25,035) (2,145) 178,220 $ 3,383,540 $ 38,940 $ 570,769 398,611 1,900 39,793 4,049 12,400 9,893 (28,644) 1,047,711 $ 4,309,478 $ 38,940 $ 570,769 398,611 1,900 39,793 4,049 12,400 9,893 (28,644) 1,047,711 $ 4,376,059 $ 17,013 $ 284,445 6,121 1,758 57,093 3,205 12,114 10,259 (1,320) 325 391,013 $ 3,747,454 $ 36,384 $ 969,041 19,446 1,420 55,492 4,402 12,525 10,220 (16,284) 1,092,646 $ 4,440,245 $ 2,556 (398,272) 379,165 480 (15,699) (353) (125) (327) (12,360) (44,935) (64,186) 6.6% -69.8% 95.1% 25.3% -39.5% -8.7% -1.0% -3.3% -43.2% N/A -4.3% -1.5% TOTAL USES $ 3,383,540 $ 4,309,478 $ 4,376,059 $ 3,747,454 $ 4,440,245 $ (64,186) -1.5% SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 61,379 $ 61,379 $ 55,000 $ 55,000 $ 55,000 $ 55,000 $ 65,892 $ 65,892 $ 55,000 $ 55,000 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 61,379 $ 61,379 $ 55,000 $ 55,000 $ 55,000 $ 55,000 $ 65,892 $ 65,892 $ 55,000 $ 55,000 $ - 0.0% 0.0% FUND / FUNCTION CLASS 100 GENERAL OPERATING JOB ANALYSIS CONSULTANT LEARNING MANAGEMENT FY 2014 ACTUAL $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 3,383,540 $ 3,383,540 $ 3,854,478 $ 385,000 70,000 4,309,478 $ 3,921,059 $ 385,000 70,000 4,376,059 $ 3,747,454 $ 3,747,454 $ 3,985,245 $ 385,000 70,000 4,440,245 $ (64,186) (64,186) -1.6% 0.0% 0.0% -1.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 3,383,540 $ - $ 3,383,540 $ 3,854,478 $ 455,000 $ 4,309,478 $ 3,921,059 $ 455,000 $ 4,376,059 $ 3,747,454 $ - $ 3,747,454 $ 3,985,245 $ 455,000 $ 4,440,245 $ (64,186) (64,186) -1.6% 0.0% -1.5% 538 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Human Resources Staffing by Program and Activity PROGRAM/ACTIVITY FY 2014 ADOPTED 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 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % .88 .88 .88 .88 .88 .88 .88 .88 .80 .80 (.08) (.08) (9.1%) (9.1%) 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 5.00 4.20 1.30 10.50 (.25) (1.05) .20 (1.10) (4.8%) (20.0%) 18.2% (9.5%) 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 - 0.0% 0.0% 9.27 9.27 9.27 9.27 9.27 9.27 9.27 9.27 9.70 9.70 .43 .43 4.6% 4.6% .80 .95 .30 .20 2.25 .80 .95 .30 .20 2.25 .80 .95 .30 .20 2.25 .80 .95 .30 .20 2.25 1.15 1.25 .30 .30 3.00 .35 .30 .10 .75 43.8% 31.6% 0.0% 50.0% 33.3% 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 9.25 6.75 16.00 46.00 (.25) .25 - (2.6%) 3.8% 0.0% 0.0% FY 2014 ADOPTED 1.00 2.00 1.00 3.00 1.00 1.00 2.00 1.00 4.00 1.00 2.00 2.00 4.00 2.00 6.00 3.00 1.00 2.00 4.00 3.00 46.00 FY 2015 ADOPTED 1.00 3.00 1.00 3.00 1.00 2.00 1.00 4.00 1.00 3.00 2.00 4.00 2.00 5.00 3.00 1.00 2.00 4.00 3.00 46.00 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 3.00 3.00 1.00 1.00 3.00 3.00 1.00 1.00 2.00 2.00 1.00 1.00 4.00 4.00 1.00 1.00 4.00 4.00 2.00 2.00 3.00 3.00 2.00 2.00 5.00 5.00 3.00 3.00 1.00 1.00 2.00 2.00 4.00 4.00 3.00 3.00 46.00 46.00 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 1.00 0.0% 3.00 0.0% 1.00 0.0% 3.00 0.0% N/A 1.00 0.0% 2.00 0.0% 1.00 0.0% 4.00 0.0% 1.00 0.0% 4.00 0.0% 2.00 0.0% 3.00 0.0% 2.00 0.0% 5.00 0.0% 3.00 0.0% 1.00 0.0% 2.00 0.0% 4.00 0.0% 3.00 0.0% 46.00 0.0% FY 2014 ADOPTED 46.00 46.00 FY 2015 ADOPTED 46.00 46.00 FY 2015 REVISED 46.00 46.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 46.00 0.0% 46.00 0.0% Staffing by Market Range Title MARKET RANGE TITLE Accountant Admin/Operations Specialist Administrative Services Mgr Compensation Analyst Compensation Supervisor Deputy Director – Human Resources Employee Records Specialist Employee Records Supervisor Employee Relations Analyst-Cty 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 Recruiter Trainer Department Total Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2015 FORECAST 46.00 46.00 General Adjustments Personnel: FY 2016 personnel expenditures increased due to the annualization of County performance based retention pay plan and market study adjustments in FY 2015. 539 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Human Resources Base Adjustments: General Fund (100) Operating • Decrease Regular Benefits by $2,487 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $20,155 for the impact of the changes in risk management charges. • Increase Regular Benefits by $50,760 for the impact of the changes in health and dental premium rates. • Reallocate $7,200 in General Supplies to Human Resources from the County Manager’s Office for the Employee Service Award function. • Reallocate $26,000 in Other Services to Human Resources from Research and Reporting for the Employee Engagement function. Programs and Activities Diversity Program The purpose of the Diversity Program is to provide diversity training, education, and information services to all levels of Maricopa County employees so they can work collaboratively, cooperatively and productively in an environment that respects the different cultures, backgrounds, beliefs and abilities of the citizens we serve. 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 2014 ACTUAL 0.0% FY 2015 FY 2015 REVISED FORECAST 90.0% N/A FY 2016 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A 0.0% 58.0% 60.0% 60.0% N/A N/A 0.0% 72.0% 75.0% 75.0% N/A Activities that comprise this program include: • Diversity Diversity Activity The purpose of the Diversity Activity is to provide diversity training, education and information services to all levels of Maricopa County employees so they can work collaboratively, cooperatively and productively in an environment that respects the different cultures, backgrounds, beliefs and abilities of the citizens we serve. Mandates: Administrative mandate. 540 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Result Output Demand Demand Expenditure Ratio Expenditure 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. Number of diversity classes or events provided. Number of diversity classes requested. Number of diversity events requested. Expenditure per diversity class/event provided. 100 - GENERAL TOTAL USES FY 2014 ACTUAL 0.0% FY 2015 REVISED 90.0% FY 2015 FORECAST N/A FY 2016 ADOPTED N/A N/A 0.0% 58.0% 60.0% 60.0% N/A N/A 0.0% 72.0% 75.0% 75.0% N/A N/A 45 45 44 (1) -2.2% $ 40 5 1,954.84 $ 40 4 1,656.36 $ (1) 371.79 0.0% -20.0% 18.3% $ $ 87,968 87,968 $ $ 72,880 72,880 $ $ 18,387 18,387 20.1% 20.1% $ 40 3,102.41 $ 40 5 2,028.16 $ $ 68,253 68,253 $ $ 91,267 91,267 REV VS ADOPTED VAR % N/A N/A 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 in FY 2016. In addition, the Employee Satisfaction Survey was not conducted in FY 2014 and FY 2015. Alternative data collection strategies are being developed to continue the reporting for the result “Percent of employees reporting satisfied or very satisfied with overall workplace diversity” in this activity. 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 investigations completed within 30 days. 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A 46.6% 92.3% 90.5% 83.3% (9.0%) -9.7% 72.1% 98.1% 78.5% 98.1% 0.0% 0.0% 0.0% 98.1% 78.5% 98.1% 0.0% 0.0% Activities that comprise this program include: • Employee and Management Relations • Merit System Rules Compliance • 541 Employee Development Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2016 Adopted Budget Employee and Management Relations Activity The purpose of the Employee and Management Relations Activity is to provide advice, consultations, and investigative services to employees and management so they can prevent and resolve workplace issues and maintain regulatory compliance conducive to the achievement of departments' missions. Mandates: Administrative mandate. Measure Type Result Output Output Output Output Demand Demand Demand Demand Expenditure Ratio Expenditure Measure Description Percent of investigations completed within 30 days. Number of employee/department consultations provided. Number of investigations completed. Number of investigations completed within 30 days. Number of unemployment claim responses provided. Number of employee/department consultations requested. Number of complaints received. Maricopa County Cares Anonymous Tip Line calls received. Number of unemployment claims responses required. Total activity expenditure per investigation completed. 100 - GENERAL TOTAL USES FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A N/A 712 FY 2016 ADOPTED 100.0% 399 REV VS ADOPTED VAR % N/A N/A 508 (204) -28.7% 15 N/A 16 N/A 15 N/A 16 16 N/A 0.0% N/A N/A N/A N/A 568 N/A N/A 508 8 510 500 346 1.6% 61 N/A 50 N/A 59 N/A 16 60 (34) N/A -68.0% N/A N/A N/A N/A 568 N/A N/A $ 31,717.13 $ 29,660.31 $ 32,355.67 $ 28,269.50 $ 1,390.81 4.7% $ $ $ $ $ $ $ $ $ $ 22,253 22,253 4.7% 4.7% 475,757 475,757 474,565 474,565 485,335 485,335 452,312 452,312 Activity Narrative: Historical comparison is not available as many activity measures are new in FY 2016 to better track investigations and unemployment claims. Employee Development Activity The purpose of the Employee Development Activity is to provide training services, in a collaborative way, to departments and their employees so they can enhance professional growth and support departments' missions. Mandates: Administrative mandate. Measure Type Result Result Output Output Demand Expenditure Ratio Expenditure Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of participants reporting satisfied or 72.1% 98.1% 130.8% 98.1% 0.0% 0.0% 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 0.0% 98.1% 130.8% 98.1% 0.0% 0.0% apply the knowledge, skills, and abilities gained from classes identified as key training programs. Number of participants in Employee 1,359 6,000 6,587 6,500 500 8.3% Development sponsored trainings. Number of employee development sponsored 79 400 440 420 20 5.0% trainings. Number of participant registrations for training 1,359 7,000 8,086 8,000 1,000 14.3% classes. Expenditure per participant in Employee $ 260.70 $ 110.42 $ 70.36 $ 91.98 $ 18.44 16.7% Development sponsored trainings. 100 - GENERAL TOTAL USES $ $ 354,292 354,292 $ $ 542 662,497 662,497 $ $ 463,430 463,430 $ $ 597,875 597,875 $ $ 64,622 64,622 9.8% 9.8% Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activity Narrative: A delay in the initial licensing fees and implementation of a Learning Management System caused the forecasted expenditures for FY 2015 to be lower than anticipated. This system is expected to be fully implemented in FY 2016, and this activity should be reassessed during the FY 2017 Strategic Business Plan update process. Base Adjustments: General Fund (100) Non Recurring • Carry forward $70,000 from FY 2015 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, deliver, and/or enforce uniform and equitable personnel actions. Mandates: Administrative mandate. Measure Type Result Output Output Output Demand Expenditure Ratio Revenue 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. FY 2014 ACTUAL 46.6% $ 100 - GENERAL TOTAL SOURCES $ $ 15 15 100 - GENERAL TOTAL USES $ $ 120,295 120,295 FY 2015 REVISED 92.3% 49 12 FY 2015 FORECAST 190.0% FY 2016 ADOPTED 83.3% REV VS ADOPTED VAR % (9.0%) -9.7% 52 14 32 10 38 12 (14) (2) -26.9% -14.3% 26 34 2,191.10 $ 10 17 2,958.88 $ 12 20 3,502.92 $ (14) (14) (1,311.82) -53.8% -41.2% -59.9% $ $ - $ $ 12 12 $ $ - $ $ $ $ 113,937 113,937 $ $ 94,684 94,684 $ $ 133,111 133,111 $ $ N/A 26 2,455.00 $ - N/A N/A Expenditure (19,174) (19,174) -16.8% -16.8% Activity Narrative: Merit demands have decreased in FY 2015. This is not abnormal as appeals and hearings fluctuate from year to year. The Department does not expect a large change for FY 2016, and have trended the levels downward, which increases the per appeal expenditure. Employment Services Program The purpose of the Employment Services Program is to provide professional recruitment and career advancement consulting services to Maricopa County departments and their employees so they can 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 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. FY 2014 ACTUAL N/A FY 2015 REVISED 90.0% FY 2015 FORECAST 90.0% FY 2016 ADOPTED 91.4% N/A 95.0% 95.0% 96.0% 543 REV VS ADOPTED VAR % 1.4% 1.6% 1.0% 1.1% Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activities that comprise this program include: • Employment Services Employment Services Activity The purpose of the Employment Services Activity is to provide professional recruitment and career advancement consulting services to Maricopa County departments and their employees so they can 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 FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of customers reporting satisfied or N/A 90.0% 90.0% 91.4% 1.4% 1.6% very satisfied with the quality of candidates referred to departments by the Employment Services Division. Percent of customers reporting satisfied or N/A 95.0% 95.0% 96.0% 1.0% 1.1% very satisfied with the level of customer service provided by the Employment Services support staff. The number of qualified candidates referred to 38,203 32,000 38,795 37,500 5,500 17.2% departments. The number of recruitment and selection 262 120 126 120 0.0% training class participants. The number of career development training N/A 120 104 120 0.0% class participants. The number of job requisitions (for number of 4,545 4,000 5,521 5,000 1,000 25.0% vacant positions). The number of applications received for N/A 120,000 136,012 128,000 8,000 6.7% review. Expenditure per qualified candidate referred to $ 14.18 $ 20.43 $ 14.85 $ 18.08 $ 2.35 11.5% departments. 100 - GENERAL TOTAL USES $ $ 541,854 541,854 $ $ 653,849 653,849 $ $ 575,944 575,944 $ $ 677,975 677,975 $ $ (24,126) (24,126) -3.7% -3.7% Activity Narrative: The majority of the measures in this activity had no substantial changes. As the economy in the County continues to improve, the number of qualifying applications received for vacant positions will trend upwards. 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 2014 ACTUAL 98.8% 99.7% FY 2015 FY 2015 REVISED FORECAST 97.6% 98.5% 99.9% 99.9% Activities that comprise this program include: • Payroll • 544 FY 2016 ADOPTED 100.0% 100.0% Records Management REV VS ADOPTED VAR % 2.4% 2.4% 0.1% 0.1% Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2016 Adopted Budget Payroll Activity The purpose of the Payroll Activity is to provide payroll services to employees so they can be timely and accurately paid for their services. Mandates: Administrative mandate. Measure Type Result Output Output Demand Expenditure Ratio Revenue Measure Description Percent of paychecks accurately processed. Number of paychecks issued. Number of bus cards processed. Number of paychecks required. Expenditure per paycheck issued. REV VS ADOPTED FY 2014 FY 2015 FY 2015 FY 2016 ACTUAL REVISED FORECAST ADOPTED VAR % 99.7% 99.9% 99.9% 100.0% 0.1% 0.1% 354,157 364,969 355,020 370,256 5,287 1.4% 1,427 1,445 1,714 1,660 215 14.9% 354,157 364,969 355,020 370,256 5,287 1.4% $ 1.83 $ 2.34 $ 2.40 $ 2.27 $ 0.07 2.9% 100 - GENERAL TOTAL SOURCES $ $ 61,206 61,206 $ $ 41,000 41,000 $ $ 55,366 55,366 $ $ 41,000 41,000 $ $ - 0.0% 0.0% 100 - GENERAL TOTAL USES $ $ 649,307 649,307 $ $ 855,536 855,536 $ $ 852,809 852,809 $ $ 842,332 842,332 $ $ 13,204 13,204 1.5% 1.5% Expenditure Activity Narrative: As recruitment and hiring continue to increase, the number of paychecks required and issued will follow. Records Management Activity The purpose of the Records Management Activity is to provide a 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 ACTUAL 98.8% 49,691 18,211 731 FY 2015 REVISED 97.6% 52,273 5,616 55,492 FY 2015 FORECAST 99.3% 50,654 30,244 84,620 REV VS ADOPTED VAR % 2.4% 2.4% 0.0% 19,384 345.2% 21,781 39.3% FY 2016 ADOPTED 100.0% 52,273 25,000 77,273 $ 12,423 535.01 $ 13,068 7.07 $ 12,603 4.73 $ 13,068 5.47 $ 1.59 0.0% 22.6% 100 - GENERAL TOTAL SOURCES $ $ 109 109 $ $ 14,000 14,000 $ $ 10,514 10,514 $ $ 14,000 14,000 $ $ - 0.0% 0.0% 100 - GENERAL TOTAL USES $ $ 391,091 391,091 $ $ 392,060 392,060 $ $ 400,012 400,012 $ $ 422,715 422,715 $ $ Expenditure (30,655) (30,655) -7.8% -7.8% Activity Narrative: The number of job related transactions are correlated to the increase in hiring and recruiting. Job related transactions also include promotions, transfers between departments, and the creation of new positions in the departments. 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. 545 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results 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. FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 36.0% 36.0% N/A 35.0% FY 2016 ADOPTED 36.0% 35.0% REV VS ADOPTED VAR % 0.0% 0.0% 35.0% 0.0% 0.0% Activities that comprise this program include: • Employment Compensation Employment Compensation Activity The purpose of the Employee Compensation activity is to provide strategic compensation services to the Board of Supervisors and Maricopa County Departments so they can recruit and retain a qualified workforce, incentivize employees to provide the best possible customer service to the citizens of Maricopa County, and have the tools necessary to comply with state and federal laws pertaining to compensation for employees. Mandates: Administrative mandate. Measure Type Result Result Output Output 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 market range reviews reviewed. Number of individual salary recommendations (Placement in Range/PIR) prepared. 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 2014 ACTUAL N/A FY 2015 REVISED 36.0% FY 2015 FORECAST 36.0% FY 2016 ADOPTED 36.0% N/A 35.0% 35.0% 35.0% 0.0% 0.0% 50 2,000 50 1,646 50 2,500 500 0.0% 25.0% N/A 12,500 11,888 450 (12,050) -96.4% N/A 13,000 13,000 2,500 (10,500) -80.8% 2,050 2,050 2,050 12,500 12,500 450 175 2,592 2,767 N/A N/A $ REV VS ADOPTED VAR % 0.0% 0.0% - 0.0% (12,050) -96.4% 68.98 $ 39.27 $ 359.75 $ (290.77) -421.5% 896,769 896,769 $ $ 510,523 510,523 $ $ 899,370 899,370 $ $ (2,601) (2,601) -0.3% -0.3% Expenditure 100 - GENERAL TOTAL USES $ $ 510,942 510,942 $ $ Activity Narrative: The County performance based retention pay plan and market study adjustments in FY 2015 made no real significant change in percent of voluntary terminations because of pay. The Department is currently working with the Board of Supervisors’ Chairman’s office to reevaluate Employee Compensation strategies for retaining valued employees. The significant decreases in retention salary adjustments reviewed and requested are directly affected by not having a countywide performance based retention pay plan scheduled in FY 2016. The Employee Compensation staff will 546 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2016 Adopted Budget not need to review every position in the County to determine the new rates based on performance as they had done in FY 2014 and FY 2015. Base Adjustments: General Fund (100) • Carry forward $385,000 from FY 2015 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) Revenue Expenditures OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan $ 55,000 $ 66,581 66,581 $ - $ 3,921,059 $ 55,000 $ 2,868 2,868 $ - $ 3,923,927 $ 55,000 (2,487) $ (2,487) (20,155) $ (20,155) - C-49-15-002-2-00 Agenda Item: FY 2016 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Risk Management Charges Reallocations Reallocation Between Depts Reallocation from County Manager for Service Award Recognition Reallocation from Research and Reporting for Employee Engagement FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums 3,854,478 Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ $ $ $ $ (20,155) $ 33,200 33,200 $ - $ 3,934,485 $ 0.3% 55,000 0.0% $ 50,760 50,760 $ - $ 3,985,245 $ 1.6% 55,000 0.0% 7,200 26,000 Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 547 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Human Resources General Fund (100) (continued) Expenditures Revenue JOB ANALYSIS CONSULTANT FY 2015 Adopted Budget $ 385,000 $ - FY 2015 Revised Budget $ 385,000 $ - (385,000) $ (385,000) - Adjustments: Non Recurring Other Non Recurring Agenda Item: $ FY 2016 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward $ - $ - $ 385,000 385,000 $ - $ 385,000 $ Agenda Item: FY 2016 Adopted Budget Expenditures Revenue LEARNING MANAGEMENT FY 2015 Adopted Budget $ 70,000 $ - FY 2015 Revised Budget $ 70,000 $ - (70,000) $ (70,000) - Adjustments: Non Recurring Other Non Recurring Agenda Item: $ FY 2016 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward $ - $ - $ 70,000 70,000 $ - $ 70,000 $ - Agenda Item: FY 2016 Adopted Budget 548 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Human Services Human Services Analysis by Dreamlyn Johnson, Management and Budget Analyst Summary Mission The mission of the Human Services Department is to provide early 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 end of FY 2018, 85% of clients will be satisfied or very satisfied with services received as measured by responses in the annual Customer Satisfaction Survey. Status: This was a new goal for the Department in FY 2015. The Human Services Department (HSD) is implementing a new Customer Satisfaction Survey in FY 2015. Department Specific By end of FY 2018, Maricopa County Human Services Department will create greater awareness of services, ensure community involvement, and establish community links as evidenced by an increase in Public and Private partnerships by 50% for the maximum mutual benefit of the organizations and clients. Status: This was a new goal for the Department in FY 2015. In FY 2015, HSD created the framework for establishing public private partnerships, Partnership Principles, centered on providing efficient and effective client services. New partnerships were established with the cities of Mesa, Tempe, Peoria, and Avondale for youth services in FY 2015. The Department expects to meet the goal by the end of FY 2018. Department Specific By end of FY 2018, Maricopa County Human Services Department will provide greater opportunities for low-income individuals and families by increasing a variety of funding sources, including private and in-kind resources, by 10%. Status: This was a new goal for the Department in FY 2015. In FY 2015, HSD received $4,801,327 in new grant funding to serve vulnerable populations, an increase of 7% from the FY 2015 total Adopted budget. HSD expects to reach the goal of increasing funding by 10% by FY 2018. 549 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Specific Department Strategic Plans and Budgets Human Services By the end of FY 2017, Maricopa County Human Services Department will conduct 6 service delivery assessments (e.g. youth workforce services, adult workforce services, senior services, community action services, and housing assistance) to implement process improvements for greater efficiency. Status: This was a new goal for the Department in FY 2015. A service delivery assessment in senior services was completed in FY 2015. Recommendations from this assessment are in the process of being implemented, including a revised case assignment process, usage of GIS mapping, scheduling of in-home visits, revision of database forms and a telecommuting process. It is expected that the Department will meet this goal by the end of FY 2017. 550 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES CDBG - COMMUNITY DEV BLOCK GRANT HMAD - HOME INVESTMENT PARTNERSHIPS WTHR - WEATHERIZATION 17CD - COMMUNITY DEVELOPMENT $ $ $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 2,467,293 $ 3,670,519 2,697,045 8,834,857 $ 5,111,624 $ 11,094,611 1,572,083 17,778,318 $ 4,865,575 $ 12,180,227 1,986,114 19,031,916 $ 3,830,472 $ 13,338,364 1,971,331 19,140,167 $ 6,071,996 $ 13,993,819 1,939,790 22,005,605 $ 1,206,421 1,813,592 (46,324) 2,973,689 24.8% 14.9% -2.3% 15.6% 1,562,996 $ 160,167 1,946,977 1,077,169 4,747,309 $ 1,752,660 $ 210,396 3,014,664 1,001,683 5,979,403 $ 1,529,015 $ 460,981 2,936,599 1,963,580 6,890,175 $ 1,765,199 $ 198,075 3,014,664 1,165,949 6,143,887 $ 12,539 (12,321) 164,266 164,484 0.7% -5.9% 0.0% 16.4% 2.8% COAA - COMMUNITY ACTION AGENCY EHSN - EMERGENCY SHELTER NIGHTS FAST - FINANCIAL ASSISTANCE SAIL - SR ADULT INDEPENDENT LIVING 22CS - COMMUNITY SERVICES $ 1,184,652 $ 8,289 3,194,040 1,390,283 5,777,264 $ CDEV - CHILD DEV AND EARLY CHILDHD ED 22ED - CHILD DEV AND EARLY CHILDHD ED $ $ 19,876,112 $ 19,876,112 $ 20,742,777 $ 20,742,777 $ 21,156,882 $ 21,156,882 $ 21,310,252 $ 21,310,252 $ 22,152,448 $ 22,152,448 $ 995,566 995,566 4.7% 4.7% NBHD - NEIGHBORHOOD STABILIZATION 22NS - NEIGHBORHOOD STABILIZATION $ $ 2,154,667 $ 2,154,667 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A SEEK - JOB SEEKER SERVICES YOUT - YOUTH SERVICES 22WD - WORKFORCE DEVELOPMENT $ 8,192,013 $ 2,803,458 10,995,471 $ 9,786,324 $ 3,851,320 13,637,644 $ 10,066,867 $ 4,277,969 14,344,836 $ 10,412,106 $ 4,102,787 14,514,893 $ 9,783,070 $ 1,466,827 11,249,897 $ (283,797) (2,811,142) (3,094,939) -2.8% -65.7% -21.6% - $ 3,692,597 3,692,597 $ 72,954 $ 3,534,593 3,607,547 $ - $ 2,270,002 2,270,002 $ - $ 3,838,024 3,838,024 $ (72,954) 303,431 230,477 -100.0% N/A 8.6% 6.4% $ BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ - $ 1,680,113 1,680,113 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 1,845,605 $ 1,845,605 $ - $ - $ - $ - $ (2,692) $ (2,692) $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 51,164,089 $ 60,598,645 $ 64,120,584 $ 64,122,797 $ 65,389,861 $ 1,269,277 2.0% 2,778,331 $ 382,500 3,359,274 2,112,372 8,632,477 $ 5,111,624 $ 360,000 11,094,611 1,572,083 18,138,318 $ 4,865,575 $ 360,000 12,180,227 1,986,114 19,391,916 $ 4,489,750 $ 360,000 12,669,278 1,831,281 19,350,309 $ 6,076,508 $ 360,564 13,994,947 1,942,046 22,374,065 $ (1,210,933) (564) (1,814,720) 44,068 (2,982,149) 38,513 $ 6,499 45,012 $ - $ - $ - $ - $ - $ - $ - $ - $ 1,875,164 $ 550,167 1,946,977 2,275,913 6,648,221 $ 2,064,828 $ 600,396 3,014,664 2,200,427 7,880,315 $ 2,146,457 $ 779,826 3,497,443 2,319,082 8,742,808 $ 2,090,903 $ 708,639 3,014,664 2,399,661 8,213,867 $ (26,075) (108,243) (199,234) (333,552) -1.3% -18.0% 0.0% -9.1% -4.2% (1,249,366) (1,249,366) -5.9% -5.9% 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 $ $ $ $ N/A N/A N/A COAA - COMMUNITY ACTION AGENCY EHSN - EMERGENCY SHELTER NIGHTS FAST - FINANCIAL ASSISTANCE SAIL - SR ADULT INDEPENDENT LIVING 22CS - COMMUNITY SERVICES $ 1,387,148 $ 465,928 3,346,077 2,104,664 7,303,817 $ CDEV - CHILD DEV AND EARLY CHILDHD ED 22ED - CHILD DEV AND EARLY CHILDHD ED $ $ 19,933,155 $ 19,933,155 $ 20,742,777 $ 20,742,777 $ 21,156,882 $ 21,156,882 $ 21,167,748 $ 21,167,748 $ 22,406,248 $ 22,406,248 $ NBHD - NEIGHBORHOOD STABILIZATION 22NS - NEIGHBORHOOD STABILIZATION $ $ 2,470,246 $ 2,470,246 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A SEEK - JOB SEEKER SERVICES YOUT - YOUTH SERVICES 22WD - WORKFORCE DEVELOPMENT $ 8,023,090 $ 2,302,422 10,325,512 $ 9,786,324 $ 3,851,320 13,637,644 $ 10,066,867 $ 4,277,969 14,344,836 $ 9,675,787 $ 3,925,638 13,601,425 $ 9,887,974 $ 1,479,235 11,367,209 $ 178,893 2,798,734 2,977,627 1.8% 65.4% 20.8% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 5 $ (3) 2,934,053 350,960 3,285,015 $ - $ 3,692,597 3,692,597 $ 72,954 $ 3,534,593 3,607,547 $ (650) $ (45,251) 85,474 319,791 3,223,971 3,583,335 $ 6,768 $ 3,384 4,512 (6,768) 3,838,024 3,845,920 $ 66,186 (3,384) (4,512) 6,768 (303,431) (238,373) - $ (3) (3) $ - $ - $ - $ - $ 9,916 $ 6 (11,661) 17,656 15,917 $ - $ (443,306) (443,306) $ 443,306 443,306 N/A N/A N/A N/A N/A N/A $ 2 $ 3 1 6 $ - $ - $ - $ - $ - $ (1) (80,045) (80,046) $ 1,327 $ 1,560 3,883 6,770 $ (1,327) (1,560) (3,883) (6,770) N/A N/A N/A N/A TOTAL PROGRAMS $ 51,995,237 $ 62,859,557 $ 66,381,496 $ 66,381,496 $ 67,770,773 $ (1,389,277) -2.1% CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ - -24.9% -0.2% -14.9% 2.2% -15.4% $ $ $ $ $ 551 90.7% N/A N/A N/A -8.6% -6.6% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Human Services Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED 60,598,645 $ 60,598,645 $ 64,120,584 64,120,584 $ - $ $ - $ - $ $ 51,164,089 $ 60,598,645 $ 64,120,584 $ 51,164,089 FY 2014 ACTUAL $ 60,598,645 $ FY 2015 ADOPTED 64,120,584 FY 2015 REVISED $ 51,155,074 51,155,074 $ $ SUBTOTAL $ 2 9,013 9,015 ALL REVENUES $ TOTAL SOURCES $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ $ FY 2016 ADOPTED FY 2015 FORECAST FY 2015 REVISED $ 64,123,276 64,123,276 $ $ REVISED VS ADOPTED VAR % 64,764,961 $ 624,900 65,389,861 $ 644,377 624,900 1,269,277 1.0% N/A 2.0% N/A N/A N/A 2.0% (2,692) $ 2,213 (479) $ - $ $ - 64,122,797 $ 65,389,861 $ 1,269,277 64,122,797 FY 2015 FORECAST $ 65,389,861 FY 2016 ADOPTED $ 2.0% 1,269,277 REVISED VS ADOPTED VAR % 12,474,250 $ 3,056 41,893 5,302,531 (5,539,101) 5,540,993 17,823,622 $ 14,220,874 $ 27,758 5,994,601 25,833 (4,627,475) 4,791,297 20,432,888 $ 14,038,503 $ 14,038 2,417 5,977,453 (5,128,881) 5,097,696 20,001,226 $ 14,112,638 $ 277 15,176 5,936,763 10,000 (4,184,324) 5,240,355 21,130,885 $ 15,587,523 $ 7,286,629 12,154 (4,546,199) 4,553,569 22,893,676 $ (1,549,020) 14,038 2,417 (1,309,176) (12,154) (582,682) 544,127 (2,892,450) -11.0% 100.0% 100.0% -21.9% N/A -11.4% 10.7% -14.5% SUBTOTAL $ 1,258,842 $ 42,190 18,976 933,439 (16,713) 17,176 2,253,910 $ 973,247 $ 23,000 35,750 369,289 (154,964) 154,986 1,401,308 $ 1,064,347 $ 19,042 18,779 361,037 (158,761) 150,288 1,454,732 $ 1,153,696 $ 17,522 18,496 253,430 (91,515) 62,241 1,413,870 $ 1,006,807 $ 23,000 22,550 423,925 (91,232) 91,232 1,476,282 $ 57,540 (3,958) (3,771) (62,888) (67,529) 59,056 (21,550) 5.4% -20.8% -20.1% -17.4% -42.5% 39.3% -1.5% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 14,202 $ 48,295 20,308,481 1,486,760 274,929 6,921,671 2,105,294 227,569 96,491 8,910 90,333 113,424 (2,014,543) 2,015,063 31,696,879 $ 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 $ 20,116 $ 17,500 22,839,869 1,570,223 112,978 17,140,161 2,504,717 204,765 222,403 8,450 74,109 170,062 (4,762,579) 4,774,741 44,897,515 $ 16,104 $ 14,829 22,742,513 1,620,575 125,519 17,162,573 2,453,122 218,716 192,692 8,090 60,118 147,499 (4,238,773) 3,285,129 43,808,706 $ 18,000 $ 30,750 19,494,719 1,578,139 173,684 19,078,415 2,322,893 248,882 248,282 7,051 75,000 125,000 (5,076,363) 5,076,363 43,400,815 $ 2,116 (13,250) 3,345,150 (7,916) (60,706) (1,938,254) 181,824 (44,117) (25,879) 1,399 (891) 45,062 313,784 (301,622) 1,496,700 10.5% -75.7% 14.6% -0.5% -53.7% -11.3% 7.3% -21.5% -11.6% 16.6% -1.2% 26.5% 6.6% -6.3% 3.3% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 136,811 $ 43,373 (24,575) 24,575 180,184 $ - $ - $ 28,023 $ 28,023 $ 28,035 $ 28,035 $ - $ - $ ALL EXPENDITURES $ 51,954,595 $ 62,859,557 $ 66,381,496 $ 66,381,496 $ 67,770,773 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 40,642 $ 40,642 $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL USES $ 51,995,237 $ 62,859,557 $ 66,381,496 $ 66,381,496 $ 67,770,773 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 552 28,023 28,023 (1,389,277) (1,389,277) 100.0% N/A N/A N/A 100.0% -2.1% N/A N/A -2.1% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Human Services Sources and Uses by Fund by Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 FORECAST FY 2015 REVISED FY 2015 ADOPTED FY 2016 ADOPTED REVISED VS ADOPTED % VAR $ FUND TOTAL SOURCES $ 2,213 $ 2,213 $ - $ - $ - $ - $ 2,213 $ 2,213 $ - $ - $ - N/A N/A $ FUND TOTAL SOURCES $ 8,457,652 $ 8,457,652 $ 16,279,189 $ 16,279,189 $ 17,204,787 $ 17,204,787 $ 17,204,787 $ 17,204,787 $ 20,143,632 $ 20,143,632 $ 2,938,845 2,938,845 17.1% 17.1% $ FUND TOTAL SOURCES $ 42,704,224 $ 42,704,224 $ 44,319,456 $ 44,319,456 $ 46,915,797 $ 46,915,797 $ 46,915,797 $ 46,915,797 $ 45,246,229 $ 45,246,229 $ (1,669,568) (1,669,568) -3.6% -3.6% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 51,164,089 $ 51,164,089 $ FY 2014 ACTUAL 60,598,645 $ 60,598,645 $ FY 2015 ADOPTED 64,120,584 $ 64,120,584 $ FY 2015 REVISED 64,122,797 $ 64,122,797 $ FY 2015 FORECAST FUND TOTAL USES $ 2,081,919 $ 2,081,919 $ 2,260,912 $ 2,260,912 $ 2,260,912 $ 2,260,912 $ 2,260,912 $ 2,260,912 $ 2,260,912 $ 120,000 2,380,912 $ (120,000) (120,000) 0.0% N/A -5.3% $ FUND TOTAL USES $ 8,607,851 $ 8,607,851 $ 16,279,189 $ 16,279,189 $ 17,204,787 $ 17,204,787 $ 17,204,787 $ 17,204,787 $ 20,143,632 $ 20,143,632 $ (2,938,845) (2,938,845) -17.1% -17.1% $ FUND TOTAL USES $ 41,260,455 $ 41,260,455 $ 44,319,456 $ 44,319,456 $ 46,915,797 $ 46,915,797 $ 46,915,797 $ 46,915,797 $ 45,246,229 $ 45,246,229 $ 1,669,568 1,669,568 3.6% 3.6% $ FUND TOTAL USES $ 45,012 $ 45,012 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 51,950,225 $ 45,012 $ 51,995,237 $ 62,859,557 $ - $ 62,859,557 $ 66,381,496 $ - $ 66,381,496 $ 66,381,496 $ - $ 66,381,496 $ 67,650,773 $ 120,000 $ 67,770,773 $ 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 255 DETENTION OPERATIONS NON RECURRING NON PROJECT $ 2.0% 1,269,277 65,389,861 $ 2.0% 1,269,277 65,389,861 $ FY 2016 REVISED VS ADOPTED ADOPTED VAR % (1,269,277) (120,000) (1,389,277) -1.9% N/A -2.1% 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 HOMELESS LOW DEMAND SHELTER WEATHERIZATION PROGRAM TOTAL COMMUNITY SERVICES COMMUNITY ACTION AGENCY EMERGENCY SHELTER NIGHTS FINANCIAL ASSISTANCE SR ADULT INDEPENDENT LIVING PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER TECHNOLOGY SUPPORT PROGRAM TOTAL WORKFORCE DEVELOPMENT JOB SEEKER SERVICES YOUTH SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 224.50 224.50 212.00 212.00 231.00 231.00 221.00 221.00 219.50 219.50 (11.50) (11.50) (5.0%) (5.0%) 2.00 3.00 3.00 8.00 4.00 1.00 1.25 6.25 4.00 1.00 .00 2.00 7.00 4.00 1.00 2.00 7.00 4.00 1.00 .50 2.00 7.50 .50 .50 0.0% 0.0% N/A 0.0% 7.1% 6.70 2.30 30.00 39.00 12.50 28.25 40.75 13.00 .00 .00 31.00 44.00 15.00 30.00 45.00 12.00 .50 31.00 43.50 (1.00) .50 (.50) (7.7%) N/A N/A 0.0% (1.1%) 6.50 6.00 2.50 15.00 8.00 4.00 3.00 15.00 6.00 4.00 3.00 13.00 6.00 3.00 3.00 12.00 6.00 4.00 3.00 13.00 - 0.0% 0.0% 0.0% 0.0% 1.18 1.38 4.44 7.00 1.18 1.38 2.44 5.00 1.18 1.38 2.44 5.00 1.18 1.38 2.44 5.00 1.18 1.38 3.44 6.00 1.00 1.00 0.0% 0.0% 41.0% 20.0% 63.58 7.42 71.00 364.50 84.00 9.00 93.00 372.00 86.00 13.00 99.00 399.00 83.00 13.00 96.00 386.00 98.00 11.00 109.00 398.50 12.00 (2.00) 10.00 (.50) 14.0% (15.4%) 10.1% (0.1%) 553 Maricopa County Annual Business Strategies FY 2016 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 Supervisor Administrator Communicatn Ofcr/Govt Liaison Community Devlpmnt Coordinator Community Justice Coordinator Dietitian/Nutritionist Director - Human Services Education Program Aide 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 Trades Generalist Workforce Development Coordinator Workforce Development Manager Workforce Development Spec Workforce Development Specialist Supervisor Workforce Development Supervisor Workforce Development Trainer Department Total FY 2014 ADOPTED 5.00 4.00 12.00 1.00 12.00 1.00 1.00 3.00 1.00 1.00 41.00 41.00 39.50 39.00 1.00 1.00 1.00 1.00 2.00 3.00 4.00 2.00 1.00 4.00 1.00 1.00 1.00 1.00 11.00 38.00 1.00 2.00 3.00 7.00 28.00 2.00 1.00 1.00 1.00 1.00 5.00 4.00 23.00 2.00 2.00 7.00 364.50 FY 2015 ADOPTED 5.00 4.00 11.00 1.00 11.00 1.00 1.00 3.00 7.00 1.00 1.00 41.00 22.50 58.50 28.00 1.00 1.00 1.00 1.00 2.00 2.00 5.00 2.00 1.00 4.00 1.00 2.00 1.00 1.00 12.00 38.00 1.00 3.00 3.00 6.00 28.00 2.00 1.00 1.00 1.00 1.00 5.00 4.00 31.00 2.00 5.00 7.00 372.00 FY 2015 FY 2015 FORECAST REVISED 5.00 5.00 3.00 4.00 12.00 12.00 1.00 1.00 13.00 12.00 1.00 1.00 1.00 4.00 5.00 1.00 1.00 1.00 1.00 5.00 11.00 38.00 37.00 21.00 20.00 60.00 59.00 33.00 33.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 6.00 2.00 2.00 1.00 1.00 5.00 5.00 1.00 1.00 2.00 1.00 1.00 1.00 6.00 6.00 47.00 47.00 1.00 1.00 6.00 7.00 3.00 3.00 4.00 5.00 1.00 1.00 27.00 28.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 8.00 10.00 3.00 3.00 38.00 37.00 7.00 7.00 9.00 9.00 399.00 386.00 FY 2016 REVISED TO ADOPTED VARIANCE VAR % ADOPTED 0.0% 5.00 4.00 0.0% 12.00 0.0% 0.0% 1.00 11.00 (1.00) (8.3%) 0.0% 1.00 1.00 0.0% 4.00 0.0% N/A 1.00 0.0% 0.0% 1.00 5.50 (5.50) (50.0%) 39.00 1.00 2.6% 0.0% 21.00 59.00 (1.00) (1.7%) 32.00 (1.00) (3.0%) 1.00 0.0% 1.00 0.0% 0.0% 1.00 N/A N/A 1.00 0.0% 5.00 0.0% 2.00 0.0% 0.0% 1.00 5.00 0.0% 0.0% 1.00 2.00 0.0% N/A 0.0% 1.00 16.7% 7.00 1.00 45.00 (2.00) (4.3%) 2.00 1.00 100.0% 4.00 (2.00) (33.3%) 3.00 0.0% 5.00 0.0% 1.00 0.0% 28.00 0.0% 3.00 0.0% 2.00 1.00 100.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 12.00 2.00 20.0% 3.00 0.0% 42.00 4.00 10.5% N/A 7.00 0.0% 11.00 2.00 22.2% (0.1% ) 398.50 (.50) FY 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 1.00 N/A 5.00 0.0% 392.50 (1.50) (0.4%) 398.50 (.50) (0.1% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL 217 CDBG HOUSING TRUST 222 HUMAN SERVICES GRANTS Department Total 5.00 359.50 364.50 5.00 367.00 372.00 554 5.00 394.00 399.00 FY 2015 FORECAST 5.00 381.00 386.00 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Human Services Significant Variance Analysis 1.0 FTE Special Projects Manager is being added to act as a liaison between the County and government agencies and non-profits including Central Arizona Shelter Services (CASS). This position would develop partnerships and resources to benefit the homeless population in Maricopa County. Due to a reduction in grant funding in FY 2016, the department will have an overall reduction of .5 FTEs. General Adjustments: Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) Non Recurring • Increase Personal Services by $84,992 for the addition of 1.0 FTE Special Projects Manager. • Increase General Supplies by $35,008 for the purchase of supplies for the Special Projects Manager. CDBG Housing Trust Fund (217) • Decrease Regular Benefits by $314 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $13,354 for the decrease in Central Service Cost Allocation charges. • Increase revenues by $2,938,845 and expenditures by $2,952,513 to reflect an expected increase in grant awards in FY 2016. Human Services Grant Fund (222) Operating • Decrease Regular Benefits by $15,469 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $1,138 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $130,075 for the increase in Central Service Cost Allocation charges. • Decrease revenues by $1,669,568 and expenditures by $1,783,036 to reflect an expected decline in grant awards in FY 2016. 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. 555 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results Measure Description Percent of CDBG-funded public infrastructure projects completed 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 2014 ACTUAL 40.0% FY 2015 FY 2015 REVISED FORECAST 46.7% 46.7% FY 2016 ADOPTED 66.7% REV VS ADOPTED VAR % 20.0% 42.9% 100.0% 100.0% 100.0% 15.6% (84.4%) -84.4% 100.0% 16.3% 16.3% 16.3% 0.0% 0.0% 5.4% 3.9% 3.9% 4.9% 1.1% 27.1% N/A 85.8% 87.5% 80.0% (5.8%) -6.8% 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 Output Output Demand Expenditure Ratio Revenue Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED REVISED FORECAST ADOPTED VAR % Description ACTUAL Percent of CDBG-funded public infrastructure 40.0% 46.7% 46.7% 66.7% 20.0% 42.9% projects completed 14.3% 7 8 1 Number of eligible public infrastructure 6 7 projects completed with CDBG funds 8,560 10,000 1,440 16.8% Lineal feet of water/sewer/storm drain N/A 8,560 pipelines installed and/or lineal ft of street improvements 6 (3) -33.3% Number of eligible public infrastructure 15 9 9 projects funded with CDBG funds Expenditure per project completed with CDBG $ 463,055.17 $ 695,082.14 $ 641,392.86 $ 759,563.50 $ (64,481.36) -9.3% funds 217 - CDBG HOUSING TRUST TOTAL SOURCES $ 2,467,293 $ 2,467,293 $ 4,865,575 $ 4,865,575 $ 3,830,472 $ 3,830,472 $ 6,071,996 $ 6,071,996 $ 1,206,421 $ 1,206,421 24.8% 24.8% 217 - CDBG HOUSING TRUST TOTAL USES $ 2,778,331 $ 2,778,331 $ 4,865,575 $ 4,865,575 $ 4,489,750 $ 4,489,750 $ 6,076,508 $ 6,076,508 $ (1,210,933) $ (1,210,933) -24.9% -24.9% Expenditure Activity Narrative: The dramatic increase in revenue and expenditures in FY 2016 is due to carryover from prior years. These funds are required to be expended by the end of FY 2016. Many projects will be completed in FY 2016 which will increase the result measure for the percent of CDBG-funded projects completed. 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. 556 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2016 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 Demand Expenditure Ratio Revenue Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of eligible HOME-funded activities 100.0% 100.0% 100.0% 15.6% (84.4%) -84.4% completed Percent of low-moderate income residents 100.0% 16.3% 16.3% 16.3% 0.0% 0.0% benefitting from completed projects Number of eligible projects completed with 13 16 16 9 (7) -43.8% HOME funds Number of eligible projects funded with HOME 13 75 75 60 (15) -20.0% funds Expenditure per project completed with HOME $ 258,405.69 $ 761,264.19 $ 791,829.88 $ 1,554,994.11 $(793,729.92) -104.3% funds 217 - CDBG HOUSING TRUST TOTAL SOURCES $ 3,670,519 $ 3,670,519 $ 12,180,227 $ 12,180,227 $ 13,338,364 $ 13,338,364 $ $ 13,993,819 13,993,819 $ $ 1,813,592 1,813,592 217 - CDBG HOUSING TRUST TOTAL USES $ 3,359,274 $ 3,359,274 $ 12,180,227 $ 12,180,227 $ 12,669,278 $ 12,669,278 $ $ 13,994,947 13,994,947 $ (1,814,720) $ (1,814,720) 14.9% 14.9% Expenditure -14.9% -14.9% Activity Narrative: The increase in revenue is due to carryover of prior projects and the funding associated with these projects. 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 FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of low demand shelter nights provided 5.4% 3.9% 3.9% 4.9% 1.1% 27.1% to men only Number of low demand shelter nights provided 69,941 69,991 69,991 106,736 36,745 52.5% for men only Number of low demand shelter nights 1,298,670 1,298,670 1,298,670 2,160,070 861,400 66.3% requested for men only Expenditures per shelter night provided $ 5.47 $ 5.14 $ 5.14 $ 3.38 $ 1.76 34.3% 100 - GENERAL TOTAL USES $ $ 382,500 382,500 $ $ 557 360,000 360,000 $ $ 360,000 360,000 $ $ 360,564 360,564 $ $ (564) (564) -0.2% -0.2% Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activity Narrative: The Men’s Overflow Shelter (MOS) only counted men. Though the MOS closed in FY 2015, the MOS parking lot will remain open and will count men and women. This will drastically increase the output and demand measures counting the number of nights provided and requested. Additionally, this activity will be modified to reflect the change in demographic, resulting in the entire County homeless population being included in the demand measure. With the closure of the MOS, $60,000 in resources has been reapportioned to the Emergency Shelter Nights activity per the CASS contract approved in FY 2015. To relieve the department director, resources for 1.0 FTE Special Projects Manager has been approved as an FY 2016 Non recurring expense to provide a dedicated liaison. The Special Projects Manager will support both the Homeless Low Demand Shelter and Emergency Shelter Nights Activities. 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 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 85.8% 87.5% FY 2016 ADOPTED 80.0% REV VS ADOPTED VAR % (5.8%) -6.8% 152 120 112 140 20 16.7% 168 180 210 300 120 66.7% $ 13,897.18 $ 16,550.95 $ 16,350.72 $ 13,871.76 $ 2,679.19 16.2% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 2,697,045 $ 2,697,045 $ 1,986,114 $ 1,986,114 $ 1,971,331 $ 1,971,331 $ 1,939,790 $ 1,939,790 $ $ (46,324) (46,324) -2.3% -2.3% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 2,112,372 $ 2,112,372 $ 1,986,114 $ 1,986,114 $ 1,831,281 $ 1,831,281 $ 1,942,046 $ 1,942,046 $ $ 44,068 44,068 2.2% 2.2% Expenditure Activity Narrative: Fewer homes will receive weatherization services as a result of a decrease in funding. Additionally, the cost of weatherization has increased per home. Community Services Program The purpose of the 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. 558 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Human Services Program Results Measure Description 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 SelfSufficiency 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 FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 95.2% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 4.8% 5.0% 93.8% 79.0% 79.0% 79.6% 0.6% 0.7% 0.4% 98.5% 98.5% 97.9% (0.5%) -0.5% 6.7% 10.2% 10.2% 6.0% (4.2%) -41.4% Percent of emergency shelter nights provided to both men and women 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. 559 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Output Output Output Output Demand Demand Expenditure Ratio Expenditure Ratio Measure Description 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 SelfSufficiency Matrix Income or Employment domain Number of contracts with local Community Action Programs (CAPs) managed 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 materials (clothing/diapers, food boxes, etc.) Number of individuals who received basic needs service referrals Number of individuals who received utility/telephone discount program enrollment services Number of contracts with local Community Action Programs (CAPs) requested Number of eligible households in Housing Authority of Maricopa County (HAMC) properties requesting Family Self-Sufficiency case management services Expenditure per contract managed FY 2014 ACTUAL N/A REV VS ADOPTED VAR % 4.8% 5.0% FY 2016 ADOPTED 100.0% 17 8 8 8 - 0.0% N/A 21 33 40 19 90.5% N/A 517 783 651 134 25.9% N/A 6,828 5,986 6,239 (589) -8.6% N/A 8,931 8,065 8,458 (473) -5.3% 17 8 8 8 N/A 109 75 72 $ 258,103.50 $ 268,307.13 $ 261,362.88 $ N/A $ 98,325.00 $ 65,044.15 $ 52,272.58 $ 46,052.43 $ 81,596.94 Expenditure per HAMC household receiving family self-sufficiency case management services FY 2015 FY 2015 REVISED FORECAST 95.2% 100.0% - 0.0% (37) -33.9% (3,259.38) -1.3% 46.8% Revenue 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 1,184,652 $ 1,184,652 $ 1,752,660 $ 1,752,660 $ 1,529,015 $ 1,529,015 $ 1,765,199 $ 1,765,199 $ $ 12,539 12,539 0.7% 0.7% 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ 312,168 1,752,660 $ 2,064,828 $ $ $ (26,075) (26,075) 0.0% -1.5% -1.3% Expenditure 305,647 1,081,501 $ 1,387,148 $ 312,168 1,834,289 $ 2,146,457 312,168 1,778,735 $ 2,090,903 $ Activity Narrative: Increased partnerships, donations and funding will allow the department to increase case management services and goods to more people. The number of CAP contracts is expected to decrease in FY 2016 as Human Services is providing those services in-house. 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. 560 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of emergency shelter nights provided to both men and women Number of emergency shelter nights provided to both men and women Number of shelter nights requested by both men and women Expenditure per emergency shelter night provided to both men and women FY 2015 FY 2015 REVISED FORECAST 10.2% 10.2% FY 2014 ACTUAL 6.7% FY 2016 ADOPTED 6.0% 143,801 260,062 260,062 144,237 2,160,070 2,160,070 2,160,070 2,160,070 REV VS ADOPTED VAR % -41.4% (4.2%) (115,825) - -44.5% 0.0% $ 3.24 $ 2.31 $ 3.00 $ 4.91 $ (2.60) -112.7% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 8,289 8,289 $ $ 210,396 210,396 $ $ 460,981 460,981 $ $ 198,075 198,075 $ $ (12,321) (12,321) -5.9% -5.9% 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ 367,500 98,428 465,928 $ 390,000 210,396 600,396 $ 390,000 389,826 779,826 $ 510,564 198,075 708,639 $ (120,564) 12,321 (108,243) -30.9% 5.9% -18.0% Expenditure $ $ $ $ $ Activity Narrative: Funds have been reapportioned from the Homeless Low Demand Shelter Nights (HLDS) as the demand for emergency shelter nights is expected to increase as a result of the MOS closure. 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 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of respondents to MCHSD annual 93.8% 79.0% 79.0% 79.6% 0.6% 0.7% customer satisfaction survey, Community Action Program subcontractor section, who are satisfied or very satisfied with services received (3,061) -36.4% 8,410 7,473 5,349 Number of low-income households that 4,783 receive financial assistance (1,196) -14.2% Number of low-income individuals and families 894 8,410 5,509 7,214 requesting financial assistance (95.91) 467.68 $ 468.01 $ 563.59 $ -20.5% Expenditure per low-income household $ 699.58 $ receiving financial assistance 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 3,194,040 $ 3,194,040 $ 3,014,664 $ 3,014,664 $ 2,936,599 $ 2,936,599 $ 3,014,664 $ 3,014,664 $ $ - 0.0% 0.0% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 3,346,077 $ 3,346,077 $ 3,014,664 $ 3,014,664 $ 3,497,443 $ 3,497,443 $ 3,014,664 $ 3,014,664 $ $ - 0.0% 0.0% Expenditure Activity Narrative: Households will receive greater financial assistance in FY 2016. As a result, fewer households will be served and the output measure will decline. 561 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2016 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 Measure Description Percent of persons receiving case management services who stay in their homes Output 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 Demand Expenditure Ratio Revenue FY 2015 FY 2015 REVISED FORECAST 98.5% 98.5% FY 2014 ACTUAL 0.4% $ FY 2016 ADOPTED 97.9% 1,666 3,061 3,061 3,055 3,435 4,079 4,079 5,355 1,263.30 $ $ 718.86 $ 757.62 $ $ REV VS ADOPTED VAR % (0.5%) -0.5% (6) 785.49 $ $ 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 2,213 1,388,070 $ 1,390,283 1,001,683 $ 1,001,683 $ 2,213 1,961,367 $ 1,963,580 1,165,949 $ 1,165,949 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ 1,026,272 1,078,392 $ 2,104,664 $ 1,198,744 1,001,683 $ 2,200,427 $ 1,198,744 1,120,338 $ 2,319,082 $ 1,198,744 1,200,917 $ 2,399,661 $ -0.2% 1,276 31.3% (66.63) -9.3% 164,266 164,266 N/A 16.4% 16.4% (199,234) (199,234) 0.0% -19.9% -9.1% Expenditure $ $ Activity Narrative: The demand measure is expected to increase as the population continues to age and not all can afford private facilities. 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 FY 2014 ACTUAL 58.0% FY 2015 FY 2015 REVISED FORECAST 90.5% 96.7% FY 2016 ADOPTED 89.5% REV VS ADOPTED VAR % (1.0%) -1.1% 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. 562 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2016 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 2015 FY 2015 REVISED FORECAST 90.5% 96.7% FY 2014 ACTUAL 58.0% FY 2016 ADOPTED 89.5% REV VS ADOPTED % VAR (1.0%) -1.1% 1,532 1,385 1,305 1,400 15 1.1% 2,897 2,574 2,522 2,768 194 7.5% 4,266 4,260 4,055 15,000 10,740 252.1% $ 13,011.20 $ 15,275.73 $ 16,220.50 $ 16,004.00 $ (728.27) -4.8% $ $ $ $ 8,095.00 $ 124.46 1.5% 995,566 995,566 4.7% 4.7% 6,880.62 8,219.46 8,393.24 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 19,876,112 $ 19,876,112 $ 21,156,882 $ 21,156,882 $ 21,310,252 $ 21,310,252 $ 22,152,448 $ 22,152,448 $ $ 222 - HUMAN SERVICES GRANTS TOTAL USES $ 19,933,155 $ 19,933,155 $ 21,156,882 $ 21,156,882 $ 21,167,748 $ 21,167,748 $ 22,406,248 $ 22,406,248 $ (1,249,366) $ (1,249,366) Expenditure -5.9% -5.9% Activity Narrative: The department received an increase in Early Head Start grant funding for FY 2015 and 2016. Demand will increase as the program will receive more exposure and will accommodate higher enrollment numbers. The department will offer more full/extended day classes to better suit the needs of the community; however, this will result in fewer children being served. 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 Innovation and Opportunity Act program that Percent of youth enrolled in Workforce Innovation and Opportunity Act program receiving case management services who are placed in one or more of the following: postsecondary education, advanced training, employment, and military FY 2014 ACTUAL 83.1% 64.2% FY 2015 FY 2015 REVISED FORECAST 77.8% 79.0% 42.0% 44.3% FY 2016 ADOPTED 78.2% 48.0% REV VS ADOPTED VAR % 0.5% 0.6% 6.0% 14.3% 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 Workforce Investment Act (WIA) employment and training related services to unemployed and underemployed individuals, including veterans, justice-involved adults and youth, and other vulnerable populations, residing in Maricopa County so they can connect with employers and obtain and retain unsubsidized employment leading to self-sufficiency. 563 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Mandates: Discretionary service. Measure Type Result Output Demand Expenditure Ratio Measure Description Percent of customers enrolled in Workforce Innovation and Opportunity Act program that entered employment Number of customers enrolled in Workforce Innovation and Opportunity Act program Number of customers who visit the One Stop Centers requesting Workforce Innovation and Opportunity Act program enrollment Expenditure per customer enrolled in Workforce Innovation and Opportunity Act program FY 2014 ACTUAL 83.1% $ FY 2015 FY 2015 REVISED FORECAST 77.8% 79.0% REV VS ADOPTED VAR % 0.5% 0.6% FY 2016 ADOPTED 78.2% 834 1,080 1,080 1,080 - 0.0% 117,645 125,000 125,055 153,469 28,469 22.8% 9,620.01 $ 9,321.17 $ 8,959.06 $ 9,155.53 $ 165.64 1.8% Revenue 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 8,192,013 $ 8,192,013 $ 10,066,867 $ 10,066,867 $ 10,412,106 $ 10,412,106 $ 9,783,070 $ 9,783,070 $ $ (283,797) (283,797) -2.8% -2.8% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 8,023,090 $ 8,023,090 $ 10,066,867 $ 10,066,867 $ 9,675,787 $ 9,675,787 $ 9,887,974 $ 9,887,974 $ $ 178,893 178,893 1.8% 1.8% Expenditure Activity Narrative: The output measure of the number of customers enrolled will increase in FY 2016 due to changes in procedure, such as streamlining trainings, allowing the office to operate more efficiently. Also, the department has increased outreach with additional access points and partnerships within the County and local municipalities. 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 Innovation and Opportunity Act program receiving case management services who are placed in one or more of the following: postsecondary 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 2014 ACTUAL 64.2% FY 2015 FY 2015 REVISED FORECAST 42.0% 44.3% FY 2016 ADOPTED 48.0% REV VS ADOPTED VAR % 6.0% 14.3% 201 200 192 250 50 25.0% 2,141 1,400 1,305 2,313 913 65.2% $ 11,454.84 $ 21,389.85 $ 20,446.03 $ 5,916.94 $ 15,472.91 72.3% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 2,803,458 $ 2,803,458 $ 4,277,969 $ 4,277,969 $ 4,102,787 $ 4,102,787 $ 1,466,827 $ 1,466,827 $ (2,811,142) $ (2,811,142) -65.7% -65.7% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 2,302,422 $ 2,302,422 $ 4,277,969 $ 4,277,969 $ 3,925,638 $ 3,925,638 $ 1,479,235 $ 1,479,235 $ 2,798,734 $ 2,798,734 65.4% 65.4% Expenditure Activity Narrative: The department has increased exposure of this service due to a federal reauthorization of grant funds which define exactly what community must be served and how the program must serve them. These revisions are expected to increase the number of youth requesting and receiving services in FY 2016. While the there is a reduction in grant funding, the programmatic portion of the Youth Services Activity funding is intact. 564 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 2,260,912 $ - FY 2015 Revised Budget $ 2,260,912 $ - FY 2016 Baseline Budget $ 2,260,912 $ - FY 2016 Adopted Budget Percent Change from Baseline Amount $ 2,260,912 $ 0.0% - Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - $ 120,000 120,000 $ - $ 120,000 $ - Adjustments: Non Recurring Other Non Recurring 1.0 FTE Special Projects Manager Increase in General Supplies for New Position Agenda Item: $ FY 2016 Adopted Budget 84,992 35,008 CDBG Housing Trust Fund (217) Expenditures Revenue OPERATING $ 16,279,189 $ 16,279,189 $ 925,598 $ 925,598 925,598 925,598 FY 2015 Revised Budget $ 17,204,787 $ 17,204,787 FY 2016 Baseline Budget $ 17,204,787 $ 17,204,787 $ (314) $ (314) (13,354) $ (13,354) 2,952,513 $ 2,952,513 2,938,845 2,938,845 20,143,632 $ 17.1% 20,143,632 17.1% FY 2015 Adopted Budget Adjustments: Grants Human Services Department Grant Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Central Service Cost Allocation Grants Grant Reconciliation Agenda Item: C-22-15-034-2-00 Agenda Item: $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ 565 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Human Services CDBG Housing Trust Fund (217) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 8,457,652 8,457,652 $ $ 16,279,189 16,279,189 $ $ 17,204,787 17,204,787 $ $ 17,204,787 17,204,787 $ $ 20,143,632 20,143,632 Uses: Non-Recurring Total Uses: $ 8,607,851 $ 16,279,189 $ 17,204,787 $ 17,204,787 $ 20,143,632 Structural Balance $ (150,199) $ - $ - $ - $ - Accounting Adjustments $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ (294,294) $ - (294,294) $ $ - $ (444,493) $ - $ (294,294) $ (294,294) $ (444,493) $ - $ (294,294) $ (444,493) - $ (444,493) $ (444,493) Human Services Grant Fund (222) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 44,319,456 $ 44,319,456 $ 2,596,341 $ 2,596,341 2,596,341 2,596,341 FY 2015 Revised Budget $ 46,915,797 $ 46,915,797 FY 2016 Baseline Budget $ 46,915,797 $ 46,915,797 $ (15,469) $ (15,469) 128,937 $ (1,138) - Adjustments: Grants Human Services Department Grant Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Risk Management Charges Central Service Cost Allocation Grants Grant Reconciliation Agenda Item: C-22-15-034-2-00 Agenda Item: $ $ (1,138) $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ 566 130,075 (1,783,036) $ (1,783,036) (1,669,568) (1,669,568) 45,246,229 $ -3.6% 45,246,229 -3.6% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Human Services Human Services Grant Fund (222) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ (1,699,098) $ (1,889,098) $ (1,889,098) $ Sources: Operating Total Sources: $ $ 42,704,224 42,704,224 $ $ 44,319,456 44,319,456 $ $ 46,915,797 46,915,797 $ $ 46,915,797 46,915,797 $ $ 45,246,229 45,246,229 Uses: Non-Recurring Total Uses: $ 41,260,455 $ 44,319,456 $ 46,915,797 $ 46,915,797 $ 45,246,229 Structural Balance $ 1,443,769 $ - $ - $ - $ - Accounting Adjustments $ 12 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ (255,317) $ - $ (1,889,098) $ 567 - $ (1,889,098) $ (255,317) $ - $ (255,317) $ (255,317) (255,317) Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2016 Adopted Budget Integrated Criminal Justice Information System Integrated Criminal Justice Information System Analysis by Alice Kirk, Management and 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 2016, 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, the DR system is in place to ensure that the major ICJIS internal application, Justice Web Interface (JWI), is in a fail-over disaster recovery mode. By July 2016, all critical data exchanges will remain protected by the DR infrastructure. Department Specific By July 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: ICJIS currently anticipates that this project will be completed for all data exchanges prior to July 2017. This goal is 35% complete. Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY USES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % DTEX - ELECTRONIC DATA EXCAHNGE 42EX - ELECTRONIC DATA EXCAHNGE $ $ - $ - $ 1,587,128 $ 1,587,128 $ 1,608,935 $ 1,608,935 $ 1,569,563 $ 1,569,563 $ 1,674,878 $ 1,674,878 $ (65,943) (65,943) -4.1% -4.1% SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ - $ - $ - $ - $ - $ - $ - $ - $ 12,441 $ 12,441 $ (12,441) (12,441) N/A N/A INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 2,868 2,868 $ 38,674 $ 2,752 41,426 $ 38,674 $ 2,752 41,426 $ 39,513 $ 2,752 42,265 $ 40,328 $ 3,340 43,668 $ (1,654) (588) (2,242) -4.3% N/A -21.4% -5.4% BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 1,479,644 $ 1,479,644 $ - $ - $ - $ - $ (102) $ (102) $ - $ - $ TOTAL PROGRAMS $ 1,482,512 $ 1,628,554 $ 1,650,361 $ 1,611,726 $ 1,730,987 $ 568 (80,626) N/A N/A -4.9% Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2016 Adopted Budget Integrated Criminal Justice Information System Sources and Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VAR % FY 2016 ADOPTED 694,872 $ 171,638 866,510 $ 728,931 $ 188,922 917,853 $ 747,289 $ 191,815 556 939,660 $ 755,639 $ 184,877 556 941,072 $ 750,208 $ 198,581 1,144 949,933 $ (2,919) (6,766) (588) (10,273) 18,595 $ 29,734 48,329 $ 5,125 $ 14,000 19,125 $ 5,125 $ 14,000 19,125 $ 37,877 $ 9,332 47,209 $ 5,125 $ 10,000 15,125 $ 4,000 4,000 0.0% 28.6% 20.9% $ 305,590 $ 2,757 151,830 54,822 3,585 8,271 11 526,866 $ 321,425 $ 25,314 260,000 52,632 3,500 12,000 80 674,951 $ 321,425 $ 25,314 260,000 52,632 3,500 12,000 80 674,951 $ 314,935 $ 25,635 209,577 51,231 3,074 5,000 38 325 609,815 $ 417,513 $ 25,314 255,200 55,822 2,000 10,000 80 765,929 $ (96,088) 4,800 (3,190) 1,500 2,000 (90,978) -29.9% 0.0% 1.8% -6.1% 42.9% 16.7% 0.0% N/A -13.5% $ $ 40,807 $ 40,807 $ 16,625 $ 16,625 $ 16,625 $ 16,625 $ 13,630 $ 13,630 $ - $ - $ 16,625 16,625 100.0% 100.0% ALL EXPENDITURES $ 1,482,512 $ 1,628,554 $ 1,650,361 $ 1,611,726 $ 1,730,987 $ (80,626) -4.9% TOTAL USES $ 1,482,512 $ 1,628,554 $ 1,650,361 $ 1,611,726 $ 1,730,987 $ (80,626) -4.9% FY 2015 ADOPTED FY 2015 REVISED 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 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ -0.4% -3.5% -105.8% -1.1% Uses by Fund and Function FY 2014 ACTUAL FUND / FUNCTION CLASS 255 DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT $ FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 1,462,075 $ 20,437 1,482,512 $ 1,628,554 $ 1,628,554 $ 1,650,361 $ 1,650,361 $ 1,611,726 $ 1,611,726 $ 1,656,954 $ 74,033 1,730,987 $ (6,593) (74,033) (80,626) -0.4% N/A -4.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,462,075 $ 20,437 $ 1,482,512 $ 1,628,554 $ - $ 1,628,554 $ 1,650,361 $ - $ 1,650,361 $ 1,611,726 $ - $ 1,611,726 $ 1,656,954 $ 74,033 $ 1,730,987 $ (6,593) (74,033) (80,626) -0.4% N/A -4.9% 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % - 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 - 0.0% 0.0% 6.00 6.00 6.00 6.00 .00 6.00 6.00 6.00 - N/A N/A 0.0% FY 2014 ADOPTED 2.00 2.00 1.00 1.00 6.00 FY 2015 ADOPTED 1.00 2.00 1.00 1.00 1.00 6.00 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 569 FY 2015 REVISED 2.00 1.00 1.00 1.00 1.00 6.00 FY 2015 FORECAST 2.00 1.00 1.00 1.00 1.00 6.00 FY 2016 ADOPTED 2.00 1.00 1.00 1.00 1.00 6.00 REVISED TO ADOPTED VARIANCE VAR % N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2016 Adopted Budget Integrated Criminal Justice Information System Staffing by Fund DEPARTMENT/FUND 255 DETENTION OPERATIONS Department Total FY 2014 ADOPTED 6.00 6.00 FY 2015 ADOPTED 6.00 6.00 FY 2015 FY 2015 REVISED FORECAST 6.00 6.00 6.00 6.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 6.00 0.0% 6.00 0.0% General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay and market study adjustments made in FY 2015. Base Adjustments: Detention Fund (255) Operating • Decrease Regular Benefits by $763 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $6,768 for the impact of the changes in health and dental premium rates. • Increase Internal Service Charges by $588 for the impact of the changes in risk management charges. Detention Fund (255) Non Recurring • Budget other services of $74,033 for IBM Software Settlement. 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 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 2014 ACTUAL N/A N/A FY 2015 FY 2015 FORECAST REVISED 98.2% 99.0% FY 2016 ADOPTED 100.0% 100.0% 99.5% 99.5% Activities that comprise this program include: • Electronic Data Exchange Activity Mandates: Administrative mandate. 570 REV VS ADOPTED VAR % 1.0% 1.0% 0.0% 0.0% Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2016 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 2014 ACTUAL N/A $ $ FY 2015 FY 2015 REVISED FORECAST 99.0% 98.2% N/A 99.5% N/A 100 55 N/A 100 N/A $ 16,089.35 - $ 1,608,935 $ 1,608,935 FY 2016 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 1.0% 1.0% 99.5% 0.0% 0.0% 32 (68) -68.0% 55 $ 28,537.51 32 $ 52,339.94 (68) $ (36,250.59) -68.0% -225.3% $ 1,569,563 $ 1,569,563 $ 1,674,878 $ 1,674,878 $ $ (65,943) (65,943) -4.1% -4.1% Activity Narrative: The purpose of the Electronic Data Exchange Activity is to provide reliable online electronic information to law enforcement agencies and criminal justice stakeholders so 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. The department developed ICJIS specific programs and activities during the FY 2015 Strategic Business Plan update process. This was a new activity for the department in FY 2015. Due to the newness of these measures, ICJIS has found that the number of service requests received and completed was originally overestimated. The FY 2016 numbers reflect a more accurate representation of the requests ICJIS is currently receiving and completing. Appropriated Budget Reconciliations Detention Fund (255) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 1,628,554 $ - $ 21,807 $ 21,807 - FY 2015 Revised Budget $ 1,650,361 $ - FY 2016 Baseline Budget $ 1,650,361 $ - $ (763) $ (763) 588 $ 588 - $ 1,650,186 $ 0.0% - $ 6,768 $ 6,768 - $ 1,656,954 $ 0.4% - Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges Agenda Item: C-49-15-002-2-00 Agenda Item: $ $ FY 2016 Tentative Budget 588 Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 571 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2016 Adopted Budget Integrated Criminal Justice Information System Detention Fund (255) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - $ 74,033 $ 74,033 - $ 74,033 $ - Adjustments: Base Adjustments Other Base Adjustments IBM Software Settlement Agenda Item: $ FY 2016 Adopted Budget 572 74,033 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2016 Adopted Budget Internal Audit Analysis by Karina Araiza, Management and Budget Analyst Summary Mission The mission of Internal Audit 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 facilitate positive change throughout the County. Strategic Goals Fiscal Strength By September 2017, Internal Audit will maintain a 100% customer satisfaction rating from our primary customers, the Board of Supervisors, so and they can ensure Maricopa County government is accountable to its citizens. Responsibility Status: Internal Audit received a 100% customer satisfaction rating in FY 2014. The Department is on track to maintain 100% in FY 2015. Fiscal Strength By September 2018, Internal Audit will maintain a 100% completion rate on the Board of Supervisors’ approved Audit Plan and report this information to and the Board so they can ensure Maricopa County government accountable to Responsibility its citizens. Status: Internal Audit maintained a 100% completion rate in FY 2014. The Department is on track to maintain 100% in FY 2015. Fiscal Strength By September 2019, Internal Audit will facilitate the implementation of 95% of the audit recommendations within three years of being reported so the and Board of Supervisors can ensure Maricopa County government is Responsibility accountable to its citizens. Status: Internal Audit facilitated the implementation of 95.4% of audit recommendations within three years of being reported. The Department is expected to maintain this level in FY 2015. 573 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY USES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % AUDT - AUDIT SERVICES 23AS - INTERNAL AUDIT SERVICES $ $ 1,552,550 $ 1,552,550 $ 1,642,683 $ 1,642,683 $ 1,675,742 $ 1,675,742 $ 1,674,816 $ 1,674,816 $ 1,697,641 $ 1,697,641 $ (21,899) (21,899) -1.3% -1.3% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT 99AS - INDIRECT SUPPORT $ 8,919 $ 12,176 122,701 3,054 146,850 $ 13,669 $ 6,048 121,904 601 142,222 $ 13,942 $ 6,210 124,888 623 145,663 $ 14,098 $ 6,150 125,441 585 146,274 $ 14,105 $ 6,319 126,277 (4,518) 635 142,818 $ (163) (109) (1,389) 4,518 (12) 2,845 -1.2% -1.8% -1.1% N/A -1.9% 2.0% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 5,568 5,568 $ 9,897 $ 4,535 14,432 $ 9,897 $ 4,535 14,432 $ 9,156 $ 4,539 13,695 $ 10,363 $ 4,535 14,898 $ (466) (466) -4.7% N/A 0.0% -3.2% TOTAL PROGRAMS $ 1,704,968 $ 1,799,337 $ 1,835,837 $ 1,834,785 $ 1,855,357 $ (19,520) -1.1% $ Sources and Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 1,229,345 $ 20,447 181 395,310 (20,672) 1,624,611 $ 1,279,459 $ 59,552 420,661 (20,800) 1,738,872 $ 1,318,255 $ 50,192 427,730 (20,800) 1,775,377 $ 1,343,487 $ 12,380 62 432,403 10,000 (20,800) 1,777,532 $ 1,329,035 $ 33,563 451,037 (20,701) 1,792,934 $ SUBTOTAL $ 3,783 $ 4,663 8,446 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 3,576 $ 3,576 $ 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 $ 15,180 $ 1,321 14,639 7,679 32,895 197 71,911 $ 1,704,968 $ 16,956 $ 1,625 200 15,935 5,000 16,649 100 56,465 $ 1,799,337 $ 16,956 $ 1,620 200 15,935 5,000 16,649 100 56,460 $ 1,835,837 $ 20,179 $ 1,680 117 16,034 4,553 10,991 123 53,677 $ 1,834,785 $ 15,684 $ 1,500 200 15,939 5,000 20,000 100 58,423 $ 1,855,357 $ 1,272 120 (4) (3,351) (1,963) (19,520) 7.5% 7.4% 0.0% 0.0% 0.0% -20.1% 0.0% -3.5% -1.1% TOTAL USES $ 1,704,968 $ 1,799,337 $ 1,835,837 $ 1,834,785 $ 1,855,357 $ (19,520) -1.1% SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ (10,780) 16,629 (23,307) (99) (17,557) - -0.8% 33.1% N/A -5.4% N/A -0.5% -1.0% 0.0% N/A 0.0% Sources and Uses by Fund by Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 1,704,968 $ 1,704,968 $ 1,799,337 $ 1,799,337 $ 1,835,837 $ 1,835,837 $ 1,834,785 $ 1,834,785 $ 1,855,357 $ 1,855,357 $ (19,520) (19,520) -1.1% -1.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,704,968 $ 1,704,968 $ 1,799,337 $ 1,799,337 $ 1,835,837 $ 1,835,837 $ 1,834,785 $ 1,834,785 $ 1,855,357 $ 1,855,357 $ (19,520) (19,520) -1.1% -1.1% 574 Maricopa County Annual Business Strategies FY 2016 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VAR % VARIANCE .10 1.20 .20 .05 1.55 .15 1.29 .10 .01 1.55 .15 1.29 .10 .01 1.55 .15 1.29 .10 .01 1.55 .15 1.29 .10 .01 1.55 - 0.0% 0.0% 0.0% 0.0% 0.0% 17.45 17.45 19.00 16.45 16.45 18.00 16.20 16.20 17.75 16.20 16.20 17.75 16.20 16.20 17.75 - 0.0% 0.0% 0.0% 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 2014 ADOPTED 1.00 1.00 1.00 3.00 2.00 3.50 5.00 2.50 19.00 FY 2015 ADOPTED FY 2014 ADOPTED 19.00 19.00 FY 2015 ADOPTED 18.00 18.00 1.00 1.00 1.00 3.00 2.00 2.75 5.00 2.25 18.00 FY 2015 REVISED 1.00 1.00 3.00 2.50 7.00 3.25 17.75 FY 2015 FORECAST 1.00 1.00 3.00 2.50 7.00 3.25 17.75 FY 2016 ADOPTED 1.00 1.00 3.00 2.50 7.00 3.25 17.75 REVISED TO ADOPTED VARIANCE VAR % N/A N/A N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2015 FY 2015 REVISED FORECAST 17.75 17.75 17.75 17.75 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 17.75 0.0% 17.75 0.0% General Adjustments Base Adjustments: General Fund (100) • Decrease Regular Benefits by $1,252 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $487 for the impact of the changes in risk management charges. • Increase Regular Benefits by $18,048 for the impact of the changes in health and dental premium rates. Programs and Activities Internal Audit Services Program The purpose of the Internal Audit Services Program is to provide objective information on the County’s system of internal controls to the Board of Supervisors so they can make informed decisions and protect the interests of County citizens. 575 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results Measure Description Percent of Board of Supervisors satisfied with the Internal Audit Services Program Percent of audit recommendations implemented within three years Percent of audit reports completed within 180 days after fiscal year-end FY 2014 ACTUAL 100.0% FY 2015 FY 2015 FORECAST REVISED 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 95.4% 93.0% 94.7% 95.2% 2.2% 2.4% N/A N/A N/A 100.0% N/A N/A Activities that comprise this program include: • Audit Services Audit Services Activity The purpose of the Audit Services Activity is to provide objective information on the County’s system of internal controls to the Board of Supervisors so they can make informed decisions and protect the interests of County citizens. Mandates: Administrative mandate. Measure Type Result Result Result Output Demand Expenditure Ratio Expenditure FY 2015 FY 2016 Measure FY 2014 FY 2015 REV VS ADOPTED % FORECAST ADOPTED VAR Description ACTUAL REVISED 100.0% 0.0% 0.0% Percent of Board of Supervisors satisfied with 100.0% 100.0% 100.0% the Internal Audit Services Program 95.2% 2.2% 2.4% Percent of audit recommendations 95.4% 93.0% 94.7% implemented within three years 100.0% N/A N/A Percent of audit reports completed within 180 N/A N/A N/A days after fiscal year-end 0.0% 20 20 20 Number of audit reports completed 20 0.0% 20 20 Number of audit reports demanded by the 20 20 Board of Supervisors (annually survey BOS for audit coverage); expressed as a number -1.3% Total Activity Expenditure per audit report $ 77,627.50 $ 83,787.10 $ 83,740.80 $ 84,882.05 $ (1,094.95) 100 - GENERAL TOTAL USES $ 1,552,550 $ 1,552,550 $ 1,675,742 $ 1,675,742 $ 1,674,816 $ 1,674,816 $ 1,697,641 $ 1,697,641 $ $ (21,899) (21,899) -1.3% -1.3% Activity Narrative: The Board of Supervisors’ audit requests drives the demand for Internal Audit. It is expected that the demand will remain the same in FY 2016 as in FY 2015. 576 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliation General Fund (100) Expenditures Revenue $ 1,799,337 $ FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan Agenda Item: 36,500 $ 34,813 948 739 - $ 1,835,837 $ - $ 3,211 $ 144 (739) 3,806 - $ 1,839,048 $ - $ (1,252) $ (1,252) (487) $ (487) - $ 1,837,309 $ -0.1% - $ 18,048 $ 18,048 - $ 1,855,357 $ 0.9% - Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 FY 2016 Baseline Budget Threshold Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Risk Management Charges $ C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan Agenda Item: $ $ FY 2016 Tentative Budget (487) Percent Change from Threshold Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums - Agenda Item: FY 2016 Adopted Budget Percent Change from Threshold Amount 577 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Analysis by Cole St. Arnold, 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. All 26 Justice Courts are accepting and scanning civil cases, civil small claims cases, and eviction actions into the EDMS. In addition, there is a civil traffic case repository in EDMS that allows subsequent documents to be tied to newly filed traffic violations. Phase Two will begin in FY 2016 which will include electronic processing of criminal traffic and misdemeanor cases. 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: Due to significantly lower case filings in FY 2015, case clearance rates in the Justice Courts were often in excess of 100% (terminations divided by new filings) due in large part to resolution of older cases in anticipation of EDMS. While case terminations are increasing, case processing times remain stable. 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 578 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2016 Adopted Budget meet and discuss more uniform ways to further case processing goals and improve customer service. Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % MCAD - MISDEMEANOR CRIM ADJUDICATION 80CJ - CRIMINAL JUSTICE $ $ 11,085,291 11,085,291 $ $ 11,091,119 11,091,119 $ $ 11,091,119 11,091,119 $ $ 9,570,880 9,570,880 $ $ 9,729,543 9,729,543 $ $ CIVT - CIVIL TRAFFIC FDET - FORCIBLE DETAINER SMCV - SMALL CIVIL 80CV - CIVIL AND TAX JUSTICE $ $ $ 3,249,545 7,641,064 10,890,609 $ $ 3,290,552 4,159 7,678,328 10,973,039 $ $ 3,125,979 7,586,540 10,712,519 $ $ 3,125,979 7,586,540 10,712,519 $ $ 3,061,394 8,067,736 11,129,130 GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 1,552 1,552 $ $ 7,900 7,900 $ $ 7,900 7,900 $ $ 7,598 7,598 $ $ 7,800 7,800 $ $ (100) (100) -1.3% -1.3% TOTAL PROGRAMS $ 22,215,973 $ 21,811,538 $ 21,811,538 $ 20,551,517 $ 20,627,952 $ (1,183,586) -5.4% 1,556,318 1,918,028 635,024 4,109,370 $ 2,061,198 1,691,803 593,374 4,346,375 $ 2,044,905 1,836,293 595,380 4,476,578 $ 1,754,566 1,977,239 617,815 4,349,620 $ 2,048,150 1,878,551 603,383 4,530,084 $ (3,245) (42,258) (8,003) (53,506) -0.2% -2.3% -1.3% -1.2% 8,298,978 1,591,923 3,594,652 717,293 812,660 2,159,204 17,174,710 $ 8,683,417 1,448,842 3,449,634 619,890 722,409 1,963,554 16,887,746 $ 8,631,926 1,492,479 3,617,452 639,320 730,033 1,997,487 17,108,697 $ 8,059,031 1,537,224 3,666,975 650,988 779,456 1,993,751 16,687,425 $ $ (186,962) 897 4,031 (11,057) (11,865) (6,388) (211,344) -2.2% 0.1% 0.1% -1.7% -1.6% -0.3% -1.2% 823,026 128,600 999,918 1,951,544 $ 980,662 193,105 134,507 98,846 495,354 1,902,474 $ 970,264 224,217 368,392 402,352 1,965,225 $ 900,233 170,590 285,547 429,054 1,785,424 $ 840,848 $ 379,612 405,289 (25,944) 307,235 1,907,040 $ 129,416 (155,395) (36,897) 25,944 95,117 58,185 13.3% -69.3% -10.0% N/A 23.6% 3.0% $ $ $ $ 4,245 (57,348) 2,819 (50,284) 100.0% -25.7% N/A 3.8% -16.6% $ (1,361,576) (1,361,576) 123,566 54,524 178,090 -12.3% -12.3% 4.0% N/A 0.7% 1.7% 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 $ GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 74,448 74,448 $ 222,876 75,035 297,911 $ 4,245 222,876 75,035 302,156 $ 216,048 75,368 291,416 BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 790,511 790,511 $ $ 1,564,951 1,564,951 $ $ 1,448,836 1,448,836 $ $ 1,250,866 1,250,866 TOTAL PROGRAMS $ 24,100,583 $ 24,999,457 $ 25,301,492 $ 24,364,751 $ $ $ $ $ $ $ 8,818,888 1,491,582 3,613,421 650,377 741,898 2,003,875 17,320,041 $ $ $ $ 280,224 72,216 352,440 $ $ 1,448,836 1,448,836 $ $ $ 25,558,441 $ $ (256,949) 0.0% 0.0% -1.0% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2015 ADOPTED FY 2014 ACTUAL 11,079,960 11,079,960 $ $ 10,380,447 10,380,447 $ $ FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED $ $ (47,176) (47,176) -0.4% -0.4% $ $ 9,022,213 $ 9,022,213 $ (933,525) (933,525) -9.4% -9.4% 7,598 $ 770,235 777,833 $ 7,800 $ 746,615 754,415 $ (100) (202,785) (202,885) -1.3% -21.4% -21.2% 10,898,500 $ 10,898,500 $ 10,898,500 10,898,500 $ $ 10,743,020 10,743,020 $ $ $ $ 9,955,738 9,955,738 $ $ 9,030,664 9,030,664 9,955,738 9,955,738 1,552 $ 754,014 755,566 $ 7,900 $ 949,400 957,300 $ 7,900 $ 949,400 957,300 $ REVISED VS ADOPTED VAR % 10,851,324 10,851,324 ALL REVENUES $ 22,215,973 $ 21,811,538 $ 21,811,538 $ 20,551,517 $ 20,627,952 $ (1,183,586) -5.4% TOTAL SOURCES $ 22,215,973 $ 21,811,538 $ 21,811,538 $ 20,551,517 $ 20,627,952 $ (1,183,586) -5.4% 579 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2016 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 0804 - NON-CAPITAL EQUIPMENT FY 2014 ACTUAL FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 13,492,218 $ 945,445 106,481 5,903,017 114,151 (4,732,625) 5,344,595 21,173,282 $ 13,885,866 $ 828,861 106,481 5,955,704 114,149 (4,732,625) 5,344,595 21,503,031 $ 13,788,084 $ 805,501 68,566 5,864,964 17,574 (4,527,899) 5,135,544 21,152,334 $ 13,891,792 $ 777,658 106,481 6,314,111 114,149 (4,837,875) 5,466,723 21,833,039 $ (5,926) 51,203 (358,407) 105,250 (122,128) (330,008) 0.0% 6.2% 0.0% -6.0% 0.0% 2.2% -2.3% -1.5% 818,228 14,014 832,242 679,897 67,054 746,951 648,462 59,000 707,462 534,684 64,304 598,988 563,195 42,122 605,317 85,267 16,878 102,145 13.1% 28.6% 14.4% 0.0% N/A -70.8% -0.3% -10.8% -17.5% -26.7% 15.4% 0.0% N/A -21.0% 100.0% 100.0% SUBTOTAL $ $ FY 2015 REVISED 13,479,159 $ 681,393 42,865 5,902,472 (4,575,935) 5,204,656 20,734,610 $ $ 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 FY 2015 ADOPTED $ $ $ $ 11,277 456 575,005 1,159,101 142,050 354,044 46,299 109,506 126,025 320 2,524,083 $ $ $ $ $ $ 2,012 762,453 1,195,761 135,108 318,526 18,506 19,558 115,300 2,567,224 9,648 9,648 $ $ ALL EXPENDITURES $ 24,100,583 TOTAL USES $ 24,100,583 $ $ $ $ 2,012 665,336 1,195,761 135,108 318,526 43,506 103,450 115,300 2,578,999 512,000 512,000 $ $ $ 24,999,457 $ 24,999,457 $ $ $ $ 1,190 646,865 1,206,134 205,436 321,138 58,434 60,855 113,377 2,613,429 512,000 512,000 $ $ $ 25,301,492 $ 25,301,492 $ $ $ $ 2,012 1,136,363 1,199,671 149,724 374,349 55,108 87,558 115,300 3,120,085 $ (471,027) (3,910) (14,616) (55,823) (11,602) 15,892 (541,086) - $ $ - $ $ 512,000 512,000 $ 24,364,751 $ 25,558,441 $ (256,949) -1.0% $ 24,364,751 $ 25,558,441 $ (256,949) -1.0% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED % VAR $ SOURCES $ 15,062,100 $ 15,062,100 $ 14,538,738 $ 14,538,738 $ 14,538,738 $ 14,538,738 $ 13,516,055 $ 13,516,055 $ 13,511,769 $ 13,511,769 $ (1,026,969) (1,026,969) -7.1% -7.1% $ SOURCES $ 756,033 $ 756,033 $ 792,000 $ 792,000 $ 792,000 $ 792,000 $ 734,434 $ 734,434 $ 737,183 $ 737,183 $ (54,817) (54,817) -6.9% -6.9% $ SOURCES $ 2,040 $ 2,040 $ 1,800 $ 1,800 $ 1,800 $ 1,800 $ 1,028 $ 1,028 $ - $ - $ $ SOURCES $ 6,395,800 $ 6,395,800 $ 6,479,000 $ 6,479,000 $ 6,479,000 $ 6,479,000 $ 6,300,000 $ 6,300,000 $ 6,379,000 $ 6,379,000 $ (100,000) (100,000) -1.5% -1.5% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 22,215,973 $ 22,215,973 $ 21,811,538 $ 21,811,538 $ 21,811,538 $ 21,811,538 $ 20,551,517 $ 20,551,517 $ 20,627,952 $ 20,627,952 $ (1,183,586) (1,183,586) -5.4% -5.4% FUND TOTAL 204 JUSTICE CT JUDICIAL ENHANCEMNT OPERATING FUND TOTAL 237 JUST COURTS PHOTO ENFORCEMENT OPERATING FUND TOTAL 245 JUSTICE COURTS SPECIAL REVENUE OPERATING FUND TOTAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT ELEC DOCUMENT MGMNT SYSTEM FY 2014 ACTUAL $ 17,169,657 512,000 17,681,657 $ $ 792,000 792,000 1,986 238,236 240,222 $ $ $ 6,309,801 6,309,801 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 23,312,347 788,236 24,100,583 FUND TOTAL USES 204 JUSTICE CT JUDICIAL ENHANCEMNT OPERATING 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 $ $ 16,339,966 550,000 16,889,966 $ $ 660,594 660,594 $ FY 2015 ADOPTED $ $ $ FY 2015 REVISED $ 17,471,692 512,000 17,983,692 $ $ 792,000 792,000 1,800 45,000 46,800 $ $ $ 6,479,000 6,479,000 $ $ $ 24,442,457 557,000 24,999,457 $ 580 $ FY 2015 FORECAST $ 17,395,956 17,395,956 $ $ 660,730 660,730 1,800 45,000 46,800 $ $ $ 6,479,000 6,479,000 $ $ $ 24,744,492 557,000 25,301,492 $ $ FY 2016 ADOPTED $ REVISED VS ADOPTED VAR % $ 17,825,008 512,000 18,337,008 $ $ 737,183 737,183 750 7,315 8,065 $ $ $ 6,300,000 6,300,000 $ $ $ 24,357,436 7,315 24,364,751 $ (1,800) -100.0% (1,800) -100.0% $ (353,316) (353,316) -2.0% N/A 0.0% -2.0% $ $ 54,817 54,817 6.9% 6.9% - $ 1,800 45,000 46,800 100.0% 100.0% 100.0% $ $ 6,379,000 105,250 6,484,250 $ $ $ 24,941,191 617,250 25,558,441 $ $ $ $ 100,000 (105,250) (5,250) 1.5% N/A -0.1% $ $ $ (196,699) (60,250) (256,949) -0.8% -10.8% -1.0% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Justice Courts 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 27.00 98.53 57.00 13.00 11.00 36.00 242.53 29.00 100.50 56.00 12.00 11.00 36.00 244.50 29.00 99.50 58.00 12.00 11.00 35.00 244.50 29.00 99.50 58.00 12.00 11.00 35.00 244.50 29.00 99.50 58.00 12.00 11.00 35.00 244.50 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 27.50 30.00 11.00 68.50 27.50 30.00 11.00 68.50 26.00 33.00 11.00 70.00 26.00 33.00 11.00 70.00 26.00 33.00 11.00 70.00 - 0.0% 0.0% 0.0% 0.0% 10.00 9.00 2.00 21.00 332.03 11.00 2.00 3.00 7.00 23.00 336.00 10.00 4.00 4.00 4.00 22.00 336.50 10.00 4.00 4.00 4.00 22.00 336.50 10.00 4.00 4.00 4.00 22.00 336.50 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% FY 2014 ADOPTED 1.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 26.00 233.03 25.00 25.00 1.00 7.00 1.00 1.00 1.00 332.03 FY 2015 ADOPTED 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 26.00 235.00 25.00 25.00 1.00 7.00 1.00 1.00 1.00 1.00 1.00 336.00 FY 2015 FY 2015 FORECAST REVISED 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 26.00 26.00 1.00 1.00 121.50 121.50 25.00 25.00 113.00 113.00 25.00 25.00 1.00 1.00 6.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 336.50 336.50 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% 0.0% 1.00 0.0% 4.00 N/A N/A 0.0% 1.00 1.00 0.0% 0.0% 1.00 2.00 0.0% N/A 1.00 0.0% N/A 26.00 0.0% 0.0% 1.00 121.50 0.0% 25.00 0.0% 113.00 0.0% 25.00 0.0% 0.0% 1.00 6.00 0.0% 1.00 0.0% N/A 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 336.50 0.0% FY 2014 ADOPTED 329.03 3.00 332.03 FY 2015 ADOPTED 333.00 3.00 336.00 FY 2015 REVISED 331.50 5.00 336.50 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 332.50 1.00 0.3% 4.00 (1.00) (20.0%) 336.50 0.0% Staffing by Market Range Title MARKET RANGE TITLE Admin & Operations Mgr Administrator Attorney Business Systems Analyst Business Systems Analyst-Sr/Ld Deputy Director - Justice Courts Director - Justice Courts Executive Assistant - Elected Official Finance Manager - Large Human Resources Analyst Human Resources Associate Human Resources Manager IT Operations Manager Justice Of The Peace Justice System Administrator Justice System Clerk Justice System Clerk Lead Justice System Clerk Senior Justice System Clerk Supervisor Legislative Analyst Management Analyst Office Assistant Specialized Operations/Program Manager PC/LAN Technician - Senior/Lead Program Coordinator Programmer/Analyst - Senior/Lead Special Projects Manager Department Total Staffing by Fund DEPARTMENT/FUND 100 GENERAL 204 JUSTICE CT JUDICIAL ENHANCEMNT Department Total FY 2015 FORECAST 331.50 5.00 336.50 General Adjustments Personnel: FY 2016 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY 2015. 581 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Justice Courts Base Adjustments: General Fund (100) • Decrease Regular Benefits by $10,964 for the impact of the changes in retirement contribution rates. • Decrease Internal Services Charges by $3,542 for the impact of the changes in risk management charges. • Decrease Revenue $1,026,969 based on trend analysis. • Increase Regular Benefits by $354,192 for the impact of the changes in health and dental premium rates. General Fund (100) Electronic Document Management System • Budget $512,000 for the carry forward of the Electronic Document Management System. Justice Courts Judicial Enhancement Fund (204) Operating • Decrease Regular Benefits by $227 for the impact of the changes in retirement contribution rates. • Decrease Revenue $54,817 based on trend analysis. • Decrease Expenditures by $54,590 to maintain structural balance. Justice Courts Special Revenue Fund (245) Operating • Decrease court fee revenue by $100,000 based on trend analysis. • Increase Expenditures by $5,250 for Other Services. • Decrease Expenditures by $105,250 to utilize Non Recurring Non Project fund balance. Justice Courts Special Revenue Fund (245) Non Recurring Non Project • Increase Expenditures by $105,250 to utilize fund balance for Operating costs. Programs and Activities Civil Justice and Tax 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 2014 ACTUAL 88.9% FY 2015 FY 2015 REVISED FORECAST 89.9% 93.4% FY 2016 RECOMM 93.4% REV VS RECOMM VAR % 3.5% 3.9% 58.8% 60.0% 59.7% 60.0% 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% 53.3% 62.0% 59.5% 60.0% (2.0%) -3.2% 582 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activities that comprise this program include: • Civil Traffic • Forcible Detainer • Orders of Protection • • • Civil Small Claims Injunctions Against Harassment Small Civil 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. Measure Type Result Output Demand Expenditure Ratio Revenue FY 2014 ACTUAL 88.9% FY 2016 ADOPTED 93.4% FY 2015 FORECAST 95.4% FY 2015 REVISED 89.9% 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 237 - JUST COURTS PHOTO ENFORCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 1,226,814 1,119 1,833,461 $ 3,061,394 $ 1,119,276 1,700 2,005,003 $ 3,125,979 $ 1,344,544 961 1,945,047 $ 3,290,552 $ 1,344,542 1,905,003 $ 3,249,545 $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 237 - JUST COURTS PHOTO ENFORCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 5,111,802 527,025 240,222 2,419,929 $ 8,298,978 $ 5,030,960 460,363 46,800 3,093,803 $ 8,631,926 $ 5,211,653 523,201 750 2,323,427 $ 8,059,031 $ 5,279,638 457,075 3,082,175 $ 8,818,888 $ 114,690 110,964 72.36 $ 120,450 120,100 71.66 $ 98,168 104,207 82.09 $ 120,450 120,100 73.22 REV VS ADOPTED % VAR 3.9% 3.5% $ $ (1.55) 0.0% 0.0% -2.2% 225,266 (1,700) (100,000) 123,566 20.1% -100.0% -5.0% 4.0% (248,678) 3,288 46,800 11,628 (186,962) -4.9% 0.7% 100.0% 0.4% -2.2% Expenditure $ 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 2014 ACTUAL 58.8% $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 1,223,409 5,023 363,491 $ 1,591,923 11,373 10,419 139.97 FY 2015 REVISED 60.0% $ 9,900 9,900 150.76 $ 1,219,130 19,298 254,051 $ 1,492,479 FY 2015 FORECAST 61.4% $ 10,646 9,975 144.39 $ 1,229,740 2,835 304,649 $ 1,537,224 FY 2016 ADOPTED 60.0% $ 10,500 9,900 142.06 $ 1,229,733 7,798 254,051 $ 1,491,582 REV VS ADOPTED VAR % 0.0% 0.0% $ $ $ 600 8.70 (10,603) 11,500 897 6.1% 0.0% 5.8% -0.9% 59.6% 0.0% 0.1% Forcible Detainer Activity The purpose of the Forcible Detainer Activity is to provide forcible detainers to litigants so they can be afforded timely and just legal resolutions. 583 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 121182 allow for forcible detainer appeals to be filed in the Superior Court and the Supreme Court, respectively. Measure Type Result Output Demand Expenditure Ratio Revenue 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 2014 ACTUAL 100.0% FY 2015 REVISED 100.0% $ 55.39 $ 56.20 $ 56.60 $ 56.37 $ 100 - GENERAL TOTAL SOURCES $ $ - $ $ - $ $ 4,159 4,159 $ $ - $ $ - N/A N/A 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 2,863,724 7,562 723,366 $ 3,594,652 $ 3,132,465 8,467 472,489 $ 3,613,421 $ 531 3,500 4,031 0.0% 29.2% 0.0% 0.1% 64,900 64,371 FY 2015 FORECAST 100.0% 64,363 64,340 FY 2016 ADOPTED 100.0% 64,785 64,474 REV VS ADOPTED VAR % 0.0% 0.0% 64,100 64,400 (263) 60 -0.4% 0.1% (0.17) -0.3% Expenditure $ 3,132,996 11,967 472,489 $ 3,617,452 $ 3,071,498 2,866 592,611 $ 3,666,975 $ 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 FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Injunctions Against Harassment 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% issued within established court standards Number of Injunctions Against Harassment 2,435 2,650 2,432 2,500 (150) -5.7% issued. Number of Injunctions Against Harassment 2,435 2,650 2,432 2,500 (150) -5.7% (INJH) requested. Cost per Injunction Against Harassment issued. $ 294.58 $ 241.25 $ 267.68 $ 260.15 $ (18.90) -7.8% 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 535,750 1,794 179,749 717,293 $ $ 533,478 10,629 95,213 639,320 $ $ 510,301 2,837 137,850 650,988 $ $ 548,035 7,129 95,213 650,377 $ $ (14,557) 3,500 (11,057) -2.7% 32.9% 0.0% -1.7% Activity Narrative: The number of requests for Injunctions Against Harassment are expected to remain relatively stable based on FY 2014 Actuals and FY 2015 Forecast. 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 584 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2016 Adopted Budget adequate cause to believe that the defendant has committed or is likely to commit an act of domestic violence. If approved the order is filed and dispatched to the Constable or Sheriff for service to the defendant. Measure Type Result Output Demand 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. FY 2014 ACTUAL 100.0% FY 2015 REVISED 100.0% 3,711 3,711 FY 2015 FORECAST 100.0% 3,800 3,800 REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 100.0% 3,609 3,609 3,800 3,800 - 0.0% 0.0% $ 218.99 $ 192.11 $ 215.98 $ 195.24 $ (3.12) -1.6% 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 631,377 183 181,100 812,660 $ 663,096 11,629 55,308 730,033 $ 654,733 2,666 122,057 779,456 $ 679,461 7,129 55,308 741,898 $ (16,365) 4,500 (11,865) -2.5% 38.7% 0.0% -1.6% $ $ $ $ Small Civil 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 2014 ACTUAL 53.3% $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 4,644,026 520,979 2,902,731 $ 8,067,736 $ 4,348,472 496,471 2,741,597 $ 7,586,540 $ 4,403,121 518,013 2,757,194 $ 7,678,328 $ 4,402,996 496,471 2,741,597 $ 7,641,064 $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 1,611,823 3,377 544,004 $ 2,159,204 $ 1,668,552 7,967 320,968 $ 1,997,487 $ 1,560,135 2,920 430,696 $ 1,993,751 $ 1,674,940 7,967 320,968 $ 2,003,875 $ 76,049 61,268 28.39 FY 2015 REVISED 62.0% $ 70,000 66,000 28.54 FY 2015 FORECAST 58.8% $ 59,799 57,152 33.34 FY 2016 ADOPTED 60.0% $ 63,000 58,200 31.81 REV VS ADOPTED VAR % (2.0%) -3.2% $ $ (7,000) (7,800) (3.27) -10.0% -11.8% -11.5% 54,524 54,524 1.3% 0.0% 0.0% 0.7% (6,388) (6,388) -0.4% 0.0% 0.0% -0.3% Expenditure $ Activity Narrative: The number of cases resolved is decreasing as Justice Courts continues to resolve backlogged cases while experiencing reduced filings. 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. 585 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 68.8% FY 2015 FY 2015 REVISED FORECAST 70.0% 73.1% FY 2016 RECOMM 100.0% REV VS RECOMM VAR % 30.0% 42.9% 41.7% 60.0% 61.1% 61.0% 1.0% 1.7% 65.6% 70.0% 66.3% 66.0% (4.0%) -5.7% Activities that comprise this program include: • Criminal Traffic • Misdemeanor DUI • Misdemeanor Criminal Adjudication Criminal Traffic Activity The purpose of the Criminal Traffic Adjudication Activity is to resolve criminal traffic cases for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: This activity supports the overall mandate of the Criminal Justice Program. A.R.S. §22-112 establishes that the Justice Courts are responsible for trying criminal traffic cases, excluding those that involve death or felony traffic charges, which are the responsibility of the Superior Court. 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. FY 2014 ACTUAL 68.8% $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 1,012,216 3,220 540,882 $ 1,556,318 39,265 37,708 39.64 FY 2015 REVISED 70.0% $ 42,000 41,000 48.69 $ 1,204,553 15,298 825,054 $ 2,044,905 FY 2015 FORECAST 74.7% $ 37,157 37,779 47.22 $ 1,080,984 3,157 670,425 $ 1,754,566 FY 2016 ADOPTED 75.0% $ 42,000 41,000 48.77 $ 1,215,298 7,798 825,054 $ 2,048,150 REV VS ADOPTED VAR % 5.0% 7.1% $ $ $ (0.08) 0.0% 0.0% -0.2% (10,745) 7,500 (3,245) -0.9% 49.0% 0.0% -0.2% 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. 586 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 41.7% 60.0% 60.7% 61.0% 1.0% 1.7% Percent of Misdemeanor Criminal cases resolved within 180 days. Number of Misdemeanor Criminal cases 18,846 17,000 14,446 15,800 (1,200) -7.1% resolved. Number of Misdemeanor Criminal (MCAD) 14,868 17,000 14,368 15,900 (1,100) -6.5% cases filed. Cost per Misdemeanor Criminal case resolved. $ 101.77 $ 108.02 $ 136.87 $ 118.90 $ (10.88) -10.1% 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 9,191,260 234,383 1,659,648 $ 11,085,291 $ 9,070,990 290,129 1,730,000 $ 11,091,119 $ 7,764,231 211,343 1,595,306 $ 9,570,880 $ 7,764,231 235,312 1,730,000 $ 9,729,543 $ (1,306,759) (54,817) $ (1,361,576) 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 1,548,247 6,206 363,575 $ 1,918,028 $ 1,612,769 18,636 204,888 $ 1,836,293 $ 1,689,878 3,365 283,996 $ 1,977,239 $ 1,664,527 9,136 204,888 $ 1,878,551 $ -14.4% -18.9% 0.0% -12.3% Expenditure $ (51,758) 9,500 (42,258) -3.2% 51.0% 0.0% -2.3% Activity Narrative: Cases resolved are decreasing as Justice Courts resolves backlogged cases. Revenue is decreasing as fees and fines are waived. 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. FY 2014 ACTUAL 65.6% $ 8,071 8,852 78.68 100 - GENERAL $ 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 453,071 1,572 180,381 635,024 FY 2015 REVISED 70.0% $ $ $ 587 7,900 9,300 75.36 487,412 12,629 95,339 595,380 FY 2015 FORECAST 65.3% $ $ $ 8,072 8,695 76.54 476,381 2,800 138,634 617,815 FY 2016 ADOPTED 70.0% $ $ $ 8,000 9,300 75.42 500,915 7,129 95,339 603,383 REV VS ADOPTED VAR % 0.0% 0.0% $ $ $ 100 (0.06) 1.3% 0.0% -0.1% (13,503) 5,500 (8,003) -2.8% 43.6% 0.0% -1.3% Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 14,538,738 $ 302,035 $ 290,722 7,068 4,245 - $ 17,471,692 $ 14,538,738 $ 13,630 $ 497 (4,245) 17,378 - $ 17,485,322 $ 14,538,738 $ (10,964) $ (10,964) (3,542) $ (3,542) - C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Risk Management Fees and Other Revenues ProgRevenue Volume Inc/Dec 17,169,657 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: $ $ FY 2016 Tentative Budget (3,542) $ - $ - (1,026,969) (1,026,969) $ 17,470,816 $ -0.1% 13,511,769 -7.1% $ 354,192 $ 354,192 - $ 17,825,008 $ 1.9% 13,511,769 -7.1% Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue ELEC DOCUMENT MGMNT SYSTEM FY 2015 Adopted Budget $ 512,000 $ - FY 2015 Revised Budget $ 512,000 $ - $ (512,000) $ (512,000) - $ - $ - $ 512,000 $ 512,000 - $ 512,000 $ - Adjustments: Technology Projects Other Technology Projects Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2016 Adopted Budget 588 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Judicial Enhancement Fund (204) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 792,000 $ 792,000 FY 2015 Revised Budget $ 792,000 $ 792,000 FY 2016 Baseline Budget $ 792,000 $ 792,000 $ (227) $ (227) - $ (54,590) $ (54,590) (54,817) (54,817) - 737,183 $ -6.9% 737,183 -6.9% Adjustments: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ Justice Courts Judicial Enhancement Fund (204) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 1,099,652 $ 1,143,258 $ 1,143,258 $ 1,195,094 $ 1,268,798 Sources: Operating Total Sources: $ $ 756,033 756,033 $ $ 792,000 792,000 $ $ 792,000 792,000 $ $ 734,434 734,434 $ $ 737,183 737,183 Uses: Operating Total Uses: $ $ 660,594 660,594 $ $ 792,000 792,000 $ $ 792,000 792,000 $ $ 660,730 660,730 $ $ 737,183 737,183 Structural Balance $ 95,439 $ - $ - $ 73,704 $ - Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,195,094 1,195,094 $ $ 1,143,258 1,143,258 $ $ 1,143,258 1,143,258 $ $ 1,268,798 1,268,798 $ $ 1,268,798 1,268,798 589 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Special Revenue Fund (245) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 6,479,000 $ 6,479,000 FY 2015 Revised Budget $ 6,479,000 $ 6,479,000 FY 2016 Baseline Budget $ 6,479,000 $ 6,479,000 $ (100,000) $ (100,000) - $ - $ - (100,000) (100,000) $ 6,379,000 $ -1.5% 6,379,000 -1.5% Adjustments: Base Adjustments Other Base Adjustments Transfer Operating Expenses to Non Recurring Non Project Increase Other Services Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ (105,250) 5,250 FY 2016 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - $ 105,250 $ 105,250 - $ 105,250 $ - Adjustments: Non Recurring Other Non Recurring Use of Fund Balance to Cover Operating Costs Agenda Item: $ 105,250 FY 2016 Adopted Budget Justice Courts Special Revenue Fund (245) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 583,794 $ 804,698 $ 804,698 $ 669,783 $ 669,783 Sources: Operating Total Sources: $ $ 6,395,800 6,395,800 $ $ 6,479,000 6,479,000 $ $ 6,479,000 6,479,000 $ $ 6,300,000 6,300,000 $ $ 6,379,000 6,379,000 $ $ $ $ 6,300,000 6,300,000 $ $ 6,479,000 6,479,000 $ $ 6,479,000 6,479,000 $ 6,379,000 105,250 6,484,250 $ - $ - $ - $ - (10) $ - $ - $ - $ - 804,698 804,698 $ $ 804,698 804,698 $ $ 669,783 669,783 $ $ 564,533 564,533 Uses: Operating Non-Recurring Total Uses: $ 6,309,801 6,309,801 Structural Balance $ 85,999 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 669,783 669,783 $ $ 590 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Analysis by Cole St. Arnold, 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 and 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: During FY 2014 and FY 2015, the Department engaged in many activities to enhance the use of evidence-based strategies including a review of policies and procedures with an emphasis on Evidence Based Practices philosophy, best practices, and recent Administrative Office of the Courts code changes. Additionally, hiring practices were modified to incorporate Evidence Based Practices in order to better prepare applicants and give them a broader understanding of the Department’s vision. The Department continued to work to ensure the fidelity of the Arizona Youth Assessment System (AZYAS) Dispositional Tool and the AZYAS case plan was implemented in FY 2015. This goal will be reviewed during the FY 2017 Strategic Business Plan update process. Department Specific By June 2015, the Department will increase overall stakeholder satisfaction with services by 15%. Status: During FY 2015, the Department continued to be engaged in initiatives including the Juvenile Detention Alternatives Initiative and the Cross-Over Youth Project which contain a focus on engaging and collaborating with stakeholders. In addition, the Treatment Division meets with treatment providers to gather feedback and ensure that the needs of both the providers and the Department are being communicated. The Department does not have a method to establish the baseline for external stakeholder satisfaction. This goal will be reviewed during the FY 2017 Strategic Business Plan update process. Safe Communities By June 2015, the Department will reduce overrepresentation of minority youth in secure detention by 10%. Status: In FY 2015, the Juvenile Detention Alternative Initiative (JDAI) Disproportionate Minority Contact (DMC) Workgroup continued to meet and added 591 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation decision points related to admission to detention, overrides into detention, violations of probation and warrants. Additionally, the group gained membership related to the Cross-Over Initiative and added a focus on child welfare. The detention population continues to decline, dropping 8.8% from FY 2013 to FY 2014. A review of relevant data indicates that this reduction in detention population has not had an impact on overrepresentation but this is consistent with the initial experiences of other sites who have implemented JDAI. Increased scrutiny and recommendations from the JDAI DMC Workgroup are expected by the end of FY 2015. This goal will be reviewed during the FY 2017 Strategic Business Plan update process. Safe Communities By June 2015, the rate of juvenile recidivism will be at or below 15 per 100 juvenile offenders. Status: The department continued to focus on working with youth in regards to increasing resiliency and finding alternatives to offending behaviors as part of the statewide rollout of Evidence Based Practices. By the end of FY 2015, the Department will introduce the Kids At Hope model to staff in order to support the focus on evidence based practices and strategies. The department has adopted an evidence based practice model and multisystems approach to target medium and high risk youth and dually adjudicated youth. This will direct resources toward the youth most in need of services in order to reduce recidivism and increase the chances of success. The recidivism rate decreased from 11.9% in FY 2012 to 10.3% in FY 2013. This means that 89.7% of the youth who received a referral in that year were not adjudicated on a subsequent referral within one year of the original referral. The recidivism rate for FY 2014 will not be available until July 2015 in order to allow one whole year for recidivism from the end of the fiscal year. This goal will be reviewed during the FY 2017 Strategic Business Plan update process. 592 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % DVRN - JUVENILE COURT DIVERSION 27DV - JUVENILE COURT DIVERSION $ $ 3,045,024 $ 3,045,024 $ 2,522,453 $ 2,522,453 $ 2,593,784 $ 2,593,784 $ 2,557,036 $ 2,557,036 $ 2,233,021 $ 2,233,021 $ (360,763) (360,763) -13.9% -13.9% JCUS - JUV DETENTION CUSTODY AND CTRL 27JD - JUVENILE DETENTION $ $ 470,497 $ 470,497 $ 479,000 $ 479,000 $ 480,800 $ 480,800 $ 474,800 $ 474,800 $ 470,000 $ 470,000 $ (10,800) (10,800) -2.2% -2.2% JRPS - JUV RESTITUTION AND PUBLIC SVC JSTD - JUVENILE STANDARD SUPERVISION 27JP - COMMUNITY SUPERVISION $ 999 $ 524,842 525,841 $ 9,135 $ 447,485 456,620 $ 9,135 $ 461,573 470,708 $ 3,309 $ 473,608 476,917 $ 3,135 $ 602,072 605,207 $ (6,000) 140,499 134,499 -65.7% 30.4% 28.6% DRUG - JUVENILE DRUG COURT JTMS - JUVENILE TREATMENT MGMT SVCS JVOH - JUVENILE OUT OF HOME CASE MGMT 27JT - JUVENILE TREATMENT $ $ 27,571 $ 554,357 581,928 $ - $ 544,882 544,882 $ - $ 702,652 702,652 $ - $ 702,652 702,652 $ - $ 702,452 702,452 $ (200) (200) N/A N/A 0.0% 0.0% JLED - JUVENILE LAW RELATED EDUCATION 27PR - JUVENILE CRIME PREVENTION $ $ - $ - $ 676,039 $ 676,039 $ 626,511 $ 626,511 $ 626,511 $ 626,511 $ 268,681 $ 268,681 $ (357,830) (357,830) -57.1% -57.1% BDFS - BUDGET AND FINANCIAL SERVICES 99AS - INDIRECT SUPPORT $ $ 73,930 $ 73,930 $ 4,750 $ 4,750 $ 4,750 $ 4,750 $ 6,223 $ 6,223 $ 6,550 $ 6,550 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 3,911,216 $ 3,911,216 $ 3,305,158 $ 3,305,158 $ 3,305,158 $ 3,305,158 $ 2,415,159 $ 2,415,159 $ 2,428,867 $ 2,428,867 $ (876,291) (876,291) -26.5% -26.5% TOTAL PROGRAMS $ 8,608,436 $ 7,988,902 $ 8,184,363 $ 7,259,298 $ 6,714,778 $ (1,469,585) -18.0% 2,592,818 $ 493,604 499,935 3,586,357 $ 2,043,042 $ 639,517 657,877 3,340,436 $ 2,335,122 $ 651,996 690,423 3,677,541 $ 2,128,506 $ 697,363 695,918 3,521,787 $ 2,313,678 $ 722,813 716,629 3,753,120 $ 21,444 (70,817) (26,206) (75,579) 0.9% -10.9% -3.8% -2.1% 2,683,482 $ 23,313,516 2,790,690 1,099,540 29,887,228 $ 3,525,901 $ 25,195,720 2,876,123 1,147,249 32,744,993 $ 3,392,521 $ 25,619,389 2,909,106 1,129,348 33,050,364 $ 2,264,092 $ 24,855,404 2,913,703 848,154 30,881,353 $ 3,296,693 $ 24,208,402 2,879,030 1,105,802 31,489,927 $ 95,828 1,410,987 30,076 23,546 1,560,437 2.8% 5.5% 1.0% 2.1% 4.7% 2,097,141 $ 2,349,703 301,833 7,337,903 12,086,580 $ 2,196,384 $ 303,041 11,033,560 13,532,985 $ 2,275,096 $ 312,402 11,334,351 13,921,849 $ 1,922,958 $ 324,208 10,578,063 12,825,229 $ 2,240,307 $ 310,112 10,670,304 13,220,723 $ 34,789 2,290 664,047 701,126 1.5% N/A 0.7% 5.9% 5.0% 470,105 $ 847,255 952,464 316,444 2,586,268 $ 663,499 $ 925,792 100 992,732 2,582,123 $ 681,463 $ 970,814 5,616 1,244,727 2,902,620 $ 584,898 $ 890,578 (2,280) 1,013,978 2,487,174 $ 551,230 $ 1,021,237 1,086,476 2,658,943 $ 130,233 (50,423) 5,616 158,251 243,677 19.1% -5.2% 100.0% 12.7% 8.4% 620,609 $ 445,680 1,066,289 $ 885,110 $ 525,302 1,410,412 $ 841,932 $ 439,653 1,281,585 $ 578,259 $ 362,375 940,634 $ 622,496 $ 388,506 1,011,002 $ 219,436 51,147 270,583 26.1% 11.6% 21.1% 1,365,966 $ 1,486,410 1,090,542 106,419 98,116 4,147,453 $ 1,396,723 $ 1,152,971 172,703 27,927 125,480 68,115 1,129,308 4,073,227 $ 1,396,723 $ 1,175,255 443,053 125,480 68,115 1,006,758 4,215,384 $ 1,373,921 $ 1,100,868 403,849 101,641 91,384 2,177,166 5,248,829 $ 1,391,714 $ 1,165,319 537,619 (186,128) 130,362 59,104 1,019,357 4,117,347 $ 5,009 9,936 (94,566) 186,128 (4,882) 9,011 (12,599) 98,037 0.4% 0.8% -21.3% N/A -3.9% 13.2% -1.3% 2.3% - $ 1,366,382 1,366,382 $ - $ 567,144 723,607 1,290,751 $ 6,080 $ 567,144 723,607 1,296,831 $ - $ 659,070 723,607 1,382,677 $ - $ 861,485 592,023 1,453,508 $ 6,080 (294,341) 131,584 (156,677) 100.0% -51.9% N/A 18.2% -12.1% $ 1,718,304 $ 196,698 1,915,002 $ 1,039,196 $ 1,039,196 $ 1,039,196 $ 1,039,196 $ 1,007,973 $ 1,007,973 $ 1,039,196 $ 1,039,196 $ - 0.0% N/A 0.0% TOTAL PROGRAMS $ 56,641,559 $ 60,014,123 $ 61,385,370 $ 58,295,656 $ 58,743,766 $ 2,641,604 4.3% $ 1,800 1,800 37.9% 37.9% 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 $ GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ BUAS - BUSINESS APPLICATION DEV SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ $ $ $ $ $ 593 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS FY 2014 ACTUAL 4,707,818 4,707,818 FY 2015 ADOPTED $ FY 2015 REVISED $ $ 3,615,983 549,882 4,165,865 621,434 $ 621,434 $ 503,994 503,994 $ $ $ 4,310,910 50,416 4,361,326 FY 2015 FORECAST $ $ 503,994 $ 503,994 $ 4,355,395 3,000 4,358,395 REVISED VS ADOPTED VAR % FY 2016 ADOPTED $ $ 419,934 $ 419,934 $ 3,810,655 $ 3,000 3,813,655 $ 462,571 462,571 (500,255) (47,416) (547,671) -11.6% -94.0% -12.6% $ $ (41,423) (41,423) -8.2% -8.2% (877,622) (877,622) -26.6% -26.6% 11.2% -30.2% -11.1% $ SUBTOTAL $ 3,251,313 3,251,313 $ $ 3,293,269 3,293,269 $ $ 3,293,269 3,293,269 $ $ 2,464,474 2,464,474 $ $ 2,415,647 $ 2,415,647 $ $ $ $ 13,220 9,685 22,905 $ $ 11,211 5,284 16,495 $ $ 11,889 13,885 25,774 $ $ 11,889 13,885 25,774 $ SUBTOTAL $ 1,172 26,699 27,871 $ 1,331 (4,200) (2,869) ALL REVENUES $ 8,608,436 $ 7,988,902 $ 8,184,363 $ 7,259,298 $ 6,714,778 $ (1,469,585) -18.0% 8,608,436 $ 7,988,902 $ 8,184,363 $ 7,259,298 $ 6,714,778 $ (1,469,585) -18.0% 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 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 32,115,431 $ 226,299 991,572 13,064,551 270,894 (6,655,684) 11,687,518 51,700,581 $ 33,966,327 $ 242,212 629,964 14,479,901 180,240 (7,115,436) 11,592,563 53,975,771 $ 34,980,605 $ 322,318 629,964 14,800,012 180,240 (7,115,436) 11,592,563 55,390,266 $ 32,628,273 $ 285,826 876,908 13,374,811 167,075 (7,213,778) 11,375,444 51,494,559 $ 33,242,703 $ 212,139 707,510 15,432,934 250,229 (7,067,120) 10,703,947 53,482,342 $ 1,737,902 110,179 (77,546) (632,922) (69,989) (48,316) 888,616 1,907,924 5.0% 34.2% -12.3% -4.3% -38.8% -0.7% 7.7% 3.4% 547,130 $ 75,233 56,404 345,541 (64,332) 438,271 1,398,247 $ 640,033 $ 85,873 58,112 37,545 (86,725) 459,921 1,194,759 $ 629,940 $ 85,873 58,112 37,545 (86,725) 459,921 1,184,666 $ 674,580 $ 74,416 52,560 249,871 (86,736) 512,840 1,477,531 $ 1,056,711 $ 85,873 58,612 41,501 (266,736) 280,878 1,256,839 $ (426,771) (500) (3,956) 180,011 179,043 (72,173) -67.7% 0.0% -0.9% -10.5% 207.6% 38.9% -6.1% 1,350 $ 967,782 264,084 436,194 150,402 953,406 271,711 90,662 29,563 59,317 (380,541) 560,888 3,404,818 $ - $ 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 $ - $ 1,301,802 1,430,328 394,912 189,300 1,009,365 161,760 48,000 33,950 3,850 (390,991) 571,162 4,753,438 $ 379 $ 554,417 1,249,670 400,462 110,019 985,219 222,311 39,066 29,579 2,860 (465,273) 737,641 3,866,350 $ - $ 932,384 818,020 422,326 189,300 1,045,751 174,828 101,016 33,950 3,850 (390,990) 562,150 3,892,585 $ 369,418 612,308 (27,414) (36,386) (13,068) (53,016) (1) 9,012 860,853 N/A 28.4% 42.8% -6.9% 0.0% -3.6% -8.1% -110.5% 0.0% 0.0% 0.0% 1.6% 18.1% $ - $ 137,913 137,913 $ 32,000 $ 25,000 57,000 $ 32,000 $ 25,000 57,000 $ - $ 1,457,216 1,457,216 $ 87,000 $ 25,000 112,000 $ (55,000) (55,000) -171.9% 0.0% -96.5% ALL EXPENDITURES $ 56,641,559 $ 60,014,123 $ 61,385,370 $ 58,295,656 $ 58,743,766 $ 2,641,604 4.3% TOTAL USES $ 56,641,559 $ 60,014,123 $ 61,385,370 $ 58,295,656 $ 58,743,766 $ 2,641,604 4.3% 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 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 $ $ $ 594 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 73,930 $ 73,930 $ 19,750 $ 19,750 $ 19,750 $ 19,750 $ 15,223 $ 15,223 $ 15,550 $ 15,550 $ (4,200) (4,200) -21.3% -21.3% $ SOURCES $ 4,708,540 $ 4,708,540 $ 4,160,865 $ 4,160,865 $ 4,356,326 $ 4,356,326 $ 4,356,326 $ 4,356,326 $ 3,811,356 $ 3,811,356 $ (544,970) (544,970) -12.5% -12.5% $ SOURCES $ 3,586,070 $ 3,586,070 $ 3,546,769 $ 3,546,769 $ 3,546,769 $ 3,546,769 $ 2,669,777 $ 2,669,777 $ 2,669,777 $ 2,669,777 $ (876,992) (876,992) -24.7% -24.7% $ SOURCES $ 1,239 $ 1,239 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 3,877 $ 3,877 $ 4,000 $ 4,000 $ (6,000) (6,000) -60.0% -60.0% $ SOURCES $ 238,657 $ 238,657 $ 251,518 $ 251,518 $ 251,518 $ 251,518 $ 214,095 $ 214,095 $ 214,095 $ 214,095 $ (37,423) (37,423) -14.9% -14.9% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 8,608,436 $ 8,608,436 $ 7,988,902 $ 7,988,902 $ 8,184,363 $ 8,184,363 $ 7,259,298 $ 7,259,298 $ 6,714,778 $ 6,714,778 $ (1,469,585) (1,469,585) -18.0% -18.0% 227 JUVENILE PROBATION GRANTS OPERATING FUND TOTAL 228 JUVENILE PROBATION SPECIAL FEE OPERATING FUND TOTAL 229 JUVENILE RESTITUTION OPERATING FUND TOTAL 275 JUVENILE PROBATION DIVERSION OPERATING FUND TOTAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 16,953,149 $ 16,953,149 $ 17,279,942 $ 17,279,942 $ 17,998,450 $ 17,998,450 $ 16,829,572 $ 16,829,572 $ 17,872,534 $ 17,872,534 $ 125,916 125,916 0.7% 0.7% $ USES $ 4,098,905 $ 4,098,905 $ 4,160,865 $ 4,160,865 $ 4,356,326 $ 4,356,326 $ 4,356,326 $ 4,356,326 $ 3,811,356 $ 3,811,356 $ 544,970 544,970 12.5% 12.5% $ USES $ 3,538,520 $ 3,538,520 $ 3,546,769 $ 283,731 3,830,500 $ 3,546,769 $ 283,731 3,830,500 $ 3,330,073 $ 283,731 3,613,804 $ 2,669,777 $ 388,353 3,058,130 $ 876,992 (104,622) 772,370 24.7% -36.9% 20.2% $ USES $ 9,071 $ 9,071 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 8,495 $ 8,495 $ 4,000 $ 4,000 $ 6,000 6,000 60.0% 60.0% $ 31,619,797 $ 92,700 31,712,497 $ 33,172,371 $ 1,225,942 34,398,313 $ 33,629,649 $ 1,225,942 34,855,591 $ 32,313,102 $ 839,854 33,152,956 $ 33,607,736 $ 33,607,736 $ 21,913 1,225,942 1,247,855 0.1% 100.0% N/A 3.6% USES $ 329,417 $ 329,417 $ 251,518 $ 82,985 334,503 $ 251,518 $ 82,985 334,503 $ 251,518 $ 82,985 334,503 $ 214,095 $ 175,915 390,010 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 56,548,859 $ 92,700 $ 56,641,559 $ 58,421,465 $ 1,592,658 $ 60,014,123 $ 59,792,712 $ 1,592,658 $ 61,385,370 $ 57,089,086 $ 1,206,570 $ 58,295,656 $ 58,179,498 $ 564,268 $ 58,743,766 $ 227 JUVENILE PROBATION GRANTS OPERATING FUND TOTAL 228 JUVENILE PROBATION SPECIAL FEE OPERATING NON RECURRING NON PROJECT FUND TOTAL 229 JUVENILE RESTITUTION OPERATING FUND TOTAL 255 DETENTION OPERATIONS OPERATING JUVENILE KITCHEN EQUIP JUV DETENTION TECH PROJECTS FUND TOTAL 275 JUVENILE PROBATION DIVERSION OPERATING NON RECURRING NON PROJECT FUND TOTAL USES $ $ . 595 37,423 14.9% (92,930) -112.0% (55,507) -16.6% 1,613,214 1,028,390 2,641,604 2.7% 64.6% 4.3% Maricopa County Annual Business Strategies FY 2016 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 41.68 5.50 40.00 96.37 183.55 6.00 38.70 145.84 190.54 .00 6.00 40.70 145.84 192.54 6.00 38.70 144.84 189.54 6.00 38.70 144.84 189.54 (2.00) (1.00) (3.00) N/A 0.0% (4.9%) (0.7%) (1.6%) 18.00 13.25 31.25 4.00 11.00 15.00 30.00 7.00 10.00 14.00 31.00 8.00 10.00 13.00 31.00 8.00 10.00 13.00 31.00 1.00 (1.00) - 14.3% 0.0% (7.1%) 0.0% 42.58 6.50 6.50 55.58 33.33 8.50 8.80 50.63 33.13 8.50 8.80 50.43 34.13 8.50 8.80 51.43 37.13 8.50 8.80 54.43 4.00 4.00 12.1% 0.0% 0.0% 7.9% 9.10 5.90 15.00 10.80 5.60 16.40 10.80 4.70 15.50 10.80 4.70 15.50 10.80 4.70 15.50 - 0.0% 0.0% 0.0% 24.00 295.43 24.00 14.00 357.43 23.00 295.43 25.00 12.00 355.43 20.00 294.43 25.00 11.00 350.43 21.00 294.43 25.00 11.00 351.43 18.00 307.43 25.00 14.00 364.43 (2.00) 13.00 3.00 14.00 (10.0%) 4.4% 0.0% 27.3% 4.0% 15.65 9.85 7.30 17.49 50.29 693.10 16.63 11.33 18.14 46.10 689.10 16.63 11.33 19.14 .10 47.20 687.10 16.63 11.33 20.14 .10 48.20 687.10 16.63 11.33 20.14 .10 48.20 703.10 1.00 1.00 16.00 0.0% 0.0% 5.2% 0.0% 2.1% 2.3% 596 Maricopa County Annual Business Strategies FY 2016 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 Food Service Worker Food Services Manager Food Services Shift Supervisor General Laborer Health Educator Human Resources Analyst Judicial Clerk Supervisor Justice System Clerk Justice System Clerk Associate Justice System Clerk Lead Justice System Clerk Supervisor Management Analyst Medical Assistant Mental Health Director – Juvenile Mental Health Professional Mental Health Professional Supervisor 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 ADOPTED 2.00 4.00 3.00 6.00 4.00 26.00 220.10 1.00 1.00 19.00 4.00 1.00 1.00 34.00 1.00 5.00 4.00 4.00 1.00 13.00 2.00 2.00 1.00 1.00 6.00 230.00 38.00 4.00 3.00 4.00 1.00 45.00 2.00 693.10 FY 2015 ADOPTED 2.00 7.00 6.00 3.00 27.00 221.10 1.00 1.00 19.00 4.00 1.00 34.00 1.00 6.00 5.00 4.00 1.00 14.00 2.00 2.00 1.00 1.00 6.00 224.00 38.00 4.00 3.00 2.00 1.00 46.00 2.00 689.10 FY 2015 FY 2015 REVISED FORECAST 2.00 2.00 6.00 6.00 3.00 3.00 26.00 26.00 220.10 220.10 1.00 1.00 1.00 1.00 1.00 1.00 19.00 19.00 4.00 4.00 1.00 1.00 34.00 34.00 1.00 1.00 6.00 6.00 6.00 6.00 4.00 4.00 1.00 1.00 6.00 6.00 2.00 2.00 14.00 14.00 2.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 6.00 6.00 223.00 223.00 38.00 38.00 4.00 4.00 2.00 2.00 1.00 1.00 46.00 46.00 2.00 2.00 687.10 687.10 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 2.00 0.0% 6.00 0.0% N/A 6.00 6.00 N/A 3.00 0.0% 26.00 0.0% 220.10 0.0% 1.00 0.0% 1.00 0.0% 12.00 12.00 N/A 1.00 0.0% 2.00 2.00 N/A 18.00 (1.00) (5.3%) 4.00 0.0% 1.00 0.0% N/A N/A 34.00 0.0% 1.00 0.0% 6.00 0.0% 6.00 0.0% 4.00 0.0% 1.00 0.0% (6.00) (100.0%) 2.00 0.0% 14.00 0.0% 2.00 0.0% 2.00 0.0% 2.00 0.0% 1.00 0.0% 6.00 0.0% 225.00 2.00 0.9% 38.00 0.0% 4.00 0.0% 3.00 1.00 50.0% 2.00 1.00 100.0% 1.00 1.00 N/A 44.00 (2.00) (4.3%) 2.00 0.0% 703.10 16.00 2.3% FY 2014 ADOPTED 267.00 60.00 362.10 4.00 693.10 FY 2015 ADOPTED 271.00 53.00 361.10 4.00 689.10 FY 2015 FY 2015 REVISED FORECAST 270.00 270.00 53.00 53.00 360.10 360.10 4.00 4.00 687.10 687.10 FY 2016 REVISED TO ADOPTED VARIANCE VAR % ADOPTED 3.00 1.1% 273.00 53.00 0.0% 373.10 13.00 3.6% 4.00 0.0% 2.3% 703.10 16.00 Staffing by Fund DEPARTMENT/FUND GENERAL 100 227 JUVENILE PROBATION GRANTS 255 DETENTION OPERATIONS 275 JUVENILE PROBATION DIVERSION Department Total Significant Variance Analysis In FY 2016, 14.0 additional Full-Time Equivalent (FTE) positions are being created in the Detention Operations Fund (255) for the new Juvenile Kitchen. Juvenile Probation had previously been purchasing kitchen services from the Maricopa County Sheriff’s Office. In late FY 2015 positions were deleted in the Mental Health area. These deletions will be made in FY 2016 Revised bringing the total new positions to 14.0 FTE. General Adjustments Personnel: FY 2016 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY 2015. 597 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Base Adjustments: General Fund (100) • Increase Regular Benefits by $535,570 for the impact of the changes in retirement contribution rates. • Decrease Internal Services Charges by $63,874 for the impact of the changes in risk management charges. • Increase Personnel Savings by $1,644,843 based on prior years’ actuals and FY 2015 Forecast. This results in changing the budgeted personnel savings rate from 5.01% in FY 2015 to 12.82% in FY 2016. • Increase Expenditures by $22,019 for Communication Center costs from Adult Probation. • Increase Expenditures by $66,000 for Rent Increase. • Increase Expenditures by $168,906 for the impact in changes to State Risk Management Charges. • Decrease Expenditures by $120,286 for the change in Overhead costs to Detention Operations Fund (255). • Decrease Expenditures by $45,339 for Change in Pay Rates. • Decrease Expenditures by $5,906 for Reduction in Other Personnel. • Increase Regular benefits by $261,696 for the impact of the changes in health and dental premium rates. Juvenile Probation Grants Fund (227) • Increase Regular Benefits by $89,317 for the impact of the changes in retirement contribution rates. • Decrease revenues by $554,970 to reflect an expected reduction in grant awards for FY 2016. • Decrease Expenditures by $634,287 to maintain structural balance. Detention Fund (255) Operating • Increase Regular Benefits by $542,245 for the impact of the changes in retirement contribution rates. • Decrease Expenditures by $405,939 for changes in pay rates. • Decrease Internal Services Charges by $67,710 for the impact of the changes in risk management charges. • Increase Personnel Savings by $804,525 based on prior years’ actuals and FY 2015 Forecast. This results in changing the budgeted personnel savings rate from 6.43% in FY 2015 to 9.28% in FY 2016. • Reallocate $120,286 from the General Fund (100) to the Detention Fund (255) for the Administrative Cost Distribution. • Increase Expenditures by $116,556 for Overtime. • Decrease Expenditures by $118,154 for Temporary Pay. • Decrease Expenditures by $11,971 for Other Personnel. • Increase Regular Benefits by $346,296 for the impact of the changes in health and dental premium rates. Juvenile Probation Diversion Fund (275) Operating • Decrease Revenues by $37,423 to reflect a decrease in probation diversion fee collection anticipated in FY 2016. • Decrease Expenditures by $37,423 to maintain structural balance. 598 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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. REV VS ADOPTED VAR % 6.2% 7.7% FY 2014 ACTUAL 86.7% FY 2015 REVISED 79.6% FY 2015 FORECAST 82.6% FY 2016 ADOPTED 85.7% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 2.1% 0.8% 3.3% 2.1% 1.3% 154.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Juvenile Detention Alternatives • Juvenile Detention Medical Clinic • • Juvenile Detention Custody & Control Juvenile Mental Health Juvenile Detention Alternatives Activity The purpose of the Juvenile Detention Alternatives Activity is to provide court-ordered alternatives to detention to youth so they can be crime free and law abiding without secure care detention, enhancing community safety. Mandates: 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 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 255 - DETENTION OPERATIONS TOTAL USES FY 2015 FY 2015 REVISED FORECAST 79.6% 82.6% FY 2014 ACTUAL 86.7% 1,969 2,068 2,228 259 13.2% 2,086 1,969 2,068 2,228 259 13.2% $ 140,901 2,542,581 $ 2,683,482 $ $ REV VS ADOPTED VAR % 6.2% 7.7% 2,086 1,286.42 $ FY 2016 ADOPTED 85.7% 1,722.97 107,938 3,284,583 $ 3,392,521 599 1,479.66 $ 243.30 14.1% 25,397 (24,986) $ 3,271,296 2,289,078 $ 2,264,092 $ 3,296,693 $ 82,541 13,287 95,828 76.5% 0.4% 2.8% $ $ 1,094.82 $ $ Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activity Narrative: The Department is actively engaged in expanding both the array of alternatives to detention and the capacity of existing programs to respond to targeted needs such as evening reporting centers and domestic violence shelters. This action is in response to needs identified through data analysis in FY 2015. It is anticipated that the Demand and Output of the Juvenile Detention Alternatives Activity will grow in the coming years, leading to a reduction in days of secure care confinement for youth who qualify for an alternative program/placement and a reduction in subsequent referrals for participating youth. Base Adjustments: Detention Operations (255) • Increase Expenditures by $559,015 for Community Based Alternatives to Secure Placement. 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 Demand Expenditure Ratio Revenue Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Incidents resulting in an injury to 2.1% 0.8% 3.3% 2.1% 1.3% 154.0% detained youth or detention staff. Number of screened youth detained during the 4,884 4,950 4,503 4,884 (66) -1.3% reporting period. Number of youth screened by the Juvenile 6,718 6,728 6,517 6,718 (10) -0.1% Detention Assessment Center (JDAC). Total activity expenditures per juvenile detainee $ 4,773.45 $ 5,175.63 $ 5,519.74 $ 4,956.68 $ 218.96 2.1% during the reporting period. 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ 470,497 470,497 $ 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 22,128 561,065 22,730,323 $ 23,313,516 $ $ $ 15,000 465,800 480,800 $ $ 9,000 465,800 474,800 $ 9,000 461,000 470,000 $ 21,877 375,152 23,811,373 $ 24,208,402 $ $ (6,000) (4,800) (10,800) -40.0% -1.0% -2.2% (358) 147,189 1,264,156 $ 1,410,987 -1.7% 28.2% 5.0% 5.5% $ Expenditure 21,519 522,341 25,075,529 $ 25,619,389 $ 23,378 609,382 24,222,644 $ 24,855,404 $ Activity Narrative: While the number of youth in detention has dropped over the past several years, the number of youth waiting for treatment continues to be an issue for the Department. Juvenile Probation proposes to meet the needs of youth awaiting treatment through repurposing vacant units at each facility and bringing Cognitive Pre-Placement Programming to prepare youth for treatment services. It is anticipated that youth participating in pre-placement cognitive programming will be better prepared for treatment programming, resulting in greater success and reduced length of stay in residential placement. Youth awaiting treatment have an average length of stay (ALOS) which exceeds 75 days, bringing the overall ALOS for youth detained to 46 days. Given the decrease in the Department's ability to meet the demand for residential services, due to provider bed-space limitations, it is expected that more of these youth will end up in detention with longer stays. The expected decrease in the Detention population is not as great as has been seen in prior years. 600 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL 100.0% $ FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 77,519 84,094 83,137 76,642 (7,452) -8.9% 77,519 84,094 83,137 76,642 (7,452) -8.9% (2.97) -8.6% 36.00 $ 2,790,690 $ 2,790,690 $ 34.59 $ 2,909,106 $ 2,909,106 $ 35.05 $ 2,913,703 $ 2,913,703 $ 37.56 $ $ 2,879,030 $ 2,879,030 $ $ 30,076 30,076 1.0% 1.0% Activity Narrative: The number of Medical Health Services delivered has declined proportionately as the detention population has declined. The Department is anticipating a decrease commensurate with the decline in the detention population for FY 2016. As with the Detention Custody and Control Activity, the decline is not as great as might be anticipated due to the number of youth in detention awaiting treatment. These youth that may have an increased need for medication and medication encounters historically make up the majority of Medical Health Services provided by this activity. Base Adjustments: Detention Operations (255) • Increase Expenditures by $50,000 for Electronic Health Record Operating Costs. • Decrease Expenditures by $369,418 for Health Services. 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. 601 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% N/A 8,151 5,288 6,080 (2,071) -25.4% N/A 8,151 5,288 6,080 (2,071) -25.4% -31.3% N/A $ 255 - DETENTION OPERATIONS TOTAL USES REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 100.0% $ 1,099,540 $ 1,099,540 138.55 $ 160.39 $ 1,129,348 $ 1,129,348 $ $ 848,154 848,154 $ 181.88 $ (43.32) $ 1,105,802 $ 1,105,802 $ $ 23,546 23,546 2.1% 2.1% Activity Narrative: Demand for mental health screenings has decreased as the juvenile detention population has decreased. 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 2014 ACTUAL 76.0% FY 2015 FY 2015 REVISED FORECAST 79.9% 75.8% FY 2016 ADOPTED 78.1% REV VS ADOPTED VAR % (1.7%) -2.2% 79.2% 82.5% 80.3% 81.3% (1.2%) -1.5% 74.7% 79.2% 80.6% 76.6% (2.6%) -3.3% 87.6% 87.0% 88.2% 89.5% 2.5% 2.9% 78.0% 78.6% 73.8% 75.4% (3.2%) -4.0% 83.6% 81.6% 85.3% 85.6% 4.0% 4.9% Activities that comprise this program include: • Juvenile Court Diversion • Juvenile Teen Court • Juvenile Drug Diversion Juvenile Court Diversion Activity The purpose of the Juvenile Court Diversion Activity is to provide case management to youth who receive diversion-eligible referrals so they can complete referral consequences and services without formal court intervention. Mandates: A.R.S. §8-321 establishes that the 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. 602 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 76.0% $ FY 2015 FY 2015 REVISED FORECAST 79.9% 75.8% REV VS ADOPTED VAR % (1.7%) -2.2% FY 2016 ADOPTED 78.1% 79.2% 82.5% 80.3% 81.3% (1.2%) -1.5% 6,530 6,286 7,033 7,215 929 14.8% 6,530 6,286 7,033 7,215 929 14.8% 50.80 13.7% 397.06 $ 371.48 $ 302.65 $ 320.68 $ Revenue 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL SOURCES $ 2,806,737 238,287 $ 3,045,024 $ 2,347,790 245,994 $ 2,593,784 $ 2,347,790 209,246 $ 2,557,036 $ 2,024,450 208,571 $ 2,233,021 $ 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL USES 740,512 1,700,264 152,042 $ 2,592,818 $ 1,093,942 1,076,853 164,327 $ 2,335,122 $ $ $ $ (323,340) (37,423) (360,763) -13.8% -15.2% -13.9% 197,451 (138,548) (37,459) 21,444 18.0% -12.9% -22.8% 0.9% Expenditure $ 752,986 1,211,193 164,327 $ 2,128,506 896,491 1,215,401 201,786 $ 2,313,678 $ Activity Narrative: The Department has seen slight increases in youth eligible for Juvenile Court Diversion even though overall referrals continue to decline. There has been an increased focus on the outcomes of Diversion in part to support the Department’s focus on dually-involved youth and success rates are expected to improve slightly as a result. The Department is actively engaged in development of a more structured case plan geared toward risk and need factors identified by the Arizona Youth Assessment System. In addition, a new graduated response matrix is in development and should be implemented in FY 2016. Base Adjustments: Juvenile Probation Diversion Fund (275) Non Recurring Non Project • Increase Expenditures by $175,915 to offset the decrease in operating revenue in Juvenile Probation Diversion Fund (275). 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. 603 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio REV VS ADOPTED Measure FY 2014 FY 2015 FY 2015 FY 2016 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of juveniles that completed Drug 78.0% 78.6% 73.8% 75.4% (3.2%) -4.0% Diversion successfully in the quarter. Percent of juveniles that completed Drug 83.6% 81.6% 85.3% 85.6% 4.0% 4.9% Diversion successfully and were not referred to court for a delinquent referral. Number of new juveniles receiving Drug 1,295 1,555 1,481 1,535 (20) -1.3% Diversion Services during the month. Number of eligible juveniles required to 1,295 1,554 1,481 1,535 (19) -1.2% participate in Drug Diversion Services during the month. Total Activity Expenditure (per participant) to $ 381.16 $ 419.29 $ 470.87 $ 470.89 $ (51.60) -12.3% provide Drug Diversion services during the reporting period. Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ $ 216,772 192,396 84,436 493,604 243,218 326,124 82,654 651,996 $ $ $ $ 251,329 363,380 82,654 697,363 $ $ 261,793 367,061 93,959 722,813 $ $ (18,575) (40,937) (11,305) (70,817) -7.6% -12.6% -13.7% -10.9% Activity Narrative: There has been an increased focus on the outcomes of all Early Intervention programs and success rates are expected to improve slightly as a result. The Department has seen slight increases in youth eligible for Diversion even though overall referrals continue to decline. Juvenile Probation does not anticipate any change in the coming year. The Department is actively engaged in development of a more structured case plan geared toward risk and need factors identified by the Arizona Youth Assessment System. In addition, a new graduated response matrix is in development and should be implemented in FY 2016. 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 2014 ACTUAL 74.7% FY 2015 FY 2015 REVISED FORECAST 79.2% 80.6% FY 2016 ADOPTED 76.6% REV VS ADOPTED VAR % (2.6%) -3.3% 87.6% 87.0% 88.2% 89.5% 2.5% 2.9% 1,269 1,008 1,059 1,310 302 30.0% 1,269 1,008 1,059 1,280 272 27.0% $ 393.96 $ 684.94 $ 657.15 $ 547.05 $ 137.90 20.1% $ 258,004 148,992 92,939 499,935 $ 188,909 413,992 87,522 690,423 $ 196,741 411,655 87,522 695,918 $ 205,482 412,370 98,777 716,629 $ (16,573) 1,622 (11,255) (26,206) -8.8% 0.4% -12.9% -3.8% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ $ $ $ $ Activity Narrative: The Department has seen slight increases in youth eligible for Diversion. Teen Court remains a positive option for youth and is expected to increase as detention alternatives continue to become more available. 604 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 98.5% FY 2015 REVISED 98.5% FY 2015 FORECAST 98.5% FY 2016 ADOPTED 98.5% REV VS ADOPTED VAR % 0.0% 0.0% 92.9% 95.1% 95.1% 98.5% 3.4% 3.6% 95.9% 97.9% 98.3% 96.8% (1.1%) -1.1% Activities that comprise this program include: • Juvenile Law Related Education • Juvenile Truancy Reduction Juvenile Law Related Education Activity The purpose of the Juvenile Law Related Education Activity is to provide law related education and educational opportunities to youth attending schools with Safe Schools and/or Teen Court Programs so they can learn about the legal system. Mandates: Discretionary services. Measure Type Result Result Output Output Demand Demand Expenditure Ratio Measure Description Percent of youth who attended law related education that report an increased awareness of the legal system (survey results). Percent of youth who attended law related education that report a feeling of safety while on school campus. Number of youth participants (volunteers) in Teen Court plus the number of LRE Youth contacts. Number of Law Related Education Hours delivered. Number of youth requesting Teen Court Volunteer training plus the Safe Schools population. Number of Law Related Education Hours requested. Total activity expenditures per youth who receives LRE, attends Teen Court Volunteer Training, or is a volunteer in Teen Court during the reporting period. FY 2014 ACTUAL 98.5% FY 2015 REVISED 98.5% FY 2015 FORECAST 98.5% FY 2016 ADOPTED 98.5% 92.9% 95.1% 95.1% 98.5% REV VS ADOPTED VAR % 0.0% 0.0% 3.4% 3.6% 43,290 46,458 31,478 32,276 (14,182) -30.5% 1,434 1,608 1,047 1,075 (533) -33.1% 7,333 7,871 4,846 4,532 (3,339) -42.4% 1,434 1,608 1,047 1,075 (533) -33.1% $ 14.34 $ 18.12 $ 18.37 $ 19.29 $ (1.16) -6.4% 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ - $ $ 626,511 626,511 $ $ 626,511 626,511 $ $ 268,681 268,681 $ $ (357,830) (357,830) -57.1% -57.1% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 114,774 505,835 620,609 $ 458,317 383,615 841,932 $ 109,423 468,836 578,259 $ 261,910 360,586 622,496 $ 196,407 23,029 219,436 42.9% 6.0% 26.1% Revenue Expenditure $ $ 605 $ $ $ Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activity Narrative: The Department's ability to provide Law Related Education and Training (LRE) decreased in FY 2015 due to the loss of grant funding. It is expected that the ability of the Department to provide LRE hours will not increase in FY 2016 and may decline even as an increase in Teen Court is anticipated. 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 2015 FY 2015 REVISED FORECAST 98.3% 97.9% FY 2014 ACTUAL 95.9% FY 2016 ADOPTED 96.8% REV VS ADOPTED VAR % (1.1%) -1.1% 747 614 712 766 152 24.8% 863 1,092 1,003 846 (246) -22.5% $ 596.63 $ 716.05 $ 508.95 $ 507.19 $ 208.86 29.2% $ 133,225 312,455 445,680 $ 250,753 188,900 439,653 $ 121,452 240,923 362,375 $ 248,384 140,122 388,506 $ 2,369 48,778 51,147 0.9% 25.8% 11.6% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ $ $ $ $ Activity Narrative: The Department has been promoting Court Unified Truancy Suppression (CUTS) lite interviews for youth at risk of truancy referrals. Experience suggests that this reduces formal truancy citations from being issued. This is reflected in the reduction in new truancy referrals in FY 2016. 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. 606 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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. REV VS ADOPTED VAR % 0.2% 0.3% FY 2014 ACTUAL 56.4% FY 2015 REVISED 56.2% FY 2015 FORECAST 56.2% FY 2016 ADOPTED 56.4% 72.8% 63.8% 71.3% 76.3% 12.5% 19.6% 78.1% 73.9% 82.4% 83.8% 9.9% 13.4% 70.3% 74.4% 74.4% 70.3% (4.2%) -5.6% 99.6% 70.1% 99.7% 70.7% 99.2% 82.2% 99.4% 78.1% (0.2%) 7.4% -0.2% 10.4% Activities that comprise this program include: • Juvenile Intensive Supervision • Juvenile Restitution & Public Service • 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. 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 2014 ACTUAL 56.4% $ FY 2015 FY 2015 REVISED FORECAST 56.2% 56.2% FY 2016 ADOPTED 56.4% 72.8% 63.8% 71.3% 76.3% 370 434 409 370 434 409 5,667.95 $ 5,242.16 $ 4,701.61 $ REV VS ADOPTED VAR % 0.2% 0.3% 12.5% 19.6% 377 (57) -13.1% 377 (57) -13.1% 5,942.46 $ (700.30) -13.4% $ 2,206,666 33,641 $ 2,240,307 $ 4,907 29,882 34,789 0.2% 47.0% 1.5% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 2,088,484 8,657 $ 2,097,141 $ 2,211,573 63,523 $ 2,275,096 $ 1,901,186 21,772 $ 1,922,958 $ Activity Narrative: The Department is actively engaged in development of a more structured case plan geared toward risk and need factors identified by the Arizona Youth Assessment System. In addition, a new graduated response matrix is in development and should be implemented in the next 607 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget fiscal year. Both of these are expected to reduce recidivism for youth on intensive supervision. Shifts detected in early FY 2015 have led to the Department anticipating a decrease in youth ordered to Intensive Probation in FY 2016. 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 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 apply for acceptance to Juvenile Restitution & Public Service (JCORPS). Total activity expenditures per juvenile that participates in Juvenile Restitution & Public Service opportunities. FY 2015 REVISED 99.7% 70.7% FY 2014 ACTUAL 99.6% 70.1% FY 2015 FORECAST 99.2% 82.2% FY 2016 ADOPTED 99.4% 78.1% REV VS ADOPTED VAR % -0.2% (0.2%) 7.4% 10.4% 1,354 1,401 1,440 1,411 10 0.7% 1,360 1,404 1,451 1,419 15 1.1% $ 318.05 $ 313.03 $ 274.06 $ 280.90 $ 32.13 10.3% 229 - JUVENILE RESTITUTION TOTAL SOURCES $ $ 999 999 $ $ 9,135 9,135 $ $ 3,309 3,309 $ $ 3,135 3,135 $ $ (6,000) (6,000) -65.7% -65.7% 100 - GENERAL 229 - JUVENILE RESTITUTION TOTAL USES $ 292,762 9,071 301,833 $ 302,402 10,000 312,402 $ 315,713 8,495 324,208 $ 306,112 4,000 310,112 $ (3,710) 6,000 2,290 -1.2% 60.0% 0.7% Revenue Expenditure $ $ $ $ $ Activity Narrative: Continued process improvements have led to changes in the ways that youth work crews are put together. The Department is anticipating a decrease from Forecast in the number of youth served in FY 2016 due to the changes made to youth work crews. Base Adjustments: Juvenile Probation Restitution Fund (229) Operating • Decrease Revenue by $6,000 due to lower expected collection. • Decrease Expenditures by $6,000 due to decrease in Operating Revenue. 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. 608 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL 78.1% 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. 70.3% 74.4% 74.4% 70.3% 2,155 2,238 2,268 2,155 2,238 2,268 Output Demand Expenditure Ratio FY 2015 FY 2015 REVISED FORECAST 73.9% 82.4% FY 2016 ADOPTED 83.8% REV VS ADOPTED VAR % 13.4% 9.9% (4.2%) -5.6% 2,184 (54) -2.4% 2,184 (54) -2.4% $ 3,405.06 $ 5,064.50 $ 4,664.05 $ 4,885.67 $ 178.83 3.5% 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE $ 189,925 334,917 $ 213,573 248,000 $ 273,168 200,440 $ 354,072 248,000 $ 140,499 - 65.8% 0.0% TOTAL SOURCES $ 524,842 $ 461,573 $ 473,608 $ 602,072 $ 140,499 30.4% Revenue Expenditure 100 - GENERAL $ 4,317,420 227 - JUVENILE PROBATION GRANTS 56,787 228 - JUVENILE PROBATION SPECIAL FEE 2,963,696 $ 6,910,839 593,012 3,830,500 $ 6,601,380 362,879 3,613,804 $ 7,203,442 408,732 3,058,130 $ (292,603) 184,280 772,370 -4.2% 31.1% 20.2% TOTAL USES $ 11,334,351 $ 10,578,063 $ 10,670,304 $ 664,047 5.9% $ 7,337,903 Activity Narrative: The Department is not expecting any increase in the number of new juveniles on Standard Supervision status as a result of fewer youth being referred to the Juvenile Court. Juvenile Probation is actively engaged in development of a more structured case plan geared toward risk and need factors identified by the Arizona Youth Assessment System. In addition, a new graduated response matrix is in development and should be implemented in the next fiscal year. Both of these are expected to reduce recidivism for youth on Standard Supervision. Base Adjustments: General Fund(100) • Reduction in Allocation Out by $488,639 to Juvenile Probation Special Fees Fund (228) Juvenile Probation Special Fees Fund (228) Operating • Decrease in Allocation In by $488,639 from General Fund (100) • Decrease Expenditures by $388,353 to offset the decrease in operating revenue in Juvenile Probation Special Fees Fund (228). Juvenile Probation Special Fees Fund (228) Non Recurring Non Project • Use of $388,353 of Fund Balance due to Revenue Shortfall 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. 609 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Program Results Measure Description Percent of youth who successfully complete Drug Court. Percent of youth who do not receive a subsequent adjudication (including VOP) while participating in Drug Court during the year. Percent of juveniles who did not reoffend with a new delinquent referral within the time period. Percent of youth who do not receive a subsequent adjudication (includes VOP) while supervised by Treatment Supervision Unit (includes aftercare). Percent of youth who did not reoffend with a new delinquent referral within the quarter. Percent of youth who do not receive a subsequent adjudication (including VOP) while supervised by the Special Supervision Unit. Percent of youth who did not reoffend with a new delinquent referral within the quarter. FY 2014 ACTUAL 23.5% FY 2015 REVISED 24.2% FY 2015 FORECAST 28.8% FY 2016 ADOPTED 29.1% 59.6% 84.9% 84.9% 60.0% (24.9%) -29.3% 85.2% 81.3% 84.3% 88.0% 6.7% 8.3% 88.0% 91.9% 91.9% 91.9% 0.0% 0.0% 99.5% 94.5% 96.7% 99.5% 5.0% 5.3% 79.6% 81.7% 81.7% 79.5% (2.2%) -2.7% 96.1% 97.0% 96.2% 95.5% (1.5%) -1.6% Activities that comprise this program include: • Juvenile Drug Court • Juvenile Out of Home Case Management • REV VS ADOPTED VAR % 4.9% 20.2% 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. 610 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Result Output Demand Expenditure Ratio Revenue Measure Description Percent of youth who successfully complete Drug Court. Percent of youth who do not receive a subsequent adjudication (including VOP) while participating in Drug Court during the year. Percent of juveniles who did not reoffend with a new delinquent referral within the time period. Number of new youth participants in Drug Court. Number of youth who are screened to participate in Drug Court. Total activity expenditure per youth participant in Drug Court. FY 2014 ACTUAL 23.5% FY 2015 REVISED 24.2% FY 2015 FORECAST 28.8% FY 2016 ADOPTED 29.1% 59.6% 84.9% 84.9% 60.0% (24.9%) -29.3% 85.2% 81.3% 84.3% 88.0% 6.7% 8.3% REV VS ADOPTED VAR % 4.9% 20.2% 54 58 67 63 5 8.6% 125 146 171 150 4 2.7% $ 8,705.65 $ 11,749.36 $ 8,729.82 $ 8,749.68 $ 2,999.68 25.5% 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ 27,571 27,571 $ $ - $ $ - $ $ - $ $ - N/A N/A 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 427,864 42,241 470,105 $ 524,839 156,624 681,463 $ 466,273 118,625 584,898 $ 455,137 96,093 551,230 $ 69,702 60,531 130,233 13.3% 38.6% 19.1% Expenditure $ $ $ $ $ Activity Narrative: The Juvenile Drug Court continues to focus on improving processes and services to the youth. As a result, an improvement in outcomes and an increase in youth served is expected. 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 Demand Expenditure Ratio Measure Description Percent of youth who do not receive a subsequent adjudication (includes VOP) while supervised by Treatment Supervision Unit (includes aftercare). Percent of youth who did not reoffend with a new delinquent referral within the quarter. Number of new youth in Out of Home therapeutic treatment (and aftercare) supervised by the Treatment Supervision Unit. Number of new youth requiring Out of Home therapeutic treatment (and aftercare) supervised by the Treatment Supervision Unit. Total activity expenditure per youth requiring Out of Home therapeutic treatment (and aftercare) supervised by the Treatment Supervision Unit. FY 2014 ACTUAL 88.0% FY 2015 REVISED 91.9% FY 2015 FORECAST 91.9% FY 2016 ADOPTED 91.9% REV VS ADOPTED VAR % 0.0% 0.0% 99.5% 94.5% 96.7% 99.5% 5.0% 5.3% 726 718 663 743 25 3.5% 726 718 663 743 25 3.5% 271.32 15.7% $ 435.87 $ 1,733.60 $ 1,529.38 $ 1,462.28 $ 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ - $ $ 702,652 702,652 $ $ 702,652 702,652 $ $ 702,452 702,452 $ $ (200) (200) -0.0% -0.0% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 316,444 316,444 $ 776,450 468,277 $ 1,244,727 $ 613,531 400,447 $ 1,013,978 $ 786,668 299,808 $ 1,086,476 $ (10,218) 168,469 158,251 -1.3% 36.0% 12.7% Revenue Expenditure $ $ Activity Narrative: The Department experienced a decreased ability to meet the demand for residential services through rate increases in Administrative Office of the Courts managed treatment 611 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget contracts. The demand for out of home services has increased. The Department is actively engaged in development of a more structured case plan geared toward risk and need factors identified by the Arizona Youth Assessment System. A new graduated response matrix is in development and should be implemented in the next fiscal year. 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 Measure Description 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. Number of new youth adjudicated of a sexual offense and supervised by the Special Supervision Unit (SSU). Number of youth adjudicated of a sexual offense. Total activity expenditure per youth supervised by the Special Supervision Unit (SSU). FY 2014 ACTUAL 79.6% FY 2015 REVISED 81.7% FY 2015 FORECAST 81.7% FY 2016 ADOPTED 79.5% 96.1% 97.0% 96.2% 95.5% REV VS ADOPTED VAR % (2.2%) -2.7% (1.5%) -1.6% 100 97 102 106 9 9.3% 117 101 99 112 11 10.9% $ 8,472.55 $ 10,008.39 $ 8,731.16 $ $ 724,152 123,103 847,255 $ $ 743,344 147,234 890,578 $ 9,634.31 $ 374.08 3.7% 859,071 162,166 $ 1,021,237 $ (51,322) 899 (50,423) -6.4% 0.6% -5.2% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ $ 807,749 163,065 970,814 $ $ Activity Narrative: The Juvenile Sex Offender Case Management caseloads show a slight increase in the population served. Recidivism is historically low with this group, so little change is expected. The Department is actively engaged in development of a more structured case plan geared toward risk and need factors identified by the Arizona Youth Assessment System. In addition, a new graduated response matrix is in development and should be implemented in the next fiscal year. 612 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan 17,279,942 $ 19,750 $ 718,508 $ 717,099 1,409 - $ 17,998,450 $ 19,750 $ 1,502 $ 178 1,324 - $ 17,999,952 $ 19,750 $ 535,570 $ 535,570 (924,684) $ 784,033 - Agenda Item: C-49-15-002-2-00 C-49-15-012-2-00 FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: C-49-15-012-2-00 FY 2016 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Preplacement Services Increase in Rent Reduction in Allocation Out to the Juvenile Probation Special Fee Increase in Communication Center Cost from Adult Probation Increase in State Risk Management Charges Change in Overhead Cost to Detention Fund Change in Pay Rates Reduction in Other Personnel Internal Service Charges Decrease Risk Management Charges Personnel Savings Increase savings rate from FY 2015 Budget of 5.01% to 12.82% Fees and Other Revenues ProgRevenue Volume Inc/Dec FY 2016 Tentative Budget $ $ 210,000 66,000 488,639 22,019 168,906 (120,286) (45,339) (5,906) $ (63,874) - (1,644,843) - $ - $ - (4,200) (4,200) $ 17,610,838 $ -2.2% 15,550 -21.3% $ 261,696 $ 261,696 - $ 17,872,534 $ -0.7% 15,550 -21.3% Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums (63,874) Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 613 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Grants Fund (227) Revenue Expenditures OPERATING $ 4,160,865 $ 4,160,865 $ 195,461 195,461 $ 195,461 195,461 FY 2015 Revised Budget $ 4,356,326 $ 4,356,326 FY 2016 Baseline Budget $ 4,356,326 $ 4,356,326 $ 89,317 89,317 $ - FY 2015 Adopted Budget Agenda Item: Adjustments: Grants, Donations and Intergovernmental Agreements Grants Juv Prob FY 15 Grant Recon C-27-15-004-2-00 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount $ (634,287) $ (634,287) (544,970) (544,970) $ 3,811,356 $ -12.5% 3,811,356 -12.5% Juvenile Probation Grants Fund (227) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 4,708,540 4,708,540 $ $ 4,160,865 4,160,865 $ $ 4,356,326 4,356,326 Uses: Operating Total Uses: $ $ 4,098,905 4,098,905 $ $ 4,160,865 4,160,865 $ $ Structural Balance $ 609,635 $ - Accounting Adjustments $ (10) $ - Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ (196,713) $ 412,912 412,912 $ $ (196,713) $ 412,912 $ 412,912 $ $ 4,356,326 4,356,326 $ $ 3,811,356 3,811,356 4,356,326 4,356,326 $ $ 4,356,326 4,356,326 $ $ 3,811,356 3,811,356 $ - $ - $ - $ - $ - $ - - $ (196,713) (196,713) $ 412,912 412,912 $ 412,912 412,912 - $ (196,713) (196,713) $ 614 (196,713) $ FY 2016 ADOPTED $ Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Special Fees Fund (228) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 3,546,769 $ 3,546,769 FY 2015 Revised Budget $ 3,546,769 $ 3,546,769 FY 2016 Baseline Budget $ 3,546,769 $ 3,546,769 $ (488,639) $ (488,639) - $ - $ (388,353) $ (388,353) (876,992) (876,992) - 2,669,777 $ -24.7% 2,669,777 -24.7% Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Decrease in Allocation from the General Fund Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Functions Reallocate Expenditures to Non Recurring Non Project to use Fund Balance $ (488,639) $ $ (388,353) FY 2016 Adopted Budget Percent Change from Baseline Amount $ Revenue Expenditures NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 283,731 $ - FY 2015 Revised Budget $ 283,731 $ - $ (283,731) $ (283,731) - $ - $ - $ 388,353 $ 388,353 - $ 388,353 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Reallocations Reallocation Between Functions Use of Fund Balance due to Revenue Shortfall Agenda Item: $ 388,353 FY 2016 Adopted Budget Juvenile Probation Special Fees Fund (228) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 1,317,421 $ 1,310,479 $ 1,310,479 $ 1,364,967 $ 420,940 Sources: Operating Total Sources: $ $ 3,586,070 3,586,070 $ $ 3,546,769 3,546,769 $ $ 3,546,769 3,546,769 $ $ 2,669,777 2,669,777 $ $ 2,669,777 2,669,777 $ $ $ $ 3,330,073 283,731 3,613,804 $ $ 3,546,769 283,731 3,830,500 $ $ 3,546,769 283,731 3,830,500 $ 2,669,777 388,353 3,058,130 $ - $ - $ (660,296) $ - (4) $ - $ - $ - $ - 1,026,748 1,026,748 $ $ 1,026,748 1,026,748 $ $ 420,940 420,940 $ $ 32,587 32,587 Uses: Operating Non-Recurring Total Uses: $ 3,538,520 3,538,520 Structural Balance $ 47,550 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,364,967 1,364,967 $ $ 615 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Juvenile Probation Restitution Fund (229) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 10,000 $ 10,000 FY 2015 Revised Budget $ 10,000 $ 10,000 FY 2016 Baseline Budget $ 10,000 $ 10,000 $ - $ (6,000) $ (6,000) (6,000) (6,000) - 4,000 $ -60.0% 4,000 -60.0% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ Juvenile Probation Restitution Fund (229) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 59,073 $ 53,758 $ 53,758 $ 51,241 $ 46,623 Sources: Operating Total Sources: $ $ 1,239 1,239 $ $ 10,000 10,000 $ $ 10,000 10,000 $ $ 3,877 3,877 $ $ 4,000 4,000 Uses: Operating Total Uses: $ $ 9,071 9,071 $ $ 10,000 10,000 $ $ 10,000 10,000 $ $ 8,495 8,495 $ $ 4,000 4,000 Structural Balance $ (7,832) $ - $ - $ (4,618) $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 51,241 51,241 53,758 53,758 $ $ 53,758 53,758 $ $ 46,623 46,623 $ $ 616 $ $ 46,623 46,623 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Detention Fund (255) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan - $ 457,278 $ 442,276 8,922 6,080 - $ 33,629,649 $ - $ 21,406 $ 1,121 (6,080) 26,365 - $ 33,651,055 $ - $ 542,245 $ 542,245 (931,860) $ (59,625) - C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Community Based Alternatives to Secure Placement Electronic Health Record Operating Costs Increase in Overtime Changes in Pay Rates Increase in Allocation from the General Fund Decrease in Temporary Pay Decrease in Health Services Decrease in Other Personnel Internal Service Charges Decrease in Risk Management Charges Personnel Savings From 6.43% to 9.28% 33,172,371 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: $ FY 2016 Tentative Budget $ 559,015 50,000 116,556 (405,939) 120,286 (118,154) (369,418) (11,971) $ (67,710) (67,710) - (804,525) - $ 33,261,440 $ -1.2% - $ 346,296 $ 346,296 - $ 33,607,736 $ -0.1% - Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 617 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Juvenile Probation Diversion Fund (275) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 251,518 $ 251,518 FY 2015 Revised Budget $ 251,518 $ 251,518 FY 2016 Baseline Budget $ 251,518 $ 251,518 $ - $ (37,423) $ (37,423) (37,423) (37,423) - 214,095 $ -14.9% 214,095 -14.9% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Decrease in Operating Expenditures to Use Fund Balance Agenda Item: $ $ (37,423) FY 2016 Adopted Budget Percent Change from Baseline Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 82,985 $ - FY 2015 Revised Budget $ 82,985 $ - $ (82,985) $ (82,985) - $ - $ - $ 175,915 $ 175,915 - $ 175,915 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Use of Fund Balance to Cover Operating Costs Agenda Item: $ 175,915 FY 2016 Adopted Budget Juvenile Probation Diversion Fund (275) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 787,470 $ 716,850 $ 716,850 $ 696,714 $ 576,306 Sources: Operating Total Sources: $ $ 238,657 238,657 $ $ 251,518 251,518 $ $ 251,518 251,518 $ $ 214,095 214,095 $ $ 214,095 214,095 $ $ $ $ $ 251,518 82,985 334,503 $ $ 251,518 82,985 334,503 $ 214,095 175,915 390,010 (37,423) $ - Uses: Operating Non-Recurring Total Uses: $ 329,417 329,417 $ 251,518 82,985 334,503 Structural Balance $ (90,760) $ - $ - $ Accounting Adjustments $ 4 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 696,714 696,714 $ $ 633,865 633,865 $ $ 633,865 633,865 $ $ 576,306 576,306 $ $ 400,391 400,391 618 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Management and Budget Management and Budget Analysis by Jack L. Patton, Principal Management and Budget Analyst Summary Mission The mission of the Office of Management and Budget (OMB) is to develop and maintain a sustainable, structurally-balanced budget for the Board of Supervisors and County Manager so that they can achieve the County’s mission within available resources. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals Fiscal Strength 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 2014, the actual mandated state contributions reflected as a percent of the General Fund Operating revenue increased to 21.0% from 20.8% in FY 2013. While operating revenue increased by nearly $9 million in FY 2014, it was offset by an increase in mandated payments to the state of $3 million, primarily due to a $2.2 million increase due to Arnold v. Sarn. In FY 2015, budgeted mandated state contributions are expected to decrease to 20.1% due to an increase in operating General Fund revenue of $53 million or a 5.0% increase. The County has nearly attained the 20% target goal as a result of increased revenue coupled with meager increases in state contributions of less than one percent in FY 2015. Although improvement in the economy has assisted the County’s ratio for this measure, the 2015 State Legislature adopted additional funding mandates for Arizona Counties. Therefore, in FY 2016, Maricopa County will be required to contribute 25% of the cost to provide services and house youth in a juvenile detention facility. Furthermore, counties are now required to contribute to funding the Department of Revenue in proportion to the amount of tax revenue they receive. These two changes are estimated to result in an additional $10 million in revenue shifts from Maricopa County to the State in FY 2016. Increased risks for attaining the 20% goal include the State’s projected revenue shortfall if they are required to increase K-12 funding, the growing population of adults 65 years and older which increases the eligibility pool for ALTCS, the growth of SVP populations, the rate of medical inflation which is nearly twice the amount of the CPI measure of inflation and the growth of the two new state mandates. 619 Maricopa County Annual Business Strategies FY 2016 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: Based on the FY 2015 Forecast, it is anticipated that by year-end 89.4% of budgeted operating expenditures will support direct program activities. This would be a slight decrease from the 90.3% in FY 2014, but still above the 88% target threshold. During the FY 2015 budget process, the definitions for the indirect service activities were updated to more clearly define when an indirect services activity should be utilized. This change should increase the accuracy in assessing this goal measure. 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: In FY 2014, 25.4% of actual operating revenue was comprised of non-taxbased revenue. This is forecasted to decrease to 24.8% in FY 2015 as a result of strong growth rates in property, state sales, vehicles license, jail excise and highway user taxes. 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 FY 2014, for the third straight year, Maricopa County’s total tax revenue as a percentage of personal income is below the target value of .8%. The ratio of .73% in FY 2014 is due to County personal income growing by 3.8% while tax revenue grew by 2.4%. The slower growth in tax revenues is a result of the decrease in the property tax levy of 3.6% in FY 2014. In FY 2015, this ratio is expected to maintain below target at .74% and personal income and tax revenue are projected to grow by 5.1% and 6.6%, respectively. This demonstrates the County’s continued commitment to setting a property tax rate well below the levy limit. Of the five major revenue sources utilized in this measure, only one, the property tax levy is determined annually by the Board of Supervisors. The other four revenue sources are determined by Arizona State statutes. 620 Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % USES BDMF - BUDGET DEV MON FORECASTING 49PB - PLANNING AND BUDGETING $ $ 1,863,334 $ 1,863,334 $ 2,040,356 $ 2,040,356 $ 2,137,155 $ 2,137,155 $ 2,081,959 $ 2,081,959 $ 2,253,611 $ 2,253,611 $ BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 64,955 $ 178,757 243,712 $ 64,758 $ 48,683 212,687 326,128 $ 38,150 $ 8,456 212,687 259,293 $ 1,242 $ 9,684 179,340 190,266 $ - $ 163,203 163,203 $ 38,150 8,456 49,484 96,090 100.0% 100.0% 23.3% 37.1% $ - $ 4,836 4,836 $ 10,476 $ 5,690 16,166 $ 10,476 $ 5,690 16,166 $ 9,127 $ 5,688 14,815 $ 9,720 $ 4,622 14,342 $ 756 1,068 1,824 7.2% N/A 18.8% 11.3% TOTAL PROGRAMS $ 2,111,882 $ 2,382,650 $ 2,412,614 $ 2,287,040 $ 2,431,156 $ (18,542) -0.8% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ (116,456) (116,456) -5.4% -5.4% Sources and Uses by Category CATEGORY PERSONAL SERVICES $ 0701 - REGULAR PAY 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2015 ADOPTED FY 2014 ACTUAL FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED % VAR 1,258,585 $ 389,254 308,524 1,956,363 $ 1,306,430 $ 403,399 66,850 377,970 2,154,649 $ 1,320,998 $ 410,950 175,321 277,344 2,184,613 $ 1,359,527 $ 421,649 54,263 254,824 2,090,263 $ 1,371,031 $ 448,286 157,814 200,559 2,177,690 $ (50,033) (37,336) 17,507 76,785 6,923 -3.8% -9.1% 10.0% 27.7% 0.3% $ SUBTOTAL $ 1,203 $ 1,203 $ 10,280 $ 10,280 $ 10,280 $ 10,280 $ 5,061 $ 5,061 $ 10,290 $ 10,290 $ (10) (10) -0.1% -0.1% SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ ALL EXPENDITURES $ 97,376 $ 7,931 22,673 145 702 128 25,361 154,316 $ 2,111,882 $ 166,583 $ 8,004 3,000 32,034 500 7,200 400 217,721 $ 2,382,650 $ 166,583 $ 8,004 3,000 32,034 500 7,200 400 217,721 $ 2,412,614 $ 161,229 $ 9,264 200 16,521 1,120 3,171 181 30 191,716 $ 2,287,040 $ 111,393 $ 8,000 3,000 32,198 8,000 3,400 400 76,785 243,176 $ 2,431,156 $ 55,190 4 (164) (7,500) 3,800 (76,785) (25,455) (18,542) 33.1% 0.0% 0.0% -0.5% -1500.0% 52.8% 0.0% N/A N/A -11.7% -0.8% TOTAL USES $ 2,111,882 $ 2,382,650 $ 2,412,614 $ 2,287,040 $ 2,431,156 $ (18,542) -0.8% SUPPLIES 0801 - GENERAL SUPPLIES Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 2,111,882 $ 2,111,882 $ 2,382,650 $ 2,382,650 $ 2,412,614 $ 2,412,614 $ 2,287,040 $ 2,287,040 $ 2,431,156 $ 2,431,156 $ (18,542) (18,542) -0.8% -0.8% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,111,882 $ 2,111,882 $ 2,382,650 $ 2,382,650 $ 2,412,614 $ 2,412,614 $ 2,287,040 $ 2,287,040 $ 2,431,156 $ 2,431,156 $ (18,542) (18,542) -0.8% -0.8% Staffing by Program and Activity PROGRAM/ACTIVITY INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL PLANNING AND BUDGETING BUDGET DEV MON FORECASTING PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.00 1.30 2.30 1.00 .30 1.30 .00 .00 - - - - N/A N/A N/A 16.70 16.70 19.00 16.70 16.70 18.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 - 0.0% 0.0% 0.0% 621 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Management and Budget Staffing by Market Range Title MARKET RANGE TITLE Administrator Budget Administrator Budget Analyst Budget Analyst Senior Budget Supervisor Business Systems Analyst-Sr/Ld Deputy Director - Budget Finance/Business Analyst Department Total FY 2014 ADOPTED 1.00 1.00 11.00 3.00 2.00 1.00 19.00 FY 2015 ADOPTED 1.00 1.00 11.00 2.00 2.00 1.00 18.00 FY 2015 REVISED FY 2015 FORECAST FY 2014 ADOPTED 19.00 19.00 FY 2015 ADOPTED 18.00 18.00 FY 2015 FY 2015 REVISED FORECAST 19.00 19.00 19.00 19.00 1.00 8.00 3.00 3.00 1.00 2.00 1.00 19.00 1.00 8.00 3.00 3.00 1.00 2.00 1.00 19.00 FY 2016 ADOPTED 1.00 8.00 3.00 3.00 1.00 2.00 1.00 19.00 REVISED TO ADOPTED VARIANCE VAR % N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 19.00 0.0% 19.00 0.0% General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) • Decrease Regular Benefits by $1,819 for the impact of the changes in retirement contribution rates. • Decrease expenditures by $1,071 for the impact of the changes in risk management charges. • Increase Regular Benefits by $21,432 for the impact of the change in health and dental premium rates. Programs and Activities Planning and Budgeting Program The purpose of the Planning and Budgeting Program is to provide planning, performance management, and budgeting services to the Board of Supervisors, Departments, and Districts so they can plan the provision of services to the residents of Maricopa County, provide those services in a financially effective manner, and be accountable for transparently measuring and reporting progress in meeting measurable goals and in meeting their Board approved budget. Program Results Measure Description Percent of appropriated budgets with expenditures within budget at the end of the fiscal year. Percent of activities with actual expenditures at the end of the fiscal year within 5% of the mid-year forecast. FY 2014 ACTUAL 100.0% 46.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% 70.0% Activities that comprise this program include: • Budget Development, Monitoring and Forecasting 622 60.0% FY 2016 ADOPTED 100.0% 70.0% REV VS ADOPTED VAR % 0.0% 0.0% (0.0%) -0.1% Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 100.0% 46.0% 70.0% 60.0% 70.0% 338 307 307 312 5 1.6% 636 747 747 816 69 9.2% 314 307 307 312 5 1.6% (0.0%) -0.1% $ 708 5,512.82 $ 747 6,961.42 $ 747 6,781.63 $ 816 7,223.11 $ 69 (261.70) 9.2% -3.8% $ 2,929.77 $ 2,860.98 $ 2,787.09 $ 2,761.78 $ 99.21 3.5% $ 2,253,611 $ 2,253,611 $ $ $ 1,863,334 $ 1,863,334 $ 2,137,155 $ 2,137,155 $ 2,081,959 $ 2,081,959 (116,456) (116,456) -5.4% -5.4% Activity Narrative: The increase in the Budget Development, Monitoring and Forecast Activity is due to realigning activities to more accurately reflect the services provided by the department. 623 Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 2,382,650 $ - $ 29,964 $ 29,964 - FY 2015 Revised Budget $ 2,412,614 $ - FY 2016 Baseline Budget $ 2,412,614 $ - $ (1,819) $ (1,819) (1,071) $ (1,071) - $ 2,409,724 $ -0.1% - $ 21,432 $ 21,432 - $ 2,431,156 $ 0.8% - Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan Agenda Item: C-49-15-002-2-00 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges $ FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Employee Health/Dental Premiums FY 2016 Adopted Budget Percent Change from Baseline Amount 624 Maricopa County Annual Business Strategies FY 2016 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 Medical Examiner is to provide professional medicolegal death investigations of individuals dying under statutorily defined circumstances, the results of which are communicated independently to relevant agencies, industries, and members of the public so they can receive accurate, timely, and effective communications that enhance the public’s safety and health. Vision To be recognized as a trustworthy source of accurate, scientifically based assessments of deaths in our community by having certified practitioners perform industry-standard professional death investigations, in an industry-accredited organization. Strategic Goals Government Operations By June 30, 2018, the Office of the Medical Examiner will replace the current Coroner/Medical Examiner (CME) database software with an updated product. Status: This is a new goal for FY 2016. Government Operations By June 30, 2017, the Office of the Medical Examiner will ensure that 100% of all forensic practitioners in the department have certification and licensure. Status: This is a new goal for FY 2016. Government Operations By June 30, 2018, the Office of the Medical Examiner will issue 90% of Medical Examiner Reports within 90 calendar days. Status: The Medical Examiner’s office is currently completing 40.1% of Medical Examiner Reports within 90 days. Having filled 11 of 12 Medical Examiner positions, the department is actively working to lower the number of backlog cases. The Department anticipates an increase to 65% in FY 2016 and reaching the goal by the target date. 625 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES CREM - CREMATION AUTHORIZATIONS EXAM - DECEDENT MEDICAL EXAMINATION MELB - MEDICAL EXAMINER LAB SERVICES 29ME - MEDICAL EXAMINERS GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ 331,585 $ 406,312 7,642 745,539 $ 320,000 $ 40,388 360,388 $ 320,000 $ 50,388 7,581 377,969 $ 303,150 $ 61,842 14,636 379,628 $ 320,000 $ 71,730 391,730 $ 21,342 (7,581) 13,761 0.0% 42.4% -100.0% 3.6% $ $ 1,649 $ 1,649 $ - $ - $ - $ - $ (7,057) $ (7,057) $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 747,188 $ 360,388 $ 377,969 $ 372,571 $ 391,730 $ 13,761 3.6% 257,249 $ 3,957,020 1,513,954 1,290,309 86,603 833,087 7,938,222 $ 262,136 $ 3,695,494 1,512,622 1,213,266 74,261 841,801 7,599,580 $ 269,581 $ 3,759,689 1,553,624 1,223,612 75,117 865,800 7,747,423 $ 273,771 $ 3,690,740 1,503,040 1,228,330 88,489 866,151 7,650,521 $ 275,987 $ 4,022,291 1,578,424 1,242,436 75,625 885,225 8,079,988 $ (6,406) (262,602) (24,800) (18,824) (508) (19,425) (332,565) -2.4% -7.0% -1.6% -1.5% -0.7% -2.2% -4.3% 73,708 $ 382,219 63,783 519,710 $ 76,667 $ 321,984 1,687 61,790 17,617 479,745 $ 73,392 $ 327,144 63,557 17,617 481,710 $ 69,958 $ 374,518 63,547 7,340 515,363 $ 72,760 $ 303,463 (10,370) 64,642 40,301 470,796 $ 632 23,681 10,370 (1,085) (22,684) 10,914 0.9% 7.2% N/A -1.7% -128.8% 2.3% $ - $ 74,988 74,988 $ 39,971 $ 142,097 182,068 $ 39,971 $ 142,097 182,068 $ - $ 142,094 142,094 $ 43,730 $ 196,987 240,717 $ (3,759) (54,890) (58,649) -9.4% N/A -38.6% -32.2% TOTAL PROGRAMS $ 8,532,920 $ 8,261,393 $ 8,411,201 $ 8,307,978 $ 8,791,501 $ (380,300) -4.5% USES CREM - CREMATION AUTHORIZATIONS EXAM - DECEDENT MEDICAL EXAMINATION INVG - DECEDENT MEDICAL INVESTIGATION MELB - MEDICAL EXAMINER LAB SERVICES MELS - MEDICAL EXAMINER LEGAL SUPPORT MEOS - MEDICAL EXAMINER OFFICE SUPP 29ME - MEDICAL EXAMINERS HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ $ $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2014 ACTUAL $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ SUBTOTAL $ FY 2015 ADOPTED 353,148 353,148 $ $ - $ 394,040 394,040 $ - $ $ FY 2015 REVISED - $ - $ 360,388 360,388 $ $ - $ - $ FY 2015 FORECAST 7,581 7,581 $ $ 7,581 7,581 REVISED VS ADOPTED VAR % $ $ - $ $ (7,581) (7,581) -100.0% -100.0% - $ 364,992 364,992 $ 20,000 371,730 391,730 $ $ 10,000 11,342 21,342 100.0% 3.1% 5.8% $ $ (2) $ (2) $ - $ $ - N/A N/A 10,000 $ 360,388 370,388 $ - FY 2016 ADOPTED ALL REVENUES $ 747,188 $ 360,388 $ 377,969 $ 372,571 $ 391,730 $ 13,761 3.6% TOTAL SOURCES $ 747,188 $ 360,388 $ 377,969 $ 372,571 $ 391,730 $ 13,761 3.6% 626 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 5,013,736 $ 131,874 1,738,385 48,807 39,828 6,972,630 $ 5,355,465 $ 87,046 1,838,198 31,750 40,435 7,352,894 $ 5,461,678 $ 87,046 1,849,182 56,780 40,435 7,495,121 $ 5,442,530 $ 130,376 1,764,771 35,766 40,435 7,413,878 $ 5,698,036 $ 87,046 1,981,436 21,830 40,301 7,828,649 $ 136,680 $ 308,631 33,247 76,906 555,464 $ 80,500 $ 303,158 36,000 11,500 431,158 $ 80,500 $ 303,158 36,000 11,500 431,158 $ 83,097 $ 253,839 31,995 11,500 380,431 $ 80,500 $ 299,848 34,000 11,000 425,348 $ 3,310 2,000 500 5,810 $ 51,529 $ 78,746 11,346 149,707 141,326 119,738 8,239 8,564 18,150 30 587,375 $ 37,500 $ 84,414 13,680 97,500 176,770 25,500 11,000 9,200 21,777 477,341 $ 37,500 $ 84,414 13,680 97,500 176,770 28,617 15,464 9,200 21,777 484,922 $ 40,355 $ 92,609 12,741 101,477 568 181,990 35,750 16,926 10,015 21,238 513,669 $ 37,000 $ 84,448 13,446 97,500 228,633 34,500 11,000 9,200 21,777 537,504 $ 500 (34) 234 (51,863) (5,883) 4,464 (52,582) $ $ 417,451 $ 417,451 $ - $ - $ - $ - $ - $ - $ - $ - $ ALL EXPENDITURES $ 8,532,920 $ 8,261,393 $ 8,411,201 $ 8,307,978 $ 8,791,501 $ (380,300) -4.5% TOTAL USES $ 8,532,920 $ 8,261,393 $ 8,411,201 $ 8,307,978 $ 8,791,501 $ (380,300) -4.5% 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 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ (236,358) (132,254) 34,950 134 (333,528) - -4.3% 0.0% -7.2% 61.6% 0.3% -4.4% 0.0% 1.1% 5.6% 4.3% 1.3% 1.3% 0.0% 1.7% 0.0% N/A -29.3% -20.6% 28.9% 0.0% 0.0% N/A -10.8% N/A N/A Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED % VAR $ FUND TOTAL SOURCES $ 394,040 $ 394,040 $ 360,388 $ 360,388 $ 370,388 $ 370,388 $ 364,992 $ 364,992 $ 391,730 $ 391,730 $ $ FUND TOTAL SOURCES $ 353,148 $ 353,148 $ - $ - $ 7,581 $ 7,581 $ 7,579 $ 7,579 $ - $ - $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 747,188 $ 747,188 $ FY 2014 ACTUAL 360,388 $ 360,388 $ FY 2015 ADOPTED 377,969 $ 377,969 $ FY 2015 REVISED 372,571 $ 372,571 $ FY 2015 FORECAST FUND TOTAL USES $ 8,023,684 $ 156,088 8,179,772 $ 8,261,393 $ 8,261,393 $ 8,403,620 $ 8,403,620 $ 8,300,399 $ 8,300,399 $ 8,573,553 $ 217,948 8,791,501 $ $ FUND TOTAL USES $ 353,148 $ 353,148 $ - $ - $ 7,581 $ 7,581 $ 7,579 $ 7,579 $ - $ - $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 8,376,832 $ 156,088 $ 8,532,920 $ 8,261,393 $ - $ 8,261,393 $ 8,411,201 $ - $ 8,411,201 $ 8,307,978 $ - $ 8,307,978 $ 8,573,553 $ 217,948 $ 8,791,501 $ 224 MEDICAL EXAMINER GRANTS OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT 224 MEDICAL EXAMINER GRANTS OPERATING $ 627 21,342 21,342 5.8% 5.8% (7,581) -100.0% (7,581) -100.0% 3.6% 391,730 $ 13,761 3.6% 391,730 $ 13,761 FY 2016 REVISED VS ADOPTED ADOPTED VAR % (169,933) (217,948) (387,881) 7,581 7,581 (162,352) (217,948) (380,300) -2.0% N/A -4.6% 100.0% 100.0% -1.9% N/A -4.5% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Medical Examiner 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO 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 24.78 24.70 11.95 .54 16.25 82.50 86.50 3.73 25.28 24.75 12.95 .54 16.25 83.50 87.50 3.73 25.28 23.75 12.95 .54 16.25 82.50 86.50 3.69 24.34 23.75 12.95 .52 16.25 81.50 85.50 3.73 26.28 23.75 12.95 .54 16.25 83.50 87.50 1.00 1.00 1.00 0.0% 4.0% 0.0% 0.0% 0.0% 0.0% 1.2% 1.2% FY 2014 ADOPTED 2.00 1.00 1.00 1.00 1.00 23.00 3.00 1.00 .75 8.00 1.00 .75 1.00 9.00 1.00 1.00 2.00 11.00 3.00 12.00 2.00 1.00 86.50 FY 2015 ADOPTED 2.00 1.00 1.00 1.00 1.00 21.00 4.00 1.00 1.00 .75 7.00 1.00 1.00 .75 1.00 9.00 1.00 1.00 3.00 10.00 2.50 12.00 1.50 1.00 1.00 1.00 87.50 FY 2015 FY 2015 FORECAST REVISED 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 20.00 20.00 3.00 3.00 1.00 1.00 1.00 1.00 .75 .75 7.00 7.00 1.00 1.00 1.00 1.00 .75 .75 1.00 1.00 8.50 8.50 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 10.00 9.00 2.50 2.50 12.00 12.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 86.50 85.50 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 2.00 0.0% 1.00 0.0% 0.0% 1.00 1.00 0.0% 1.00 0.0% 20.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% .75 0.0% 7.00 0.0% 1.00 0.0% 1.00 0.0% .75 0.0% 1.00 0.0% 8.50 0.0% 1.00 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 11.00 1.00 10.0% 0.0% 2.50 12.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 87.50 1.00 1.2% FY 2014 ADOPTED 86.50 86.50 FY 2015 ADOPTED 87.50 87.50 FY 2015 FY 2015 FORECAST REVISED 86.50 85.50 86.50 85.50 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 87.50 1.00 1.2% 1.2% 87.50 1.00 Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist 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 Death Investigations Manager Medical Examiner Office Assistant Office Assistant Specialized Photographer Photographer Supervisor Procurement Specialist Social Worker Department Total Staffing by Fund DEPARTMENT/FUND GENERAL 100 Department Total General Adjustments Personnel: FY 2016 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY 2015. To reduce the backlog of cases that exists, 1.0 FTE Medical Examiner is added to the department. 628 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Base Adjustments: General Fund (100) • Decrease Regular Benefits by $5,635 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $54,890 for the impact of the changes in risk management charges. • Increase Regular Benefits by $92,496 for the impact of the changes in health and dental premium rates. General Fund (100) Non Recurring • Increase Personal Services by $217,948 for the addition of 1.0 FTE Medical Examiner to assist in reducing the existing backlog of cases. Programs and Activities Medical Examiners Program The purpose of the Medical Examiners Program is to provide professional medicolegal death investigations of individuals dying under statutorily defined circumstances, the results of which are communicated independently to relevant agencies, industries, and members of the public so they can receive accurate, timely, and effective communications that enhance the public’s safety and health. 629 Maricopa County Annual Business Strategies FY 2016 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 cases completed (available for public release) within 60 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 30 days of exam (excluding weekends and holidays) Percent of toxicology reports produced within 60 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 2014 ACTUAL 100.0% FY 2015 REVISED 100.0% FY 2015 FORECAST 100.0% FY 2016 ADOPTED 100.0% 26.8% 40.0% 25.2% 30.0% (10.0%) -25.0% 41.6% 40.0% 59.9% 67.0% 27.0% 67.4% 46.0% 65.0% 46.6% 65.0% (0.0%) -0.0% 66.2% 19.2% 8.1% 65.0% 20.0% 8.5% 70.8% 20.3% 8.3% 70.6% 20.1% 8.4% 5.6% 0.1% (0.1%) 8.6% 0.5% -1.7% 67.7% 85.0% 65.8% 75.0% (10.0%) -11.8% N/A N/A N/A 40.0% N/A N/A 2.1% 45.6% N/A N/A N/A N/A 42.3% 58.4% 40.0% 60.0% 44.5% 55.0% 44.0% 60.0% 4.0% (0.0%) 9.9% -0.0% 80.4% 96.0% 97.7% 97.0% 1.0% 1.1% 68.3% 68.0% 58.8% 59.6% (8.5%) -12.4% 98.4% 98.5% 98.0% 98.1% (0.4%) -0.4% 44.0% 50.0% 46.8% 55.0% 5.0% 10.0% 40.0% 100.0% 51.1% 55.0% (45.0%) -45.0% 48.8% 50.0% 47.0% 47.6% (2.4%) -4.8% N/A N/A N/A 40.0% N/A N/A N/A N/A N/A 75.0% N/A N/A 64.5% 64.0% 44.6% 43.2% (20.8%) -32.5% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 96.3% 97.0% 93.1% 51.6% (45.4%) -46.8% 4.0% 3.0% 10.7% 3.7% 0.7% 21.9% 630 REV VS ADOPTED VAR % 0.0% 0.0% Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% 22,300 22,000 22,300 FY 2016 ADOPTED 100.0% 23,290 22,000 REV VS ADOPTED VAR % 0.0% 0.0% 22,370 23,290 370 22,370 Expenditure per cremation authorization $ 11.54 $ 12.25 $ 11.75 $ 12.34 $ 100 - GENERAL TOTAL SOURCES $ $ 331,585 331,585 $ $ 320,000 320,000 $ $ 303,150 303,150 $ $ 320,000 320,000 $ $ 100 - GENERAL TOTAL USES $ $ 257,249 257,249 $ $ 269,581 269,581 $ $ 273,771 273,771 $ $ 275,987 275,987 $ $ 1.7% 370 1.7% (0.08) -0.7% - 0.0% 0.0% Expenditure (6,406) (6,406) -2.4% -2.4% Activity Narrative: The number of cremation authorizations completed will increase with the increased demand from the public to utilize cremation services in FY 2016 leading to an improved efficiency. Decedent Medical Examination Activity The purpose of the Decedent Medical Examination Activity is to provide autopsies, and timely autopsy reports, certifications and expert testimony in legal proceedings to families of decedents and the legal and medical community so they can conduct financial transactions and have closure, investigate and prosecute offenders, and reduce risks to public health and safety. Mandates: A.R.S. §11-593 Section E. 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 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: 631 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 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 Percent of cases completed (available for public release) within 60 days Number of examinations completed Number of organ/tissue donation authorizations Number of examinations required Expenditure per exam FY 2015 FY 2015 FORECAST REVISED 40.0% 25.2% FY 2014 ACTUAL 26.8% $ $ FY 2016 ADOPTED 30.0% REV VS ADOPTED % VAR (10.0%) -25.0% 41.6% 40.0% 59.9% 67.0% 27.0% 67.4% 46.0% 65.0% 46.6% 65.0% (0.0%) -0.0% 66.2% 19.2% 8.1% 65.0% 20.0% 8.5% 70.8% 20.3% 8.3% 70.6% 20.1% 8.4% 5.6% 0.1% (0.1%) 8.6% 0.5% -1.7% 67.7% 85.0% 65.8% 75.0% (10.0%) -11.8% N/A N/A N/A 40.0% N/A N/A 3,882 389 3,950 412 3,937 410 3,957 417 7 5 0.2% 1.2% 3,882 1,019.33 100 - GENERAL 224 - MEDICAL EXAMINER GRANTS TOTAL SOURCES 62,455 343,857 406,312 $ 100 - GENERAL 224 - MEDICAL EXAMINER GRANTS TOTAL USES $ 3,618,609 338,411 $ 3,957,020 $ $ $ 3,950 951.82 50,388 50,388 $ $ $ 3,937 937.45 61,842 61,842 $ $ $ 3,957 1,016.50 71,730 71,730 $ $ $ 7 (64.68) 0.2% -6.8% 21,342 21,342 42.4% N/A 42.4% (262,602) (262,602) -7.0% N/A -7.0% Expenditure $ 3,759,689 $ 3,759,689 $ 3,690,740 $ 3,690,740 $ 4,022,291 $ 4,022,291 $ $ Activity Narrative: The percent of cases completed within 45 is decreasing as Medical Examiners work through a backlog of cases created over the past few years when vacancies were high. As doctors continue to complete backlogged cases, other result measures will increase as doctors begin work on current cases. A thirteenth Medical Examiner has been added for FY 2016, increasing personnel and the amount of medical supplies purchased and utilized. 632 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Medical Examiner While revenues are anticipated to increase when compared to FY 2015 Revised, the department remains conservative, as this revenue is generated by fees based on the non-return of body bags from funeral homes. Base Adjustments: • Increase in Other Charges for Services by $11,342 for the increase in fee collection. • Increase in Intergovernmental Charges for Services by $20,000 for Intergovernmental Agreement with Florida State Attorney’s Office. • Increase in Regular Salary Adjustments by $20,000 for additional personal services expenses resulting from the Intergovernmental Agreement with Florida State Attorney’s Office. The agreement will allow a current Maricopa County Medical Examiner to travel to Florida and testify on cases previously worked. 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 which may aid in the determination of the deceased's identity or determination of the cause or manner of death. Upon completion of the findings, the medical examiner or alternate medical examiner, within thirty days, shall deliver the object or article to the law enforcement agency concerned, to the legal representative of the deceased or to the county treasurer. A.R.S. §11-597 mandates the county medical examiner or alternate medical examiner shall conduct a death investigation to determine whether or not the public interest requires an external examination, autopsy or other special investigation. 633 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Result Output Demand Expenditure Ratio Expenditure 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 ACTUAL 2.1% $ 100 - GENERAL TOTAL USES $ 1,513,954 $ 1,513,954 FY 2015 FY 2015 REVISED FORECAST 45.6% N/A 42.3% 58.4% 8,329 8,329 181.77 40.0% 60.0% $ 8,300 8,300 187.18 $ 1,553,624 $ 1,553,624 44.5% 55.0% $ 8,897 8,836 168.94 $ 1,503,040 $ 1,503,040 REV VS ADOPTED VAR % N/A N/A FY 2016 ADOPTED N/A 44.0% 60.0% 8,842 8,842 178.51 $ $ 1,578,424 $ 1,578,424 $ $ $ 4.0% (0.0%) 9.9% -0.0% 542 542 8.67 6.5% 6.5% 4.6% (24,800) (24,800) -1.6% -1.6% Activity Narrative: The Coroner/Medical Examiner (CME) data software used by the department is several versions behind and can no longer support tracking investigative summaries. Currently, the department is not able to easily measure the percent of investigative summaries being completed by the day of the exam. The department has made the procurement of an updated software system a priority and has added it to its strategic business plan. In FY 2015, the department experienced retention issues with the investigator position and hopes to have filled all vacancies by the start of FY 2016. 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. Measure Type Result Result Output Demand Expenditure Ratio Expenditure FY 2015 FY 2015 REVISED FORECAST 96.0% 97.7% FY 2014 ACTUAL 80.4% FY 2016 ADOPTED 97.0% 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 reports requested to be transcribed. Expenditure per report transcribed $ 135.48 $ 144.30 $ 104.81 $ 104.62 100 - GENERAL TOTAL USES $ $ 833,087 833,087 $ $ 865,800 865,800 $ $ 866,151 866,151 $ $ 885,225 885,225 REV VS ADOPTED VAR % 1.0% 1.1% 68.3% 68.0% 58.8% 59.6% (8.5%) -12.4% 6,149 6,000 8,264 8,461 2,461 41.0% 6,149 6,000 8,264 8,461 2,461 41.0% $ 39.68 27.5% $ $ (19,425) (19,425) -2.2% -2.2% Activity Narrative: The number of reports requested to be transcribed are increasing as staff completes the backlog of cases that developed as a result of the vacancies in the Medical Examiner position in addition to current and new cases. As doctors work through more cases, more transcription requests are made. 634 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 laboratory 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. Measure Type Result Result Result Result Result Result Output Demand Demand Expenditure Ratio Revenue Measure REV VS ADOPTED FY 2014 FY 2015 FY 2015 FY 2016 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of toxicology tests completed in house 98.4% 98.5% 98.0% 98.1% (0.4%) -0.4% of total tests requested (excluding weekends and holidays) Percent of toxicology reports produced within 44.0% 50.0% 46.8% 55.0% 5.0% 10.0% 45 days of exam (excluding weekends and holidays) Percent of microscopic slides produced within 40.0% 100.0% 51.1% 55.0% (45.0%) -45.0% 7 days of exam (excluding weekends and holidays) Percent of examined cases requiring 48.8% 50.0% 47.0% 47.6% (2.4%) -4.8% microscopic slides to be produced Percent of toxicology reports produced within N/A N/A N/A 40.0% N/A N/A 30 days of exam (excluding weekends and holidays) Percent of toxicology reports produced within N/A N/A N/A 75.0% N/A N/A 60 days of exam (excluding weekends and holidays) Number of toxicology tests produced 64,633 67,000 64,668 69,101 2,101 3.1% Number of toxicology tests requested 64,633 67,000 64,668 69,101 2,101 3.1% Number of microscopic slides requested 8,204 9,000 7,599 7,645 (1,355) -15.1% Expenditure per test produced $ 19.96 $ 18.26 $ 18.99 $ 17.98 $ 0.28 1.5% 224 - MEDICAL EXAMINER GRANTS TOTAL SOURCES $ $ 100 - GENERAL 224 - MEDICAL EXAMINER GRANTS TOTAL USES $ 1,275,572 14,737 $ 1,290,309 7,642 7,642 $ $ 7,581 7,581 $ $ 14,636 14,636 $ $ - $ $ (7,581) (7,581) -100.0% -100.0% $ 1,242,436 $ 1,242,436 $ (26,405) 7,581 (18,824) -2.2% 100.0% -1.5% Expenditure $ 1,216,031 7,581 $ 1,223,612 $ 1,220,751 7,579 $ 1,228,330 $ Activity Narrative: Changes in processes are allowing the lab to work with greater efficiency and have resulted in an increase in the number of toxicology tests produced within 45 days. Eliminating a screening process has positively impacted the number of tests produced. These changes have also resulted in a decline in the number of microscopic slides produced and requested. The lab now produces multiple slides as a matter of quality assurance instead of standard practice. As processes were implemented, the FY 2016 Adopted Result measure of the percent of microscopic slides produced 635 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2016 Adopted Budget within 7 days of exam better reflects the progress. While fewer slides are being produced, the quality of the slides has improved significantly. Additionally, the percent of examined cases requiring slides is declining as Medical Examiners request delays in the creation of these slides. The department will review these measures in FY 2016 to better capture the new processes in the lab. 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. 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 FY 2014 ACTUAL 64.5% $ 187.45 $ 156.49 $ 675.49 $ 525.17 100 - GENERAL TOTAL USES $ $ 86,603 86,603 $ $ 75,117 75,117 $ $ 88,489 88,489 $ $ 75,625 75,625 FY 2015 FY 2015 REVISED FORECAST 64.0% 44.6% REV VS ADOPTED VAR % (20.8%) -32.5% FY 2016 ADOPTED 43.2% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 96.3% 97.0% 93.1% 51.6% (45.4%) -46.8% 4.0% 3.0% 10.7% 3.7% 0.7% 21.9% 462 480 131 144 (336) -70.0% 171 462 200 480 154 131 168 144 (32) (336) -16.1% -70.0% $ (368.68) -235.6% $ $ (508) (508) -0.7% -0.7% Activity Narrative: A policy change will allow the department to spend less time on legal cases. Improved tracking of cases as well as serving subpoenas directly has made the process more efficient. The department has had to reimburse doctors for expenses incurred while working on out of state cases. These costs caused an expenditure increase in FY 2015 Forecast. 636 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements Florida State Attorney's Office IGA 360,388 $ 132,227 $ 125,077 1,529 5,621 - $ 10,000 $ 10,000 10,000 10,000 $ 8,403,620 $ 370,388 $ 18,182 $ 232 (5,621) 23,571 (10,000) $ (10,000) C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 C-29-15-006-3-00 Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 $ C-29-15-006-3-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Grants, Donations and Intergovernmental Agreements Increase in Fee Collection Intergovernmental Agreements Florida State Attorney's Office IGA 8,261,393 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan Intergovernmental Agreements Florida State Attorney's Office IGA $ $ 8,411,802 $ 360,388 $ (5,635) $ (5,635) 54,890 $ 54,890 - $ - $ - 11,342 11,342 $ 20,000 $ 20,000 20,000 20,000 $ 8,481,057 $ 0.8% 391,730 8.7% $ 92,496 $ 92,496 - $ 8,573,553 $ 1.9% 391,730 8.7% Agenda Item: $ $ $ 54,890 11,342 C-29-15-006-3-00 FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums (10,000) (10,000) Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 637 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Medical Examiner General Fund (100) (continued) Revenue Expenditures NON RECURRING NON PROJECT FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - FY 2016 Recommended Budget Percent Change from Baseline Amount $ - $ - FY 2016 Tentative Budget Percent Change from Baseline Amount $ - $ - $ 217,948 217,948 $ - $ 217,948 $ - Adjustments: Base Adjustments Personnel Additions and Related Costs Addition of 1.0 FTE Medical Examiner Agenda Item: $ FY 2016 Adopted Budget 638 217,948 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks and Recreation Analysis by Nicholas Romani, Management and Budget Analyst Summary Mission The Mission of the Parks and Recreation Department is to provide through responsible stewardship, 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 FY 2018, decrease reported unauthorized entry and misuse incidents in Maricopa County parks by 5 percent over FY 2015. Status: This is a new strategic goal for Parks and Recreation in FY 2016. During FY 2015, the Department has had several significant unauthorized entries, resulting in considerable financial and environmental damage to the San Tan and Estrella Mountain Regional Parks. Other unauthorized entries have been noted in recent years and the Department has budgeted funds in FY 2016 to repair and install border fencing on McDowell Mountain Regional Park and add new iron ranger fee collection stations with added signage at various park locations. Safe Communities By FY 2020, decrease unplanned downtime of Maricopa County park facilities and other visitor amenities by 10 percent over FY 2015. Status: This is a new strategic goal for Parks and Recreation. In FY 2015, the Department has had no less than two park facilities closed at all times due to health and safety challenges resulting in lost revenue and more importantly, a diminished visitor experience. Financial support from the General Fund has been provided in the last two budget cycles to repair, replace and update some park facilities. The Department continues to have restrooms, playgrounds, boat docks, ramadas and similar structures that require major health and safety repairs due to years of deferred maintenance when funding was limited or non-existent. Department Specific By the end of FY 2020, increase the number of park users by 10% over FY 2015 to expose more of the regional population to nature and inspire an appreciation for the Sonoran Desert and natural open spaces. Status: Parks and Recreation is conservatively forecasting an attendance increase in FY 2016 of 3.5%. During the last several years, the Department has demonstrated increased attendance with a three year growth average of 0.8%. However, the growth average for the last two years has reached 8% growth per 639 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2016 Adopted Budget year. In FY 2015, the Department is forecasting an increase over FY 2014 of 18.6% through the first six months of the fiscal year. In FY 2016, to continue this upward trend, the Department has set aside funding to upgrade and repair existing facilities and amenities to ensure a positive visitor experience. In addition, the Department intends to utilize marketing strategies such as a redesigned, mobile friendly website, Point-of-Sale/Reservation Systems, increased promotion on social media sites, specialized park programs and partnerships with private and public agencies to heighten customer awareness and meet the ever-changing needs of their customers. Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES AREC - RECREATION INTP - INTERPRETIVE SERVICES 30ER - PARK EDUCATION AND RECREATION $ $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 7,118,534 $ 201,435 7,319,969 $ 7,072,224 $ 202,356 7,274,580 $ 7,072,224 $ 202,356 7,274,580 $ 7,395,029 $ 219,555 7,614,584 $ 7,559,792 $ 190,909 7,750,701 $ 487,568 (11,447) 476,121 6.9% -5.7% 6.5% GNMT - GENERAL MAINTENANCE MDEV - DEVELOPMENT 30SP - PARK SUPPORT $ $ 252,101 $ 9,258 261,359 $ 152,148 $ 9,620 161,768 $ 152,148 $ 79,570 231,718 $ 197,822 $ 74,950 272,772 $ 283,123 $ 13,990 297,113 $ 130,975 (65,580) 65,395 86.1% -82.4% 28.2% ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 80 $ 80 $ 125 $ 125 $ 125 $ 125 $ 150 $ 150 $ 75 $ 75 $ (50) (50) -40.0% -40.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ (6,539) $ (6,539) $ 20,470 $ 20,470 $ 20,470 $ 20,470 $ 24,585 $ 24,585 $ 17,825 $ 17,825 $ (2,645) (2,645) -12.9% -12.9% TOTAL PROGRAMS $ 7,574,869 $ 7,456,943 $ 7,526,893 $ 7,912,091 $ 8,065,714 $ 2,268,567 $ 648,520 2,917,087 $ 3,231,884 $ 751,598 3,983,482 $ 3,389,764 $ 695,032 4,084,796 $ 2,811,836 $ 694,029 3,505,865 $ 3,365,618 $ 700,322 4,065,940 $ 24,146 (5,290) 18,856 0.7% -0.8% 0.5% 3,734,994 $ 2,185,323 5,920,317 $ 3,512,210 $ 2,491,462 6,003,672 $ 3,617,308 $ 2,450,752 6,068,060 $ 3,577,172 $ 2,067,308 5,644,480 $ 3,432,739 $ 2,667,746 6,100,485 $ 184,569 (216,994) (32,425) 5.1% -8.9% -0.5% 298,098 $ 602,409 900,507 $ 287,292 $ 16,514 11,000 384,835 699,641 $ 293,972 $ 16,514 10,286 281,102 601,874 $ 289,845 $ 6,619 2,082 279,002 577,548 $ 302,354 $ (3,238) 310,118 181,902 791,136 $ (8,382) 16,514 13,524 (29,016) (181,902) (189,262) -2.9% 100.0% 131.5% -10.3% N/A -31.4% 526,875 $ 31,205 174,977 257,312 990,369 $ 526,875 $ 33,220 174,977 257,312 992,384 $ 528,254 $ 8,514 177,782 258,003 972,553 $ 571,802 $ 304 178,213 368,012 1,118,331 $ (44,927) 32,916 (3,236) (110,700) (125,947) -8.5% 99.1% -1.8% N/A -43.0% -12.7% 538,821 7.2% USES AREC - RECREATION INTP - INTERPRETIVE SERVICES 30ER - PARK EDUCATION AND RECREATION GNMT - GENERAL MAINTENANCE MDEV - DEVELOPMENT 30SP - PARK SUPPORT $ $ $ $ BDFS - BUDGET AND FINANCIAL SERVICES FACI - FACILITIES MANAGEMENT HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ 401,850 $ 349,437 751,287 $ TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 135,634 $ 135,634 $ 53,081 $ 53,081 $ 53,081 $ 53,081 $ 58,195 $ 58,195 $ 100,971 $ 100,971 $ (47,890) (47,890) -90.2% -90.2% TOTAL PROGRAMS $ 10,624,832 $ 11,730,245 $ 11,800,195 $ 10,758,641 $ 12,176,863 $ (376,668) -3.2% $ 640 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category FY 2014 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2015 ADOPTED $ SUBTOTAL $ (5) $ (5) $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 250,660 $ 5,036,917 5,287,577 $ FINES & FOREFEITS 0637 - FINES & FORFEITS 7,909 7,909 FY 2015 REVISED $ $ 252,830 $ 5,106,038 5,358,868 $ 77,859 77,859 FY 2015 FORECAST $ $ 252,830 $ 5,106,038 5,358,868 $ 85,162 85,162 FY 2016 ADOPTED $ $ 252,577 $ 5,396,602 5,649,179 $ $ SUBTOTAL $ 430 430 $ $ 360 360 $ $ 360 360 $ $ 4,425 4,425 $ $ $ $ $ 19,270 2,154,055 2,173,325 $ $ 22,328 2,067,478 2,089,806 $ $ 22,328 2,067,478 2,089,806 $ SUBTOTAL $ 3,806 2,283,061 2,286,867 ALL REVENUES $ 7,574,869 $ 7,456,943 $ 7,526,893 $ TOTAL SOURCES $ 7,574,869 FY 2014 ACTUAL $ 7,456,943 FY 2015 ADOPTED $ 7,526,893 FY 2015 REVISED $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 13,990 13,990 REVISED VS ADOPTED VAR % $ $ 256,932 $ 5,456,247 5,713,179 $ 170 170 (63,869) (63,869) 4,102 350,209 354,311 -82.0% -82.0% 1.6% 6.9% 6.6% $ $ (190) (190) -52.8% -52.8% $ 19,065 $ 2,319,310 2,338,375 $ (3,263) 251,832 248,569 -14.6% 12.2% 11.9% 7,912,091 $ 8,065,714 $ 538,821 7,912,091 FY 2015 FORECAST $ 7.2% 8,065,714 $ 538,821 7.2% FY 2016 REVISED VS ADOPTED ADOPTED VAR % 3,322,408 $ 39,988 4,854 1,391,758 7 (708,115) 779,578 4,830,478 $ 3,460,853 $ 91,111 2,000 1,493,959 125,000 (460,563) 513,529 5,225,889 $ 3,528,112 $ 80,139 2,000 1,499,493 (463,553) 540,434 5,186,625 $ 3,435,304 $ 56,605 3,496 1,448,541 90 (454,100) 540,301 5,030,237 $ 3,611,144 $ 110,352 3,147 1,690,124 999 (267,790) 375,119 5,523,095 $ (83,032) (30,213) (1,147) (190,631) (999) (195,763) 165,315 (336,470) -2.4% -37.7% -57.4% -12.7% N/A -42.2% 30.6% -6.5% 405,234 $ 123,524 180,982 2,825 712,565 $ 781,352 $ 200 132,570 137,425 276 1,051,823 $ 774,646 $ 200 138,870 137,425 276 1,051,417 $ 590,241 $ 125,342 108,778 3,533 827,894 $ 581,324 $ 200 152,224 160,446 21,557 915,751 $ 193,322 (13,354) (23,021) (21,281) 135,666 25.0% 0.0% -9.6% -16.8% -7710.5% 12.9% - $ 413,078 20,420 2,160,019 22,850 865,954 3,146 3,009 3,874 762,375 (562,835) 563,972 4,255,862 $ 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 $ 810,887 16,918 2,269,587 98,823 1,070,284 5,000 6,406 10,055 731,621 (564,802) 566,974 5,032,153 $ 10,400 $ 497,754 20,439 2,160,420 80,890 1,038,378 2,375 7,841 10,792 713,543 (559,560) 563,103 4,546,375 $ 5,600 $ 647,622 28,543 2,433,743 25,140 1,119,620 19,067 16,043 10,959 770,194 (564,802) 574,288 5,086,017 $ 4,800 163,265 (11,625) (164,156) 73,683 (49,336) (14,067) (9,637) (904) (38,573) (7,314) (53,864) 46.2% 20.1% -68.7% -7.2% 74.6% -4.6% -281.3% -150.4% -9.0% -5.3% 0.0% -1.3% -1.1% $ 644,757 $ 60,448 117,592 3,130 825,927 $ 200,000 $ 30,000 300,000 530,000 $ 200,000 $ 30,000 300,000 530,000 $ 132,386 $ 30,000 191,749 354,135 $ 285,000 $ 7,000 360,000 652,000 $ (85,000) 23,000 (60,000) (122,000) -42.5% 76.7% -20.0% N/A -23.0% ALL EXPENDITURES $ 10,624,832 $ 11,730,245 $ 11,800,195 $ 10,758,641 $ 12,176,863 $ (376,668) -3.2% TOTAL USES $ 10,624,832 $ 11,730,245 $ 11,800,195 $ 10,758,641 $ 12,176,863 $ (376,668) -3.2% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ 641 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 230 PARKS AND RECREATION GRANTS NON RECURRING NON PROJECT FUND TOTAL SOURCES 225 SPUR CROSS RANCH CONSERVATION OPERATING FUND TOTAL SOURCES 239 PARKS SOUVENIR OPERATING FUND TOTAL SOURCES 240 LAKE PLEASANT RECREATION SVCS OPERATING FUND TOTAL SOURCES 241 PARKS ENHANCEMENT FUND OPERATING FUND TOTAL SOURCES 243 PARKS DONATIONS OPERATING FUND TOTAL SOURCES 900 ELIMINATIONS OPERATING FUND TOTAL SOURCES FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ $ 7,123 $ - $ 7,909 $ 7,909 $ 77,859 $ 77,859 $ 78,039 $ 85,162 $ 13,990 $ 13,990 $ (63,869) (63,869) $ $ 272,710 $ 272,710 $ 266,411 $ 266,411 $ 266,411 $ 266,411 $ 264,431 $ 264,431 $ 275,359 $ 275,359 $ 8,948 8,948 3.4% 3.4% $ $ 365,129 $ 365,129 $ 310,000 $ 310,000 $ 310,000 $ 310,000 $ 340,393 $ 340,393 $ 362,544 $ 362,544 $ 52,544 52,544 16.9% 16.9% $ $ 2,467,298 $ 2,467,298 $ 2,514,692 $ 2,514,692 $ 2,514,692 $ 2,514,692 $ 2,658,964 $ 2,658,964 $ 2,719,236 $ 2,719,236 $ 204,544 204,544 8.1% 8.1% $ $ 4,541,206 $ 4,541,206 $ 4,349,860 $ 4,349,860 $ 4,349,860 $ 4,349,860 $ 4,584,167 $ 4,584,167 $ 4,671,308 $ 4,671,308 $ 321,448 321,448 7.4% 7.4% $ $ 39,796 $ 39,796 $ 23,277 $ 23,277 $ 23,277 $ 23,277 $ 25,469 $ 25,469 $ 23,277 $ 23,277 $ - 0.0% 0.0% $ $ (111,270) $ (111,270) $ (15,206) $ (15,206) $ (15,206) $ (15,206) $ (46,495) $ (46,495) $ - $ - $ 15,206 15,206 -100.0% -100.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 7,567,746 $ 7,123 $ 7,574,869 $ 7,449,034 $ 7,909 $ 7,456,943 $ 7,449,034 $ 77,859 $ 7,526,893 $ 7,834,052 $ 78,039 $ 7,912,091 $ 8,051,724 $ 13,990 $ 8,065,714 $ 602,690 (63,869) 538,821 8.1% -82.0% 7.2% FY 2014 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT PARKS PLAYGROUNDS UPGRADES PARKS RESTROOMS UPGRADES PARKS WATER UPGRADES $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED -82.0% -82.0% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 564,805 $ 394,347 868,974 866,403 110,791 2,805,320 $ 564,802 $ 250,000 275,000 190,000 1,279,802 $ 564,802 $ 250,000 275,000 190,000 1,279,802 $ 561,947 $ 200,000 275,000 104,470 1,141,417 $ 564,802 $ 50,000 168,000 392,000 85,000 1,259,802 $ $ $ - $ - $ 7,909 $ 7,909 $ 77,859 $ 77,859 $ 63,564 $ 63,564 $ 13,990 $ 13,990 $ $ $ 237,504 $ 237,504 $ 266,411 $ 25,000 291,411 $ 266,411 $ 25,000 291,411 $ 257,160 $ 257,160 $ 275,359 $ 130,250 405,609 $ $ $ 365,173 $ 365,173 $ 310,000 $ 310,000 $ 310,000 $ 310,000 $ 341,289 $ 341,289 $ 362,544 $ 362,544 $ (52,544) (52,544) -16.9% -16.9% $ 2,222,554 $ 501,311 2,723,865 $ 2,514,692 $ 698,000 3,212,692 $ 2,514,692 $ 698,000 3,212,692 $ 2,362,702 $ 387,246 2,749,948 $ 2,719,236 $ 744,600 33,600 336,000 3,833,436 $ (204,544) (46,600) (33,600) (336,000) (620,744) -8.1% -6.7% N/A N/A -19.3% 3,968,158 $ 601,482 4,569,640 $ 4,349,860 $ 1,015,000 530,000 640,000 6,534,860 $ 4,349,860 $ 1,015,000 530,000 640,000 6,534,860 $ 4,265,628 $ 710,916 530,000 640,000 6,146,544 $ 4,671,308 $ 689,937 616,000 5,977,245 $ (321,448) 325,063 530,000 24,000 557,615 -7.4% 32.0% 100.0% 3.8% 8.5% $ 19,299 $ 15,301 34,600 $ 23,277 $ 85,500 108,777 $ 23,277 $ 85,500 108,777 $ 19,714 $ 85,500 105,214 $ 23,277 $ 300,960 324,237 $ $ $ (111,270) $ (111,270) $ (15,206) $ (15,206) $ (15,206) $ (15,206) $ (46,495) $ (46,495) $ - $ - $ (15,206) (15,206) 100.0% 100.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 7,266,223 $ 3,358,609 $ 10,624,832 $ 8,013,836 $ 3,716,409 $ 11,730,245 $ 8,013,836 $ 3,786,359 $ 11,800,195 $ 7,761,945 $ 2,996,696 $ 10,758,641 $ 8,616,526 $ 3,560,337 $ 12,176,863 $ (602,690) 226,022 (376,668) -7.5% 6.0% -3.2% 230 PARKS AND RECREATION GRANTS NON RECURRING NON PROJECT FUND TOTAL USES 225 SPUR CROSS RANCH CONSERVATION OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 239 PARKS SOUVENIR OPERATING FUND TOTAL USES 240 LAKE PLEASANT RECREATION SVCS OPERATING NON RECURRING NON PROJECT PARKS PLAYGROUNDS UPGRADES PARKS RESTROOMS UPGRADES FUND TOTAL USES 241 PARKS ENHANCEMENT FUND OPERATING NON RECURRING NON PROJECT PARKS PLAYGROUNDS UPGRADES PARKS RESTROOMS UPGRADES FUND TOTAL USES 243 PARKS DONATIONS OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 900 ELIMINATIONS OPERATING FUND TOTAL USES $ $ $ $ 642 200,000 (168,000) (117,000) 105,000 20,000 0.0% 80.0% N/A -42.5% 55.3% 1.6% 63,869 63,869 82.0% 82.0% (8,948) -3.4% (105,250) -421.0% (114,198) -39.2% 0.0% (215,460) -252.0% (215,460) -198.1% Maricopa County Annual Business Strategies FY 2016 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 4.00 2.00 6.00 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% 11.10 28.50 39.60 11.10 29.00 40.10 10.10 29.50 39.60 10.10 28.25 38.35 10.10 28.25 38.35 (1.25) (1.25) 0.0% (4.2%) (3.2%) 17.00 20.40 37.40 83.00 14.50 20.40 34.90 81.00 13.00 20.40 33.40 79.00 13.00 20.40 33.40 77.75 13.00 20.40 33.40 77.75 (1.25) 0.0% 0.0% 0.0% (1.6%) FY 2014 ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 22.00 1.00 1.00 12.00 8.00 3.00 2.00 2.00 2.00 7.00 1.00 1.00 1.00 1.00 1.00 4.00 2.00 83.00 FY 2015 ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 21.00 1.00 1.00 12.00 8.00 3.00 2.00 2.00 2.00 7.00 1.00 1.00 1.00 1.00 3.00 2.00 81.00 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 20.00 20.00 1.00 1.00 11.00 11.00 3.00 3.00 9.00 7.75 2.00 2.00 2.00 2.00 2.00 2.00 7.00 7.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 2.00 2.00 79.00 77.75 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% N/A 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% N/A 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 20.00 0.0% N/A 1.00 0.0% 11.00 0.0% 3.00 0.0% 7.75 (1.25) (13.9%) 2.00 0.0% 2.00 0.0% 2.00 0.0% 7.00 0.0% 1.00 0.0% 1.00 0.0% N/A 1.00 0.0% 1.00 0.0% 3.00 0.0% 2.00 0.0% 77.75 (1.25) (1.6% ) FY 2014 ADOPTED 1.00 1.00 22.00 59.00 83.00 FY 2015 ADOPTED 1.00 1.00 26.00 53.00 81.00 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 1.00 1.00 25.00 25.00 52.00 50.75 79.00 77.75 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 100.0% 2.00 1.00 2.00 1.00 100.0% 8.0% 27.00 2.00 46.75 (5.25) (10.1%) 77.75 (1.25) (1.6% ) Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrative Staff Supv Administrative Supervisor 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 Staffing by Fund DEPARTMENT/FUND 225 SPUR CROSS RANCH CONSERVATION 239 PARKS SOUVENIR 240 LAKE PLEASANT RECREATION SVCS 241 PARKS ENHANCEMENT FUND Department Total 643 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments in made in FY 2015. Base Adjustments: General Fund (100) Non Recurring Non Project • The FY 2016 Non Recurring Non Project budget for $50,000 includes carry forward for Boathouse design and construction at Lake Pleasant, water storage tank cleaning, and fire alarm repairs at the Desert Outdoor Center. General Fund (100) Parks Playgrounds Upgrades • The FY 2016 budget includes expenditures of $168,000 for playground repairs at Estrella Mountain Park in order to maintain safety standards. General Fund (100) Parks Restrooms Upgrades • The FY 2016 budget includes expenditures of $392,000 for a 4-Lane restroom septic upgrade at Lake Pleasant. General Fund (100) Parks Water Upgrades • The FY 2016 budget includes expenditures of $85,000 carry forward for San Tan Regional Park water line improvements. Spur Cross Fund (225) Operating • Increase revenues by $8,948 for increases in program volume. • Decrease Regular Benefits $81 for the impact of the changes in retirement contribution rates. • Increase Internal Services Charges by $2,173 for the impact of the changes in risk management charges. • Increase expenditures by $6,856 to maintain structural balance. Spur Cross Fund (225) Non Recurring Non Project • The FY 2016 Non Recurring Non Project budget for $130,250 includes: o $25,000 Carry forward for an emergency repair contingency. o $35,000 Replace one (1) vehicle. o $56,000 for Design services for utility installation at Spur Cross Ranch. o $14,250 for Trail construction maintenance at Spur Cross Ranch. Parks and Recreation Grants (230) Non Recurring Non Project • The FY 2016 Non Recurring Non Project budget includes $13,990 in revenue and expenditures as carry forward for the remaining work concerning the State of Arizona’s environmental assessment of Vulture Mountain Park. Parks Souvenir Fund (239) Operating • Increase revenues by $52,544 for increases in program volume. • Decrease Regular Benefits $70 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $979 for the impact of the changes in risk management charges. • Increase expenditures by $51,635 to maintain structural balance. 644 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Lake Pleasant Recreation Services Fund (240) Operating • Increase revenues by $204,544 for increases in program volume, based on FY 2015 Forecast. • Decrease Regular Benefits $1,164 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $31,426 for the impact of the changes in risk management charges. • Decrease Personal Services by $32,016 by increasing Salary and Benefit savings. • Increase expenditures by $206,298 to maintain structural balance, including $185,276 for the transfer of 2.0 FTE positions from the Parks Enhancement Fund (241), and $21,022 for net adjustments to the Fund. Lake Pleasant Recreation Services (240) Non Recurring Non Project • The FY 2016 Non-Recurring Non-Project budget for $744,600 includes: o $103,000 Carry forward for emergency repair and maintenance contingency. o $160,000 Carry forward for the Visitor Center remodel at Lake Pleasant. o $10,400 Carry forward for the Resort Project consultation at Lake Pleasant. o $37,354 Carry forward to replace one (1) fleet pickup. o $22,000 in new funding for emergency repair and maintenance contingency. o $29,600 in new funding for the Resort Project consultation at Lake Pleasant. o $75,000 for Floating Restroom AZ Game and Fish Match at Lake Pleasant. o $100,000 for Website Maintenance. o $56,000 for Pallet Loop Grading o $33,600 for Replacement Winches for Boat Ramps at Lake Pleasant. o $30,000 for Concessions Audit. o $87,646 in new funding for two (2) fleet pickups and one (1) trailer. Lake Pleasant Recreation Services Fund (240) Parks Playgrounds Upgrades • The FY 2016 budget includes expenditures of $33,600 for a playground remodel at Lake Pleasant in order to maintain safety standards. Lake Pleasant Recreation Services Fund (240) Parks Restrooms Upgrades • The FY 2016 budget includes expenditures of $336,000 for restroom health and safety renovations at Lake Pleasant. Parks Enhancement Fund (241) Operating • Increase revenues by $321,448 for increases in program revenue. • Decrease Regular Benefits by $2,245 for the impact of the changes in retirement contribution rates. • Decrease Personal Services by $185,276 by transferring 2.0 FTE positions to the Lake Pleasant Recreation Services Fund (240). • Increase Other Pay and Other Benefits by $139,322 for eight hours of pay, a 2.5% Pay for Performance adjustment, and an increase in fixed benefits. • Decrease Personal Services by $41,345 by increasing Salary/Benefit Savings. • Increase Personal Services by $220,087 by decreasing allocations-out to other Parks and Recreation Department funds. • Increase Personal Services Allocations-In by $1,396 for OET RDSA IT charges. • Decrease Supplies and Services Allocations-In by $24,937 for OET RDSA IT reduction. • Increase Internal Services Charges by $76,122 for the impact of the changes in risk management charges. • Increase Supplies and Services expenditures by $138,324 to maintain structural balance. 645 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Parks Enhancement Fund (241) Non Recurring Non Project • The FY 2016 Non Recurring Non Project budget for $689,937 includes: o $24,937 for Developer Tools, ARC GIS Desktop, System Tools, and Desktops. o $50,000 carry forward for emergency repair and maintenance contingency. o $34,533 carry forward to replace (1) one fleet pickup. o $132,452 carry forward for website maintenance. o $100,000 in new funding for emergency repair and maintenance contingency. o $165,467 in new funding to replace three (3) fleet pickups and one (1) trailer. o $67,548 in new funding for website maintenance. o $50,000 for a Planning and Development safety consultation. o $65,000 for Cave Creek Campground waterline and septic tank upgrades. Parks Enhancement Fund (241) Parks Restrooms Upgrades • The FY 2016 Parks Restroom budget for $616,000 includes: o $224,000 Estrella restroom health and safety improvements. o $392,000 Usery restroom health and safety improvements. Parks Donations Fund (243) Non Recurring Non Project • The FY 2016 Non Recurring Non Project budget for $300,960 includes: o $20,000 Water storage tank repairs at Lake Pleasant. o $188,160 Boundary fencing at McDowell. o $16,800 Usery Tortoise Habitat. o $70,000 Trail maintenance and construction. o $6,000 Visitor Canter sign at McDowell Mountain Park. 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 FY 2014 ACTUAL 21.8% Percent change in trail miles over previous year Rate of park visitation per residents in Maricopa County Percentage of park visitors who attend an interpretive program Percent change in interpretive programs provided over previous year N/A N/A N/A 1.0% N/A N/A N/A N/A N/A 10.1% N/A N/A 6.5% 8.5% 7.5% 6.0% (2.5%) -29.2% (13.7%) 8.9% 2.8% 63.9% 55.0% 614.9% FY 2015 FY 2015 REVISED FORECAST 3.0% 8.4% Activities that comprise this program include: • Recreation • 646 FY 2016 ADOPTED 3.5% Interpretive Services REV VS ADOPTED VAR % 0.5% 16.7% Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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. Measure Type Result Result Result Output Output Output Demand Expenditure Ratio Revenue Measure Description Percent change in park visitation numbers compared to prior year, same period Percent change in trail miles over previous year Rate of park visitation per residents in Maricopa County Number of regional park visitors Number of trail miles added during the fiscal year Increase or decrease in the number of visitors to park system over previous year Number of individuals expected to visit the parks Total activity expenditure per regional park visitor for recreation opportunity FY 2015 FY 2015 FORECAST REVISED 8.4% 3.0% FY 2014 ACTUAL 21.8% FY 2016 ADOPTED 3.5% REV VS ADOPTED % VAR 0.5% 16.7% N/A N/A N/A 1.0% N/A N/A N/A N/A N/A 10.1% N/A N/A 1,421,420 N/A 1,307,425 N/A 1,387,199 N/A 1,616,684 20 309,259 N/A 23.7% N/A N/A N/A N/A 54,670 N/A N/A 1,562,015 1,418,619 1,269,344 1,166,996 292,671 23.1% 19.7% $ 1.60 $ 2.59 $ 2.03 $ 2.08 $ 0.51 230 - 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 $ 7,123 271,584 $ 7,909 265,051 $ 7,909 263,162 $ 273,916 $ (7,909) 8,865 100 - 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 $ -100.0% 3.3% 362,544 2,530,417 52,544 216,854 16.9% 9.4% 4,375,860 4,373,894 4,284,342 4,184,448 17,055 11,859 3,288 6,459 (15,206) (46,495) (111,270) $ 7,118,534 $ 7,072,224 $ 7,395,029 $ 7,559,792 191,412 10,596 15,206 487,568 4.6% 164.1% -100.0% 6.9% 2,072 7,909 (46,761) 1.8% 100.0% -29.5% 263,087 945,857 15,835 (53,469) 5.7% -6.0% 1,815,552 1,567,118 1,216,014 1,914,879 35,875 20,842 13,270 35,281 (15,206) (46,495) (111,270) $ 2,268,567 $ 3,389,764 $ 2,811,836 $ 3,365,618 99,327 14,439 (15,206) 24,146 5.2% 40.9% 100.0% 0.7% 340,393 2,444,307 310,000 2,313,563 365,129 2,298,338 $ Expenditure 136,540 142,383 $ 358,289 513,341 116,824 7,909 158,767 278,922 892,388 $ 140,944 5,273 150,825 311,285 647,011 $ 114,752 205,528 $ $ Activity Narrative: The revenue increase in the Parks Enhancement Fund is due to the historical trend of exceeding budget targets. Revenue in the Lake Pleasant Recreation Services, Parks Souvenir, Parks Enhancement and Parks Donation Funds is increasing due to a growth in park attendance. The expenditure growth in the Lake Pleasant Recreation Services Fund is driven by higher non-recurring and operating expenditures, increased in order to meet the demand at all Regional Parks. However, the overall reduction in Activity expenditures is largely due to the substantial decrease in Non Recurring expense items in the Parks Enhancement Fund. 647 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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. Measure Type Result Measure Description Percentage of park visitors who attend an interpretive program Result Percent change in interpretive programs provided over previous year Number of interpretive programs provided Number of interpretive program participants Number of interpretive programs requested by park users Total Activity Expenditure per interpretive $ program participant Output Output Demand Expenditure Ratio Revenue 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL SOURCES FY 2014 ACTUAL 6.5% $ FY 2015 FY 2015 REVISED FORECAST 8.5% 7.5% (13.7%) 8.9% 3,271 92,323 3,789 2.8% 3,716 111,007 3,351 REV VS ADOPTED VAR % (2.5%) -29.2% FY 2016 ADOPTED 6.0% 63.9% 3,514 104,697 3,374 3,228 97,002 3,232 7.02 $ 6.26 $ 6.63 $ 7.22 $ - $ 160 $ 80 $ 160 $ 55.0% 614.9% (488) (14,005) (119) -13.1% -12.6% -3.6% (0.96) -15.3% - 0.0% 168,225 193,033 208,860 184,022 (9,011) -4.7% $ 3,160 30,050 201,435 $ 2,220 6,943 202,356 $ 1,860 8,755 219,555 $ 860 5,867 190,909 $ (1,360) (1,076) (11,447) -61.3% -15.5% -5.7% $ 28,948 $ 32,308 $ 31,950 $ 31,070 $ 1,238 Expenditure 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL USES $ 3.8% 354,737 325,064 328,408 378,267 (53,203) -16.4% 243,526 21,309 648,520 267,814 69,846 695,032 268,044 65,627 694,029 269,400 21,585 700,322 (1,586) 48,261 (5,290) -0.6% 69.1% -0.8% $ $ $ $ Activity Narrative: The FY 2016 budget supports the Department in meeting all the requested interpretive programs. FY 2016 revenues were decreased slightly to reflect FY 2014 Actuals and FY 2015 Forecast levels. However, the overall cost of the Activity will increase slightly due to higher benefit and retirement expenditures. This cost increase is occurring despite the downward trend in Interpretive Services participants. 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. 648 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Program Results Measure Description Percent of scheduled trail enhancement projects completed during the fiscal year Percent of all major health and safety maintenance projects completed Percent of scheduled capital improvement projects completed during the fiscal year Percent change of unplanned health and safety facility and amenity closures over previous year Percent of scheduled maintenance and repair assignments completed Percent of unplanned health and safety maintenance and repair assignments FY 2014 ACTUAL 95.2% FY 2015 FY 2015 REVISED FORECAST N/A N/A FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A 87.6% 73.1% 75.7% 95.0% 21.9% 29.9% N/A N/A N/A 100.0% N/A N/A N/A N/A N/A N/A N/A N/A 95.7% 95.0% 96.0% 97.0% 2.0% 2.1% N/A N/A N/A 8.8% N/A N/A 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. 649 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Output Demand Expenditure Ratio Measure Description Percent of scheduled trail enhancement projects completed during the fiscal year Percent of all major health and safety maintenance projects completed Percent of scheduled capital improvement projects completed during the fiscal year Percent change of unplanned health and safety facility and amenity closures over previous year Number of scheduled trail enhancement projects completed during the fiscal year Number of major health and safety projects completed Number of unplanned health and safety facility and amenity closures, current year Number of scheduled capital improvement projects completed Number of park visitors, all parks Number of scheduled capital improvement projects requested by park users Total activity expenditure per park visitor for capital improvement, trail design/enhancement, and major health and safety maintenance projects FY 2014 ACTUAL 95.2% FY 2015 FY 2015 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2016 ADOPTED 100.0% 87.6% 73.1% 75.7% 95.0% 21.9% 29.9% N/A N/A N/A 100.0% N/A N/A N/A N/A N/A N/A N/A N/A 80 N/A N/A 27 N/A N/A - 1,048 996 342 (706) -67.4% 326 N/A N/A 21 N/A N/A 20 N/A N/A 40 N/A N/A 1,421,420 25 1,307,425 N/A 1,387,199 N/A 1,616,684 40 309,259 N/A 23.7% N/A 0.22 12.0% $ 1.54 $ 1.87 $ 1.49 $ 1.65 $ $ 9,258 9,258 $ 69,950 9,620 79,570 $ 70,130 4,820 74,950 $ 13,990 13,990 $ Revenue 230 - PARKS AND RECREATION GRANTS 243 - PARKS DONATIONS TOTAL SOURCES $ $ $ $ $ (55,960) (9,620) (65,580) -80.0% -100.0% -82.4% (204,843) 55,960 (67,775) -54.2% 80.0% -246.5% (14,988) -2.1% Expenditure 100 - GENERAL 230 - PARKS AND RECREATION GRANTS 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL USES $ 433,110 6,501 $ 377,689 69,950 27,500 $ 234,389 58,291 - $ 582,532 13,990 95,275 753,396 701,155 603,682 716,143 992,295 21 $ 2,185,323 1,270,808 3,650 $ 2,450,752 1,167,234 3,712 $ 2,067,308 997,996 261,810 $ 2,667,746 $ $ 272,812 21.5% (258,160) -7072.9% (216,994) -8.9% Activity Narrative: The FY 2016 budget supports the Department in maintaining the parks and trails as required. For FY 2016, the Department will be placing a focus on major maintenance projects therefore, creating new measures to capture requests for major maintenance and Capital Improvement projects. With the exception of the Parks Enhancement Fund, expenditures for this Activity are increasing, resulting in total costs fluctuating away from nominal operating levels. This extensive focus on major maintenance projects, along with annual benefit and retirement cost increases, will increase the overall Activity expenditures. General Maintenance Activity 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. 650 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Output Output Demand Expenditure Ratio Revenue Measure Description Percent of scheduled maintenance and repair assignments completed Percent of unplanned health and safety maintenance and repair assignments Number of scheduled routine maintenance and repair assignments completed Number of park visitors Number of scheduled routine maintenance and repair assignments requested Total activity expenditure per park visitor for park maintenance and repair activity FY 2014 ACTUAL 95.7% FY 2015 FY 2015 REVISED FORECAST 95.0% 96.0% N/A N/A N/A 5,333 6,481 6,077 1,421,420 5,570 1,307,425 6,257 1,388,199 5,848 FY 2016 ADOPTED 97.0% REV VS ADOPTED VAR % 2.0% 2.1% 8.8% N/A N/A 5,040 (1,441) -22.2% 1,616,684 5,196 309,259 (1,061) 23.7% -17.0% $ 2.63 $ 2.77 $ 2.58 $ 2.12 $ 0.64 23.3% 241 - PARKS ENHANCEMENT FUND TOTAL SOURCES $ $ 252,101 252,101 $ $ 152,148 152,148 $ $ 197,822 197,822 $ $ 283,123 283,123 $ $ 130,975 130,975 86.1% 86.1% 100 - GENERAL 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL USES $ 2,235,670 31,202 $ 785,289 37,214 $ 766,084 36,319 $ 562,518 33,469 $ 222,771 3,745 28.4% 10.1% Expenditure 735,917 876,899 801,650 1,274,509 (397,610) -45.3% 732,205 $ 3,734,994 1,917,906 $ 3,617,308 1,973,119 $ 3,577,172 1,542,243 20,000 $ 3,432,739 375,663 (20,000) 184,569 19.6% N/A 5.1% $ Activity Narrative: In FY 2016, the General Maintenance Activity is showing an increase in total expenditures due to the budgeting of several major maintenance programs. The Department is currently on schedule to have all playgrounds remodeled and within safety standards by the end of FY 2016. In addition, all restroom maintenance is currently on schedule to be completed by FY 2017. Periodic variances in this activity are expected going forward as projects are completed and then not necessary for a period of years. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 564,802 $ - FY 2015 Revised Budget $ 564,802 $ - FY 2016 Baseline Budget $ 564,802 $ - FY 2016 Adopted Budget Percent Change from Baseline Amount $ 564,802 $ 0.0% - 651 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation General Fund (100) (continued) Revenue Expenditures NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 250,000 $ - FY 2015 Revised Budget $ 250,000 $ - $ (250,000) $ (250,000) - $ - $ - $ 50,000 $ 50,000 - $ 50,000 $ Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Boathouse Design and Construction at Lak e Pleasant, Desert Outdoor Center Water Storage Tank Cleaning, Desert Outdoor Center Fire Alarm Repair Agenda Item: $ 50,000 FY 2016 Adopted Budget Expenditures Revenue PARKS PLAYGROUNDS UPGRADES FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - $ 168,000 $ 168,000 - $ 168,000 $ Adjustments: Non Recurring Other Non Recurring Playground Safety Repairs at Estrella Mountain Park Agenda Item: $ 168,000 FY 2016 Adopted Budget Expenditures - Revenue PARKS RESTROOMS UPGRADES FY 2015 Adopted Budget $ 275,000 $ - FY 2015 Revised Budget $ 275,000 $ - $ (275,000) $ (275,000) - $ - $ - $ 392,000 $ 392,000 - $ 392,000 $ - Adjustments: Major Maintenance Projects Major Maintenance Program Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring 4-Lane Restroom Septic Upgrade at Lak e Pleasant Agenda Item: $ FY 2016 Adopted Budget 652 392,000 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation General Fund (100) (continued) Expenditures Revenue PARKS WATER UPGRADES FY 2015 Adopted Budget $ 190,000 $ - FY 2015 Revised Budget $ 190,000 $ - $ (190,000) $ (190,000) - $ - $ - $ 85,000 $ 85,000 - $ 85,000 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward San Tan Regional Park Water Line Improvements Agenda Item: $ 85,000 FY 2016 Adopted Budget Spur Cross Ranch Conservation Fund (225) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 266,411 $ 266,411 FY 2015 Revised Budget $ 266,411 $ 266,411 FY 2016 Baseline Budget $ 266,411 $ 266,411 $ (81) $ (81) 2,173 $ 2,173 - - $ 6,856 $ 6,856 8,948 8,948 - 275,359 $ 3.4% 275,359 3.4% Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ $ 2,173 $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ 653 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Spur Cross Ranch Conservation Fund (225) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 25,000 $ - FY 2015 Revised Budget $ 25,000 $ - $ (25,000) $ (25,000) - $ - $ - $ 130,250 $ 25,000 - 105,250 - 130,250 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Emergency Contingency for Repairs Other Non Recurring Replace One (1) Fleet Pick up Design Services for Utility Installation at Spur Cross Ranch Trail Construction Maintenance at Spur Cross Ranch Agenda Item: $ 25,000 $ 35,000 56,000 14,250 FY 2016 Adopted Budget $ Spur Cross Ranch Conservation Fund (225) Fund Balance Summary FY 2015 ADOPTED FY 2014 ACTUAL FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 248,676 $ 257,897 $ 257,897 $ 283,882 $ 291,153 Sources: Operating Total Sources: $ $ 272,710 272,710 $ $ 266,411 266,411 $ $ 266,411 266,411 $ $ 264,431 264,431 $ $ 275,359 275,359 $ $ $ 257,160 257,160 $ $ 266,411 25,000 291,411 $ $ 266,411 25,000 291,411 $ $ 237,504 237,504 $ 275,359 130,250 405,609 Structural Balance $ 35,206 $ - $ - $ 7,271 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 283,882 283,882 $ $ 232,897 232,897 $ $ 232,897 232,897 $ $ 291,153 291,153 $ $ 160,903 160,903 Uses: Operating Non-Recurring Total Uses: 654 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Parks and Recreation Grant Fund (230) Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget Adjustments: Grants Vulture Mountain Environmental Assessment Grant $ 7,909 $ 7,909 $ 69,950 $ 69,950 69,950 69,950 $ 77,859 $ 77,859 $ (77,859) $ (7,909) (69,950) (77,859) (7,909) (69,950) $ - $ - $ 13,990 $ 13,990 13,990 13,990 $ 13,990 $ 13,990 Agenda Item: C-30-15-009-G-00 FY 2015 Revised Budget Agenda Item: Adjustments: Grants Park s AZ Game and Fish Grant Vulture Mountain Environmental Assessment Grant C-30-12-042-3-00 C-30-15-009-G-00 FY 2016 Baseline Budget Adjustments: Grants Vulture Mountain Environmental Assessment Grant Agenda Item: C-30-15-009-G-00 FY 2016 Adopted Budget Parks and Recreation Grant Fund (230) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 FORECAST FY 2015 REVISED FY 2016 ADOPTED Beginning Spendable Fund Balance $ - $ - $ - $ - $ 21,598 Sources: Non-Recurring Total Sources: $ 7,123 - $ 7,909 7,909 $ 77,859 77,859 $ 78,039 85,162 $ 13,990 13,990 Uses: Non-Recurring Total Uses: $ - $ 7,909 7,909 $ 77,859 77,859 $ 63,564 63,564 $ 13,990 13,990 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ $ - $ $ - $ $ 21,598 21,598 $ $ 21,598 21,598 655 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Souvenir Fund (239) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 310,000 $ 310,000 FY 2015 Revised Budget $ 310,000 $ 310,000 FY 2016 Baseline Budget $ 310,000 $ 310,000 $ (70) $ (70) 979 $ 979 - - $ 51,635 $ 51,635 52,544 52,544 - 362,544 $ 16.9% 362,544 16.9% Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ $ 979 $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ Parks Souvenir Fund (239) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 25,942 $ 25,942 $ 25,942 $ 25,896 $ 25,000 Sources: Operating Total Sources: $ $ 365,129 365,129 $ $ 310,000 310,000 $ $ 310,000 310,000 $ $ 340,393 340,393 $ $ 362,544 362,544 Uses: Operating Total Uses: $ $ 365,173 365,173 $ $ 310,000 310,000 $ $ 310,000 310,000 $ $ 341,289 341,289 $ $ 362,544 362,544 Structural Balance $ (44) $ - $ - $ (896) $ - Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 25,942 25,942 $ $ 25,942 25,942 $ $ 25,000 25,000 $ $ 25,000 25,000 25,896 25,896 $ $ 656 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Lake Pleasant Recreation Services Fund (240) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 2,514,692 $ 2,514,692 FY 2015 Revised Budget $ 2,514,692 $ 2,514,692 FY 2016 Baseline Budget $ 2,514,692 $ 2,514,692 $ (1,164) $ (1,164) (590) $ 31,426 - Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges Personnel Savings Decrease Personal Services by Increasing Salary/Benefit Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase Revenue Sources Based on FY 2015 Forecast Structural Balance Structural Balance Increase Personal Services per Transfer of 2.0 FTE Positions from Park s Enhancement Fund (241) Net Increase of Other Fund Adjustments $ $ 31,426 $ (32,016) (32,016) $ $ - $ - $ - 204,544 204,544 $ 206,298 $ 206,298 - $ 2,719,236 $ 8.1% 2,719,236 8.1% 204,544 185,276 21,022 FY 2016 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 698,000 $ - FY 2015 Revised Budget $ 698,000 $ - $ (698,000) $ (698,000) - $ - $ - $ 744,600 $ 310,754 - 433,846 - 744,600 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Emergency Contingency for Repairs and Maintenance Visitor Center Remodel at Lak e Pleasant Resort Project Consultation at Lak e Pleasant Replace (1) Fleet Pick up Other Non Recurring Emergency Contingency for Repairs and Maintenance Resort Project Consultation at Lak e Pleasant Floating Restroom AZ Game & Fish Match at Lak e Pleasant Website Maintenance Pallet Loop Grading Replacement Winches for Boat Ramps at Lak e Pleasant Concessions Audit Replace (2) Fleet Truck s and (1) Trailer Agenda Item: FY 2016 Adopted Budget $ 103,000 160,000 10,400 37,354 $ 22,000 29,600 75,000 100,000 56,000 33,600 30,000 87,646 $ 657 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Lake Pleasant Recreation Services Fund (240) (continued) Expenditures Revenue PARKS PLAYGROUNDS UPGRADES FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - $ 33,600 $ 33,600 - $ 33,600 $ Adjustments: Non Recurring Other Non Recurring Playground Safety Remodel at Lak e Pleasant Agenda Item: 33,600 $ FY 2016 Adopted Budget Expenditures Revenue PARKS RESTROOMS UPGRADES FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - $ 336,000 $ 336,000 - $ 336,000 $ - Adjustments: Non Recurring Other Non Recurring Restroom Health and Safety Renovations at Lak e Pleasant Agenda Item: $ 336,000 FY 2016 Adopted Budget Parks Lake Pleasant Fund (240) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 1,652,585 $ 1,402,106 $ 1,402,106 $ 1,396,023 $ 1,305,039 Sources: Operating Total Sources: $ $ 2,467,298 2,467,298 $ $ 2,514,692 2,514,692 $ $ 2,514,692 2,514,692 $ $ 2,658,964 2,658,964 $ $ 2,719,236 2,719,236 $ $ $ $ 2,362,702 387,246 2,749,948 $ $ 2,514,692 698,000 3,212,692 $ $ 2,514,692 698,000 3,212,692 $ 2,719,236 1,114,200 3,833,436 Uses: Operating Non-Recurring Total Uses: $ 2,222,554 501,311 2,723,865 Structural Balance $ 244,744 $ - $ - $ 296,262 $ - Accounting Adjustments $ 5 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,396,023 1,396,023 $ $ 704,106 704,106 $ $ 704,106 704,106 $ $ 1,305,039 1,305,039 $ $ 190,839 190,839 658 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Enhancement Fund (241) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 4,349,860 $ 4,349,860 FY 2015 Revised Budget $ 4,349,860 $ 4,349,860 FY 2016 Baseline Budget $ 4,349,860 $ 4,349,860 $ (2,245) $ (2,245) 185,369 $ 109,247 - Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Personal Services by transferring 2.0 FTE Positions to Lak e Pleasant Recreation Services Fund (240) Increase Other Pay and Other Benefits for Eight Hours of Pay, a 2.5% Pay for Performance and an Increase in Fixed Benefits Decrease Personal Services by Increasing Salary/Benefit Savings Increase Personal Services Expenditures by Decreasing Allocations-Out to Other Park s and Recreation Department Funds Increase Personal Services Allocations-In for OET RDSA IT Decrease Supplies and Services Allocations-In for OET RDSA IT Reduction Increase General Supplies to Offset OET RDSA IT Reduction Internal Service Charges Increase Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Increase Supplies and Services due to Increased Revenue FY 2016 Adopted Budget Percent Change from Baseline Amount $ $ (185,276) 139,322 (41,345) 220,087 1,396 (24,937) 76,122 $ $ $ $ - $ 138,324 $ 138,324 321,448 321,448 - 4,671,308 $ 7.4% 4,671,308 7.4% 138,324 $ 659 - 76,122 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Enhancement Fund (241) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 1,015,000 $ - FY 2015 Revised Budget $ 1,015,000 $ - $ (1,015,000) $ (1,015,000) - $ - $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Agenda Item: Information and Communications Technology Other IT Non Recurring Developer Tools, ARC GIS Desk top, System Tools, and Desk tops Non Recurring Non Recurring Carry Forward Emergency Contingency for Major Repairs Replace Fleet Pick up (1) Website Maintenance Other Non Recurring Emergency Contingency for Major Repairs Replace Four (4) Truck s and One (1) Trailer Website Maintenance Safety Consultation for Planning and Development Cave Creek Campground Waterline and Septic Tank Upgrades $ $ 24,937 24,937 - 24,937 $ $ 50,000 34,533 132,452 $ 100,000 165,467 67,548 50,000 65,000 FY 2016 Adopted Budget $ 665,000 $ 216,985 - 448,015 - 689,937 $ Expenditures Revenue PARKS PLAYGROUNDS UPGRADES FY 2015 Adopted Budget $ 530,000 $ - FY 2015 Revised Budget $ 530,000 $ - $ (530,000) $ (530,000) - FY 2016 Baseline Budget $ - $ - FY 2016 Adopted Budget $ - $ Adjustments: Major Maintenance Projects Major Maintenance Program Agenda Item: Expenditures - Revenue PARKS RESTROOMS UPGRADES FY 2015 Adopted Budget $ 640,000 $ - FY 2015 Revised Budget $ 640,000 $ - $ (640,000) $ (640,000) - $ - $ - $ 616,000 $ 616,000 - $ 616,000 $ - Adjustments: Major Maintenance Projects Major Maintenance Program Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Estrella Restroom Health and Safety Improvements Usery Restroom Health and Safety Improvements Agenda Item: $ FY 2016 Adopted Budget 660 224,000 392,000 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Enhancement Fund (241) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 3,443,942 $ 3,217,768 $ 3,217,768 $ 3,415,481 $ 1,853,104 Sources: Operating Total Sources: $ $ 4,541,206 4,541,206 $ $ 4,349,860 4,349,860 $ $ 4,349,860 4,349,860 $ $ 4,584,167 4,584,167 $ $ 4,671,308 4,671,308 $ $ $ $ 4,265,628 1,880,916 6,146,544 $ $ 4,349,860 2,185,000 6,534,860 $ $ 4,349,860 2,185,000 6,534,860 $ 4,671,308 1,305,937 5,977,245 $ - $ - $ 318,539 $ - (27) $ - $ - $ - $ - 1,032,768 1,032,768 $ $ 1,032,768 1,032,768 $ $ 1,853,104 1,853,104 $ $ 547,167 547,167 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ 3,968,158 601,482 4,569,640 Structural Balance $ 573,048 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 3,415,481 3,415,481 $ $ Parks Donations Fund (243) OPERATING FY 2015 Adopted Budget $ 23,277 $ 23,277 FY 2015 Revised Budget $ 23,277 $ 23,277 FY 2016 Baseline Budget $ 23,277 $ 23,277 FY 2016 Adopted Budget Percent Change from Baseline Amount $ 23,277 $ 0.0% 23,277 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 85,500 $ - FY 2015 Revised Budget $ 85,500 $ - $ (85,500) $ (85,500) - $ - $ - $ 300,960 $ 300,960 - $ 300,960 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Water Storage Tank Repairs McDowell Boundary Fencing Usery Tortoise Habitat Trail Maintenance & Construction Visitor Center Sign Agenda Item: $ FY 2016 Adopted Budget 661 20,000 188,160 16,800 70,000 6,000 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Donations Fund (243) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 685,982 $ 694,672 $ 694,672 $ 691,173 $ 611,428 Sources: Operating Total Sources: $ $ 39,796 39,796 $ $ 23,277 23,277 $ $ 23,277 23,277 $ $ 25,469 25,469 $ $ 23,277 23,277 $ $ $ $ 19,714 85,500 105,214 $ $ 23,277 85,500 108,777 $ $ 23,277 85,500 108,777 $ 23,277 300,960 324,237 $ - $ - $ 5,755 $ - (5) $ - $ - $ - $ - 609,172 609,172 $ $ 609,172 609,172 $ $ 611,428 611,428 $ $ 310,468 310,468 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ 19,299 15,301 34,600 Structural Balance $ 20,497 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 691,173 691,173 $ $ Parks Elimination Fund (900) OPERATING FY 2015 Adopted Budget $ (15,206) $ (15,206) FY 2015 Revised Budget $ (15,206) $ (15,206) FY 2016 Baseline Budget $ (15,206) $ (15,206) $ 15,206 $ 15,206 15,206 15,206 $ - $ -100.0% -100.0% Adjustments: Base Adjustments Operating Fund Transfers Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 662 Maricopa County Annual Business Strategies FY 2016 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, 2016, 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 prior to this deadline. 663 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 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 $ $ BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 110,431 $ 92,050 98,228 3,628,977 491,593 3,515,795 33,800 7,970,874 $ 144,000 $ 90,000 90,600 3,744,000 360,000 3,576,000 8,004,600 $ 144,000 $ 90,000 90,600 3,744,000 360,000 3,576,000 8,004,600 $ 126,140 $ 66,400 89,175 3,711,806 379,504 3,417,325 7,790,350 $ 144,000 $ 90,000 90,600 3,744,000 340,000 3,576,000 7,984,600 $ (20,000) (20,000) 0.0% 0.0% 0.0% 0.0% -5.6% 0.0% N/A -0.2% $ 14,051 $ 14,051 $ 550,600 $ 550,600 $ 550,600 $ 550,600 $ 562,428 $ 2,000 564,428 $ 25,600 $ 25,600 $ (525,000) (525,000) -95.4% N/A -95.4% TOTAL PROGRAMS $ 7,984,925 $ 8,555,200 $ 8,555,200 $ 8,354,778 $ 8,010,200 $ (545,000) -6.4% $ 432,393 $ 268,388 672,903 1,810,142 537,271 2,250,653 142,465 6,114,215 $ 498,123 $ 336,669 669,001 2,091,786 633,576 2,041,020 6,270,175 $ 578,135 $ 381,872 666,201 2,017,711 525,848 1,865,926 6,035,693 $ 584,705 $ 385,427 648,529 2,077,724 392,139 1,957,788 6,046,312 $ 527,930 $ 403,080 678,454 1,800,503 439,133 1,963,042 5,812,142 $ 50,205 (21,208) (12,253) 217,208 86,715 (97,116) 223,551 8.7% -5.6% -1.8% 10.8% 16.5% -5.2% N/A 3.7% 83,772 $ 2,244,558 2,328,330 $ 780,549 $ 501,071 1,565,246 2,846,866 $ 787,272 $ 460,222 1,833,854 3,081,348 $ 451,430 $ 1,343,542 917,733 2,712,705 $ 843,512 $ 481,184 101,400 1,125,845 2,551,941 $ (56,240) (20,962) (101,400) 708,009 529,407 -7.1% -4.6% N/A 38.6% 17.2% $ 655,570 $ 62,724 718,294 $ 621,397 $ 115,073 78,707 815,177 $ 621,397 $ 115,073 78,707 815,177 $ 621,397 $ 47,947 78,706 748,050 $ 508,045 $ 115,168 59,727 682,940 $ 113,352 (95) 18,980 132,237 18.2% -0.1% N/A 24.1% 16.2% TOTAL PROGRAMS $ 9,160,839 $ 9,932,218 $ 9,932,218 $ 9,507,067 $ 9,047,023 $ $ 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 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 $ 885,195 8.9% Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 3,122,807 3,122,807 $ $ 3,887,052 3,887,052 $ $ 3,887,052 3,887,052 $ $ 3,854,234 3,854,234 $ $ 3,887,052 3,887,052 $ $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 4,805,742 4,805,742 $ $ 4,098,600 4,098,600 $ $ 4,098,600 4,098,600 $ $ 3,920,654 3,920,654 $ $ 4,078,600 4,078,600 $ $ $ SUBTOTAL $ 21,240 21,240 $ $ 18,948 18,948 $ $ 18,948 18,948 $ $ 17,211 17,211 $ $ 18,948 18,948 $ $ - 0.0% 0.0% $ $ $ 16,000 9,600 25,600 $ $ 15,538 31,265 46,803 $ $ 16,000 9,600 25,600 $ $ 16,000 9,600 25,600 $ SUBTOTAL $ 5,010 30,126 35,136 - 0.0% 0.0% 0.0% ALL REVENUES $ 7,984,925 $ 8,030,200 $ 8,030,200 $ 7,838,902 $ 8,010,200 $ (20,000) -0.2% - $ - $ 525,000 525,000 $ $ 525,000 $ 525,000 $ 515,876 515,876 $ $ - $ - $ (525,000) (525,000) -100.0% -100.0% 8,555,200 $ 8,354,778 $ 8,010,200 $ (545,000) -6.4% FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ 7,984,925 $ 664 8,555,200 $ $ - (20,000) (20,000) 0.0% 0.0% -0.5% -0.5% Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2016 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 ACTUAL FY 2015 ADOPTED FY 2016 ADOPTED FY 2015 FORECAST FY 2015 REVISED REVISED VS ADOPTED VAR % 4,473,112 $ 9,693 11,132 1,537,939 10,404 (1,032,558) 1,382,467 6,392,189 $ 4,799,618 $ 12,000 1,711,477 11,900 (1,565,984) 1,527,177 6,496,188 $ 4,915,579 $ 11,294 1,618,447 10,400 (1,573,740) 1,527,177 6,509,157 $ 4,550,488 $ 10,027 1,597,952 4,900 (1,339,831) 1,352,168 6,175,704 $ 4,712,156 $ 7,480 1,746,969 (1,363,229) 1,629,134 6,732,510 $ 203,423 3,814 (128,522) 10,400 (210,511) (101,957) (223,353) 4.1% N/A 33.8% -7.9% 100.0% -13.4% -6.7% -3.4% SUBTOTAL $ 35,753 $ 80,241 3,065 (1,456) 36,570 154,173 $ 47,187 $ 87,920 (11,480) 67,236 190,863 $ 44,739 $ 87,920 (11,480) 67,236 188,415 $ 31,392 $ 78,925 16,572 (10,076) 89,608 206,421 $ 47,060 $ 78,620 (5,000) 48,868 169,548 $ (2,321) 9,300 (6,480) 18,368 18,867 -5.2% 10.6% N/A -56.4% 27.3% 10.0% 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 $ 6,540 $ 661,237 714,473 1,058 920,540 5,968 31,322 5,564 (131,978) 175,426 2,390,150 $ 12,100 $ 575,970 741,600 880,314 14,250 29,500 7,250 (246,338) 255,466 2,270,112 $ 12,100 $ 575,870 741,600 874,643 12,500 26,500 7,250 (246,338) 255,466 2,259,591 $ 10,499 $ 513,122 732,842 7,310 871,946 11,528 19,139 6,042 (133,359) 152,239 2,191,308 $ 7,180 $ 393,459 612,000 763,272 12,250 23,300 5,410 (19,536) 241,013 2,038,348 $ 4,920 182,411 129,600 111,371 250 3,200 1,840 (226,802) 14,453 221,243 40.7% 31.7% 17.5% N/A 12.7% 2.0% 12.1% 25.4% -92.1% 5.7% 9.8% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 146,178 78,149 224,327 $ - $ 390,000 60,055 450,055 $ - $ 390,000 60,055 450,055 $ - $ 390,000 27,758 417,758 $ 15,000 $ 81,000 10,617 106,617 $ (15,000) 309,000 49,438 343,438 N/A 79.2% 82.3% 76.3% ALL EXPENDITURES $ 9,160,839 $ 9,407,218 $ 9,407,218 $ 8,991,191 $ 9,047,023 $ 360,195 3.8% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ - $ 525,000 $ 525,000 $ 525,000 $ 525,000 $ 515,876 $ 515,876 $ - $ - $ 525,000 525,000 100.0% 100.0% TOTAL USES $ 9,160,839 $ 9,932,218 $ 9,932,218 $ 9,507,067 $ 9,047,023 $ 885,195 8.9% 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 FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 7,976,240 $ 8,411 7,984,651 $ 8,030,200 $ 525,000 8,555,200 $ 8,030,200 $ 525,000 8,555,200 $ 7,838,651 $ 515,876 8,354,527 $ 8,010,200 $ 8,010,200 $ 274 $ 274 $ - $ - $ - $ - $ 251 $ 251 $ - $ - $ 7,976,514 $ 8,411 $ 7,984,925 $ FY 2014 ACTUAL 8,030,200 $ 525,000 $ 8,555,200 $ FY 2015 ADOPTED 8,030,200 $ 525,000 $ 8,555,200 $ FY 2015 REVISED 7,838,902 $ 515,876 $ 8,354,778 $ FY 2015 FORECAST (20,000) -0.2% (525,000) -100.0% (545,000) -6.4% - N/A N/A 8,010,200 $ (20,000) -0.2% - $ (525,000) -100.0% 8,010,200 $ (545,000) -6.4% FY 2016 REVISED VS ADOPTED ADOPTED VAR % $ FUND TOTAL USES $ 226 PLANNING AND DEVELOPMENT FEES OPERATING $ NON RECURRING NON PROJECT FUND TOTAL USES $ 235 DEL WEBB NON RECURRING NON PROJECT $ FUND TOTAL USES $ 868,232 $ 868,232 $ 868,232 $ 868,232 $ 868,232 $ 868,232 $ 853,490 $ 853,490 $ 868,232 $ 868,232 $ - 0.0% 0.0% 8,025,914 $ 266,693 8,292,607 $ 8,001,694 $ 537,292 8,538,986 $ 8,001,694 $ 537,292 8,538,986 $ 7,589,897 $ 547,804 8,137,701 $ 8,001,694 $ 177,097 8,178,791 $ 360,195 360,195 0.0% 67.0% 4.2% - $ - $ 525,000 $ 525,000 $ 525,000 $ 525,000 $ 515,876 $ 515,876 $ - $ - $ 525,000 525,000 100.0% 100.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 8,894,146 $ 266,693 $ 9,160,839 $ 8,869,926 $ 1,062,292 $ 9,932,218 $ 8,869,926 $ 1,062,292 $ 9,932,218 $ 8,443,387 $ 1,063,680 $ 9,507,067 $ 8,869,926 $ 177,097 $ 9,047,023 $ 885,195 885,195 0.0% 83.3% 8.9% 665 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Planning and Development 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 3.00 5.00 8.00 3.00 5.00 8.00 3.00 4.00 7.00 3.00 4.00 7.00 3.00 4.00 7.00 - 0.0% 0.0% 0.0% 6.00 3.10 12.00 20.00 20.00 6.10 1.80 69.00 77.00 6.00 4.00 12.00 22.00 26.00 7.00 77.00 85.00 7.00 5.00 12.00 20.00 24.00 5.00 .00 73.00 80.00 8.00 5.00 12.00 21.00 24.00 4.00 74.00 81.00 7.00 5.00 12.00 20.00 24.00 5.00 73.00 80.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% FY 2014 ADOPTED 1.00 1.00 4.00 2.00 2.00 1.00 4.00 2.00 1.00 1.00 1.00 1.00 4.00 15.00 2.00 4.00 6.00 4.00 5.00 1.00 1.00 1.00 13.00 77.00 FY 2015 ADOPTED 1.00 1.00 4.00 2.00 2.00 1.00 6.00 2.00 1.00 2.00 1.00 1.00 1.00 4.00 16.00 2.00 4.00 6.00 4.00 5.00 1.00 1.00 1.00 16.00 85.00 FY 2015 FY 2015 FORECAST REVISED 1.00 1.00 1.00 1.00 5.00 6.00 2.00 2.00 7.00 7.00 2.00 2.00 6.00 6.00 1.00 1.00 6.00 6.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 4.00 15.00 16.00 2.00 2.00 5.00 5.00 6.00 5.00 1.00 1.00 2.00 2.00 5.00 5.00 1.00 1.00 1.00 1.00 1.00 80.00 81.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% 0.0% 5.00 2.00 0.0% 1.00 (6.00) (85.7%) (2.00) (100.0%) (6.00) (100.0%) 1.00 0.0% 6.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 4.00 0.0% 15.00 0.0% 2.00 0.0% 5.00 0.0% 6.00 0.0% 1.00 0.0% 0.0% 2.00 5.00 0.0% 1.00 0.0% 1.00 0.0% N/A 14.00 14.00 N/A 80.00 0.0% FY 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2016 ADOPTED Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Administrative Manager Code Enforcement Officer Deputy Director - Plng & Devel Development Svcs Technician Development Svcs Technician Ld Development Svcs Technician Sr 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 Planner Planner - Senior Planning Supervisor Plans Examiner Plans Examiner Manager Plans Examiner Supervisor RDSA Ombudsman Title Examiner Department Total Staffing by Fund 440 226 DEPARTMENT/FUND PLANNING AND DEVELOPMENT PLANNING AND DEVELOPMENT FEES Department Total 77.00 77.00 85.00 85.00 80.00 80.00 FY 2015 FORECAST 81.00 81.00 80.00 80.00 REVISED TO ADOPTED VARIANCE VAR % - 0.0% 0.0% General Adjustments Personnel: FY 2016 personnel expenditures increased due to the annualization of County performance pay and market study adjustments made in FY 2015. 666 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Planning and Development Base Adjustments: Planning and Development Fees Fund (226) Operating • • • Decrease Regular Benefits by $4,750 for the impact of the changes in retirement contribution rates. Decrease Internal Service Charges by $18,980 for the impact of the changes in risk management charges. Decrease Program Revenue by $20,000 due to program volume decrease. 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 complaint. 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 2014 ACTUAL 81.0% FY 2015 FY 2015 REVISED FORECAST 81.8% 87.8% FY 2016 ADOPTED 87.5% REV VS ADOPTED VAR % 5.7% 6.9% 600.0% 100.0% 100.0% 100.0% 0.0% 0.0% 92.0% 95.0% 79.3% 91.4% (3.6%) -3.8% 98.0% 98.5% 98.0% 98.5% 0.0% 0.0% 357.7% 183.3% 122.2% 100.0% (83.3%) -45.5% 95.5% 98.0% 95.7% 98.0% (0.0%) -0.0% 95.2% N/A 98.5% 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 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. 667 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 81.0% FY 2015 FY 2015 REVISED FORECAST 81.8% 87.8% 1,164 1,320 FY 2016 ADOPTED 87.5% 1,318 REV VS ADOPTED VAR % 5.7% 6.9% 2,400 1,080 81.8% $ 1,291 371.47 $ 1,500 437.98 $ 1,518 443.63 $ 2,880 219.97 $ 1,380 218.01 92.0% 49.8% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ 110,431 $ 144,000 $ 126,140 $ 144,000 $ - 0.0% $ 110,431 $ 144,000 $ 126,140 $ 144,000 $ - 0.0% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 344,105 88,288 $ 323,966 254,169 $ 319,363 265,342 $ 329,326 198,604 $ (5,360) 55,565 -1.7% 21.9% $ 432,393 $ 578,135 $ 584,705 $ 527,930 $ 50,205 8.7% Expenditure Activity Narrative: The FY 2016 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 since some complaints are not code violations, but require an inspection. The increase in demand and output results from a procedural change in the permitting application, capturing all inspections conducted by the Code Enforcement staff of which part was in the Zoning and Adjudication Activity that the Department has since removed from the strategic plan. The Inspection count is currently being logged on one inspection record and accounted for individually to more accurately present inspection results. The increase in stated inspections will not necessarily create additional revenue. 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 668 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2016 Adopted Budget commission shall prepare and recommend to the Board a comprehensive plan; A.R.S. §11-821 requires the commission to formulate and the Board of Supervisors to adopt or readopt a comprehensive long-term county plan. Measure Type Result Output Demand 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 2014 ACTUAL 600.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 5 24 7 18 (6) -25.0% 6 24 9 20 (4) -16.7% $ 53,677.60 $ 15,911.33 $ 55,061.00 $ 22,393.33 $ (6,482.00) -40.7% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ 92,050 $ 90,000 $ 66,400 $ 90,000 $ - 0.0% $ 92,050 $ 90,000 $ 66,400 $ 90,000 $ - 0.0% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 281,983 $ (13,595) 246,548 135,324 $ 249,338 136,089 $ 266,548 136,532 $ (20,000) (1,208) -8.1% -0.9% $ 268,388 381,872 $ 385,427 $ 403,080 $ (21,208) -5.6% Revenue Expenditure $ Activity Narrative: The FY 2016 budget supports the Department in meeting 100% of demand for plan amendments. Large-scale commercial and residential development in the County is showing little growth and there are large tracts of land committed to master-planned communities that are only recently beginning to see renewed activity following the 'great recession.' The increase in expenditure ratio is attributable to activities related to planning and zoning being absorbed in Comprehensive Planning including in Development Master Plan and Comprehensive Plan Amendments. 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. 669 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL 92.0% FY 2015 FY 2015 REVISED FORECAST 95.0% 79.3% 9,570 9,570 9,500 9,500 FY 2016 ADOPTED 91.4% 9,934 9,934 REV VS ADOPTED VAR % (3.6%) -3.8% 9,500 9,500 (1.29) 0.0% 0.0% $ 70.31 $ 70.13 $ 65.28 $ 71.42 $ -1.8% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ 98,228 $ 90,600 $ 89,175 $ 90,600 $ - 0.0% $ 98,228 $ 90,600 $ 89,175 $ 90,600 $ - 0.0% 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 672,903 $ 666,201 $ 648,529 $ 678,454 $ (12,253) -1.8% $ 672,903 $ 666,201 $ 648,529 $ 678,454 $ (12,253) -1.8% Expenditure Activity Narrative: The FY 2016 budget supports the Department in meeting 100% of the demand. There is an expectation that demand will continue at its current rate into FY 2016. The decline in the result is due to a more complex initial review of the plan submittal process. The Department continues to review processes to better serve customers within 30 minutes or less. Expenditures are slightly increased due to changes in benefits and other personnel costs. 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 FY 2015 FY 2016 FY 2014 FY 2015 Measure REV VS ADOPTED VAR % REVISED FORECAST ADOPTED Description ACTUAL 0.0% 0.0% 98.5% 98.0% 98.5% Percent of Inspections provided the same day 98.0% as Requested. 0.0% 32,742 34,480 34,480 Total Number of Inspections provided. 33,917 0.0% 32,774 34,600 34,600 33,936 Number of Inspections Scheduled/Requested. 6.30 10.8% 52.22 $ 58.52 $ 63.46 $ Total expenditure per inspection provided. $ 53.37 $ 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB TOTAL SOURCES $ 3,628,703 $ 3,744,000 $ 3,711,555 $ 3,744,000 $ - 0.0% 274 $ 3,628,977 $ 3,744,000 251 $ 3,711,806 $ 3,744,000 $ - N/A 0.0% 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 1,810,142 $ 2,017,711 $ 2,077,724 $ 1,800,503 $ 217,208 10.8% $ 1,810,142 $ 2,017,711 $ 2,077,724 $ 1,800,503 $ 217,208 10.8% Expenditure Activity Narrative: The FY 2016 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 budgeted expenditures decreased as a result of not needing to replace as many vehicles in FY 2016. 670 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2016 Adopted Budget Plan Review Activity The purpose of the Plan Review Activity is to provide plan review services to One Stop Shop permit applicants so they can gain approval for requested permits in a timely manner. Mandates: A.R.S. §11-321 requires a building permit for any construction of a building or an addition thereto exceeding a cost of one thousand dollars within its jurisdiction. It also establishes requirements for issuance and distribution of copies of the permit as well as responsibilities of the subsequent owner of property on which construction was undertaken without a permit. Measure Type Result 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 2014 ACTUAL 95.5% $ 5,775 5,814 389.72 FY 2015 FY 2015 REVISED FORECAST 98.0% 95.7% $ 5,824 5,900 320.39 $ 6,099 6,206 321.00 REV VS ADOPTED VAR % (0.0%) -0.0% FY 2016 ADOPTED 98.0% $ 5,880 6,000 333.85 $ 56 100 (13.47) 1.0% 1.7% -4.2% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ 3,515,795 $ 3,576,000 $ 3,417,325 $ 3,576,000 $ - 0.0% $ 3,515,795 $ 3,576,000 $ 3,417,325 $ 3,576,000 $ - 0.0% 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 2,250,653 $ 1,865,926 $ 1,957,788 $ 1,963,042 $ (97,116) -5.2% $ 2,250,653 $ 1,865,926 $ 1,957,788 $ 1,963,042 $ (97,116) -5.2% Expenditure Activity Narrative: The FY 2016 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 impacts the plan review workload. 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 increase in FY 2016 is due to increased cost in personnel. 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. §11-814 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 671 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2016 Adopted Budget ordinances, regulations or specific plans adopted under this article shall be consistent with and conform to the adopted County plan. 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 2014 ACTUAL 357.7% FY 2015 FY 2015 REVISED FORECAST 183.3% 122.2% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % (83.3%) -45.5% 26 36 18 12 (24) -66.7% 34 42 22 12 (30) -71.4% $ 20,664.27 $ 14,606.89 $ 21,785.50 $ 36,594.42 $ (21,987.53) -150.5% $ 491,593 $ 360,000 $ 379,504 $ 340,000 $ (20,000) -5.6% $ 491,593 $ 360,000 $ 379,504 $ 340,000 $ (20,000) -5.6% $ 171,319 365,952 $ 273,349 252,499 $ 266,119 126,020 $ 272,358 166,775 $ 991 85,724 0.4% 34.0% $ 537,271 $ 525,848 $ 392,139 $ 439,133 $ 86,715 16.5% Revenue 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES Expenditure 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES Activity Narrative: The overall demand or number of cases processed by the Planning and Zoning Activity from FY 2015 to FY 2016 has decreased significantly. The number of cases processed through a technical advisory committee meeting has decreased and can be attributed to a significant number of applicant requests for process expediting. Planning and Zoning staff have accommodated these requests while maintaining quality results in projects approved and presented to the Board of Supervisors. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue All Functions FY 2015 Adopted Budget $ 868,232 $ - FY 2015 Revised Budget $ 868,232 $ - FY 2016 Baseline Budget $ 868,232 $ - FY 2016 Adopted Budget $ 868,232 $ - 672 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Fees Fund (226) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 8,001,694 $ 8,030,200 FY 2015 Revised Budget $ 8,001,694 $ 8,030,200 FY 2016 Baseline Budget $ 8,001,694 $ 8,030,200 $ (4,750) $ (4,750) 4,750 $ 23,730 (18,980) - Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Decrease Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ (18,980) $ - $ - (20,000) (20,000) $ 8,001,694 $ 0.0% 8,010,200 -0.2% FY 2015 Adopted Budget $ 537,292 $ 525,000 FY 2015 Revised Budget $ 537,292 $ 525,000 $ (390,000) $ (390,000) - FY 2016 Adopted Budget Percent Change from Baseline Amount NON RECURRING NON PROJECT Adjustments: Base Adjustments Vehicle Replacement Information and Communications Technology Other IT Non Recurring Non Recurring Non Recurring Fund Transfer Agenda Item: FY 2016 Baseline Budget Adjustments: Information and Communications Technology Other IT Non Recurring Non Recurring Non Recurring Carry Forward Vehicle Replacements Office Buildout $ (147,292) - $ - (525,000) (525,000) $ - $ - $ 81,097 81,097 96,000 $ 81,000 - 15,000 - Agenda Item: $ $ FY 2016 Adopted Budget (81,000) $ 673 177,097 $ - Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Fees Fund (226) Fund Balance Summary FY 2014 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2015 REVISED FY 2015 ADOPTED FY 2016 ADOPTED FY 2015 FORECAST $ 3,580,626 $ 3,660,099 $ 3,660,099 $ 3,272,669 $ 3,489,495 $ 7,976,240 8,411 7,984,651 $ 8,030,200 525,000 8,555,200 $ 8,030,200 525,000 8,555,200 $ 7,838,651 515,876 8,354,527 $ 8,010,200 8,010,200 8,025,916 266,693 8,292,609 $ $ $ 7,589,897 547,804 8,137,701 $ $ 8,001,694 537,292 8,538,986 $ $ 8,001,694 537,292 8,538,986 $ 8,001,694 177,097 8,178,791 (49,676) $ 28,506 $ 28,506 $ 248,754 $ 8,506 $ $ $ $ $ $ $ Structural Balance $ Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ 3,272,669 3,272,669 $ 3,676,313 3,676,313 $ 3,676,313 3,676,313 $ 3,489,495 3,489,495 $ 3,320,904 3,320,904 674 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Procurement Services Procurement Services Analysis by Cristi Cost, Management and Budget Analyst Summary Mission The mission of Procurement Services is to provide innovative, cost-effective, and quality services to County agencies through a strategic and systematic approach to procurement so they can get the right product at the right time at the right price. Vision Working together to deliver value. Strategic Goals Department Specific By FY 2017, 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. They have reached this goal and will reevaluate during the FY 2017 Strategic Business Plan update process. Department Specific By FY 2017, 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: The Department has successfully achieved this goal. They have been working hard to implement identified opportunities for increased efficiencies and hard dollar savings based off a study conducted in FY 2014. The Department will reevaluate this goal during the FY 2017 Strategic Business Plan update process. Department Specific By FY 2017, 100% of new contracts for commodities will be written to include acceptable environmental sustainability standards consistent with Board policy. Status: The Department worked 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. They have reached this goal and will reevaluate during the FY 2017 Strategic Business Plan update process. Department Specific By FY 2017, 80% of new construction project contracts will include acceptable environmental sustainability standards consistent with Board policy. Status: The Department worked with the County Attorney’s Office to revise 675 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget contract templates to include language consistent with the Environmentally Preferred Purchasing policy (A1514) for construction contracts. They have reached this goal and will reevaluate during the FY 2017 Strategic Business Plan update process. Department Specific By FY 2017, 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 has been working with other agencies to fulfill the latest State of Arizona requirements. They have reached this goal and will reevaluate during the FY 2017 Strategic Business Plan update process. Sources and Uses by Program and Activity FY 2015 REVISED FY 2015 ADOPTED FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 FORECAST REVISED VS ADOPTED % VAR FY 2016 ADOPTED PCPT - PROCUREMENT SERVICES 73BS - PROCUREMENT SERVICES $ $ 737,781 737,781 $ $ 300,000 300,000 $ $ 300,000 300,000 $ $ 397,987 397,987 $ $ 761,000 761,000 $ $ 461,000 461,000 153.7% 153.7% PRNT - PRINTING SERVICES 73PR - PRINTING SERVICES PROGRAM $ $ 785,092 785,092 $ $ 845,217 845,217 $ $ 845,217 845,217 $ $ 857,936 857,936 $ $ 845,217 845,217 $ $ - 0.0% 0.0% TOTAL PROGRAMS $ 1,522,873 $ 1,145,217 $ 1,145,217 $ 1,255,923 $ 1,606,217 $ 461,000 40.3% PCPT - PROCUREMENT SERVICES 73BS - PROCUREMENT SERVICES $ $ 2,090,853 2,090,853 $ $ 2,130,813 2,130,813 $ $ 2,175,938 2,175,938 $ $ 2,201,290 2,201,290 $ $ 2,238,612 2,238,612 $ $ (62,674) (62,674) -2.9% -2.9% PRNT - PRINTING SERVICES 73PR - PRINTING SERVICES PROGRAM $ $ 725,170 725,170 $ $ 825,165 825,165 $ $ 825,165 825,165 $ $ 795,526 795,526 $ $ 750,072 750,072 $ $ 75,093 75,093 9.1% 9.1% RMPT - RECORDS MANAGEMENT 73RM - RECORDS MANAGEMENT $ $ 46,301 46,301 $ $ 56,359 56,359 $ $ 54,442 54,442 $ $ 46,159 46,159 $ $ 55,252 55,252 $ $ (810) (810) -1.5% -1.5% ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 210,781 210,781 $ 179,346 893 42,917 223,156 $ 182,790 893 43,865 227,548 $ 165,021 37,026 202,047 $ 183,878 893 4,074 188,845 $ (1,088) 39,791 38,703 -0.6% 0.0% 90.7% 17.0% CSCA - CENTRAL SERVICE COST ALLOC INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ $ 69,699 22,173 8,222 100,094 $ $ 63,949 24,373 9,065 97,387 $ $ 63,949 21,264 8,275 93,488 $ $ 63,949 21,264 8,275 93,488 $ $ 60,652 34,352 95,004 $ (5,750) (909) 53 (6,606) -9.0% -4.3% N/A 0.6% -7.1% TOTAL PROGRAMS $ 3,168,109 $ 3,328,981 $ 3,376,581 $ 3,342,409 $ 3,332,875 $ 43,706 1.3% USES $ $ $ $ $ $ Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0636 - INTERNAL SERVICE CHARGES $ SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 785,092 785,092 $ $ 845,217 845,217 $ $ 845,217 845,217 $ $ 857,936 857,936 $ $ 845,217 845,217 $ $ - 0.0% 0.0% $ SUBTOTAL $ 737,781 737,781 $ $ 300,000 300,000 $ $ 300,000 300,000 $ $ 397,987 397,987 $ $ 761,000 761,000 $ $ 461,000 461,000 153.7% 153.7% ALL REVENUES $ 1,522,873 $ 1,145,217 $ 1,145,217 $ 1,255,923 $ 1,606,217 $ 461,000 40.3% TOTAL SOURCES $ 1,522,873 $ 1,145,217 $ 1,145,217 $ 1,255,923 $ 1,606,217 $ 461,000 40.3% MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE 676 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES $ 0701 - REGULAR PAY 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 1,950,119 $ 733 693,915 (25,000) 2,619,767 $ 2,005,581 $ 136,469 150 705,139 (191,276) 19,367 2,675,430 $ 36,525 36,525 $ $ $ 3,342,409 8,281 8,281 $ $ 3,376,581 $ $ $ 61,719 61,719 $ $ $ 3,368,300 - $ $ 3,328,981 $ $ 70,000 70,000 $ $ $ 3,328,981 - $ $ 3,168,109 $ $ $ 127,500 14,900 23,492 103,397 16,096 11,552 2,060 298,997 $ SUBTOTAL $ - $ $ ALL EXPENDITURES $ 3,168,109 OTHER FINANCING USES $ 0880 - TRANSFERS OUT ALL OTHER FINANCING USES $ TOTAL USES $ CAPITAL 0920 - CAPITAL EQUIPMENT $ $ 125,491 20,900 17,492 109,603 12,096 10,685 2,060 298,327 133,616 5,140 14,677 96,322 6,453 3,104 1,673 260,985 $ $ 2,192,376 $ 150 795,184 (242,204) 19,367 2,764,873 $ $ 125,491 14,900 23,492 103,397 12,096 10,685 2,060 292,121 138,835 1,594 4,420 5 96,575 5,193 10,633 1,989 259,244 REVISED VS ADOPTED % VAR 269,093 582 269,675 $ $ 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 $ 2,101,799 $ 249 722,088 (124,332) 64,746 2,764,550 $ 280,128 221 280,349 $ 283,972 582 284,554 SUBTOTAL $ 2,195,456 $ 150 757,279 (242,346) 19,367 2,729,906 $ 283,972 582 284,554 288,948 $ (137) 287 289,098 $ $ FY 2016 ADOPTED FY 2015 FORECAST FY 2015 REVISED FY 2015 ADOPTED FY 2014 ACTUAL $ $ $ $ 3,080 (37,905) (142) (34,967) 0.1% N/A 0.0% -5.0% -0.1% 0.0% -1.3% 14,879 14,879 5.2% N/A 0.0% 5.2% $ (6,000) 6,000 (6,206) (6,206) 0.0% -40.3% 25.5% N/A -6.0% 0.0% 0.0% 0.0% -2.1% - $ $ 61,719 61,719 100.0% 100.0% $ 3,332,875 $ 35,425 1.1% - $ $ - $ $ 8,281 8,281 100.0% 100.0% 3,342,409 $ 3,332,875 $ 43,706 1.3% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 737,781 737,781 $ $ 300,000 300,000 $ $ 300,000 300,000 $ $ 397,987 397,987 $ $ 761,000 761,000 $ $ 461,000 461,000 153.7% 153.7% $ FUND TOTAL SOURCES $ 785,092 785,092 $ $ 845,217 845,217 $ $ 845,217 845,217 $ $ 857,936 857,936 $ $ 845,217 845,217 $ $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,522,873 1,522,873 FY 2014 ACTUAL $ $ 1,145,217 1,145,217 FY 2015 ADOPTED $ $ 1,145,217 1,145,217 FY 2015 REVISED $ $ 1,255,923 1,255,923 FY 2015 FORECAST $ $ 1,606,217 1,606,217 FY 2016 ADOPTED $ $ 2,322,160 60,127 2,382,287 $ 2,413,764 2,413,764 $ 673 REPROGRAPHICS OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT $ FUND TOTAL USES $ 673 REPROGRAPHICS OPERATING NON RECURRING NON PROJECT $ $ $ 2,461,364 2,461,364 $ $ 2,461,364 2,461,364 $ $ 2,487,658 2,487,658 461,000 40.3% 461,000 40.3% REVISED VS ADOPTED VAR % $ $ (26,294) (26,294) -1.1% N/A -1.1% 785,822 785,822 $ $ 845,217 845,217 $ $ 844,520 36,525 881,045 $ $ 845,217 70,000 915,217 $ $ 845,217 70,000 915,217 $ FUND TOTAL USES $ $ 70,000 70,000 0.0% 100.0% 7.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 3,107,982 60,127 3,168,109 $ $ $ 3,258,981 70,000 3,328,981 $ $ $ 3,306,581 70,000 3,376,581 $ $ $ 3,305,884 36,525 3,342,409 $ $ $ 3,332,875 3,332,875 $ $ $ (26,294) 70,000 43,706 -0.8% 100.0% 1.3% 677 Maricopa County Annual Business Strategies FY 2016 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.50 1.50 1.00 .50 1.50 1.00 .50 1.50 1.00 .50 1.50 1.00 1.00 (.50) (.50) 0.0% (100.0%) (33.3%) 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 - 0.0% 0.0% 27.75 27.75 25.25 25.25 28.25 28.25 28.25 28.25 28.75 28.75 .50 .50 1.8% 1.8% .75 .75 39.00 .75 .75 36.50 .75 .75 39.50 .75 .75 39.50 .75 .75 39.50 - 0.0% 0.0% 0.0% 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 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 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 4.00 10.50 1.00 1.00 2.00 1.00 2.00 1.00 6.00 .50 1.00 39.00 FY 2015 ADOPTED 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 9.00 1.00 1.00 2.00 1.00 1.00 1.00 6.00 .50 1.00 36.50 FY 2015 FY 2015 REVISED FORECAST 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 2.00 2.00 11.00 11.00 1.00 1.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 6.00 .50 .50 1.00 1.00 39.50 39.50 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 11.00 0.0% 1.00 0.0% 2.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 6.00 0.0% .50 0.0% 1.00 0.0% 39.50 0.0% FY 2014 ADOPTED 30.00 9.00 39.00 FY 2015 ADOPTED 27.50 9.00 36.50 FY 2015 REVISED 30.50 9.00 39.50 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 30.50 0.0% 9.00 0.0% 39.50 0.0% FY 2014 ADOPTED Staffing by Fund DEPARTMENT/FUND 100 GENERAL 673 REPROGRAPHICS Department Total FY 2015 FORECAST 30.50 9.00 39.50 General Adjustments Personnel: FY 2016 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY 2015. Base Adjustments: General Fund (100) • Decrease Regular Benefits by $1,760 for the impact of the changes in retirement contribution rates. • Decrease Internal Services Charges by $42 for the impact of the changes in risk management charges. • Decrease Salaries and Benefits by $4,105 due to a small increase in salary savings rate. 678 Maricopa County Annual Business Strategies FY 2016 Adopted Budget • • Department Strategic Plans and Budgets Procurement Services Increase Regular Benefits by $29,328 for the impact of the changes in health and dental premium rates. Increase Program Revenues by $461,000 to match historical trendline. Reprographics (673) Operating • Decrease Regular Benefits by $369 for the impact of the changes in retirement contribution rates. • Decrease Internal Services Charges by $11 for the impact of the changes in risk management charges. 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. Percent of new construction project contracts which contain acceptable environmental standards consistent with Board policy. FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 70.7% 63.5% 63.7% 67.4% 3.9% 6.2% N/A 98.1% 98.1% 98.7% 0.6% 0.6% N/A 97.5% 97.5% 100.0% 2.5% 2.6% Activities that comprise this program include: • Procurement Services Procurement Services Activity The purpose of the Procurement Services Activity is to provide value, guidance and support service to County departments so they can have the goods/services they need to operate in fulfillment of their mission while maintaining statutory compliance, and supporting the principles of public procurement. Mandates: A.R.S. §41-2501 establishing County purchasing procedures. 679 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Demand Demand Demand Demand Expenditure Ratio Revenue Measure Description Percent of respondents indicating "very satisfied" or "satisfied" on the Procurement Customer Satisfaction Survey. Percentage of expenditure for goods/services/construction managed through procurement services. Percent of new contracts written to include acceptable environmental standards consitent with Board policy. Percent of new construction project contracts which contain acceptable environmental standards consistent with Board policy. Value of competively sourced Purchase Orders. Number of new contracts with acceptable environmental standards consistent with Board policy. Number of new construction projects meeting acceptable environmental sustainability standards consistent with Board policy. Number of new contracts provided. Number of new construction project contracts requested. Number of new contracts for goods/services requested. Number of new contracts for construction project requested. Dollar value of expenditures for goods/services/construction. Cost per new contract provided. FY 2014 ACTUAL N/A FY 2015 REVISED 100.0% FY 2015 FORECAST 100.0% FY 2016 ADOPTED 100.0% 70.7% 63.5% 63.7% 67.4% 3.9% 6.2% N/A 98.1% 98.1% 98.7% 0.6% 0.6% N/A 97.5% 97.5% 100.0% 2.5% 2.6% (18,146,840) -4.6% 258,565,980 REV VS ADOPTED VAR % 0.0% 0.0% 398,146,840 350,282,150 380,000,000 N/A 70 70 85 15 21.4% N/A 70 70 70 - 0.0% N/A 37 159 164 159 137 159 100 (64) 0.0% -39.0% N/A 173 173 130 (43) -24.9% N/A 117 117 100 (17) -14.5% 471,732,800 459,020,160 465,000,000 (6,732,800) -1.4% N/A $ 13,685.14 $ 13,844.59 $ 14,079.32 $ (394.18) -2.9% $ $ $ $ 761,000 761,000 $ $ 461,000 461,000 $ 2,238,612 $ 2,238,612 $ $ (62,674) (62,674) 365,912,020 100 - GENERAL TOTAL SOURCES $ $ 737,781 737,781 100 - GENERAL TOTAL USES $ 2,090,853 $ 2,090,853 $ $ 300,000 300,000 397,987 397,987 153.7% 153.7% Expenditure $ 2,175,938 $ 2,175,938 $ 2,201,290 $ 2,201,290 -2.9% -2.9% Activity Narrative: New contracts for construction projects and goods/services are decreasing in FY 2016 due to multiple County departments utilizing one or two contracts rather than having multiple contracts that produce the same outcome for each County department. The Department was successful in developing programs and policies to increase the quality of county-wide procurement in FY 2015. With the development of the “reverse-bidding” process, the Procurement Service staff has ensured that County departments are spending taxpayer money in the most cost-effective way available without cutting services. 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 2014 ACTUAL N/A FY 2015 REVISED 91.3% 680 FY 2015 FORECAST 93.5% FY 2016 ADOPTED 95.7% REV VS ADOPTED VAR % 4.3% 4.8% Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 Measure Description Percent of respondents indicating very satisfied or satisfied on the Graphics Services Customer Satisfaction survey. Number of requests for Print Services completed. Number of Print Services requested. Cost per Print Services request completed. FY 2014 ACTUAL N/A FY 2015 REVISED 91.3% $ 500 1,450.34 $ 2,208 373.72 $ 2,165 367.45 $ 2,208 339.71 673 - REPROGRAPHICS TOTAL SOURCES $ $ 785,092 785,092 $ $ 845,217 845,217 $ $ 857,936 857,936 $ $ 673 - REPROGRAPHICS TOTAL USES $ $ 725,170 725,170 $ $ 825,165 825,165 $ $ 795,526 795,526 $ $ 500 FY 2015 FORECAST 93.5% 2,208 FY 2016 ADOPTED 95.7% 2,165 REV VS ADOPTED VAR % 4.3% 4.8% 2,208 - 0.0% $ 34.01 0.0% 9.1% 845,217 845,217 $ $ - 0.0% 0.0% 750,072 750,072 $ $ 75,093 75,093 9.1% 9.1% Expenditure Activity Narrative: Although the demand has increased from FY 2014 in print services requested and completed, the Print Service staff has increased efficiencies by implementing new procedures and new equipment has been purchased to help with the higher demand, thus keeping the cost per print job lower than originally anticipated in FY 2015. Even though revenues are expected to exceed the original estimates at the beginning of FY 2015, the department requested to keep it flat for FY 2016 as rates in printing services will not be increasing and the demand of services are estimated to be the same as 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. Program Results Measure Description Percentage of requests for service fulfilled within 7 days. FY 2014 ACTUAL 89.8% FY 2015 REVISED 86.2% FY 2015 FORECAST 78.5% FY 2016 ADOPTED 86.2% REV VS ADOPTED VAR % 0.0% 0.0% 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. 681 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL 89.8% FY 2015 REVISED 86.2% FY 2015 FORECAST 78.5% FY 2016 ADOPTED 86.2% REV VS ADOPTED VAR % 0.0% 0.0% 147 178 375 178 - 0.0% 108 218 470 218 - 0.0% $ 108 428.71 $ 218 249.73 $ 435 98.21 $ 218 253.45 $ (3.72) 0.0% -1.5% $ $ 46,301 46,301 $ $ 54,442 54,442 $ $ 46,159 46,159 $ $ 55,252 55,252 $ $ (810) (810) -1.5% -1.5% Activity Narrative: As education to County agencies on records management continues when new State requirements are established, the Department expects that the demand and output will reach the same numbers from FY 2015. 682 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 300,000 $ 47,600 46,003 803 794 $ - $ 2,461,364 $ 300,000 2,873 $ 16 (794) 3,651 - Agenda Item: $ C-49-15-012-2-00 C-49-15-033-2-00 $ 2,464,237 $ 300,000 (1,760) $ (1,760) (4,147) $ (42) - (4,105) - Agenda Item: $ $ FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Fees and Other Revenues ProgRevenue Volume Inc/Dec $ C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Risk Management Charges Personnel Savings From 4.07% to 4.17% 2,413,764 Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ $ (42) $ (4,105) $ 2,458,330 $ -0.2% 300,000 0.0% $ 29,328 29,328 - 461,000 461,000 Agenda Item: $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ 683 $ $ 2,487,658 $ 1.0% 761,000 153.7% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Procurement Services Reprographics Fund (673) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 845,217 $ 845,217 FY 2015 Revised Budget $ 845,217 $ 845,217 FY 2016 Baseline Budget $ 845,217 $ 845,217 (369) $ (369) (11) $ (11) - Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Risk Management Charges Structural Balance Structural Balance Agenda Item: $ $ $ (11) FY 2016 Adopted Budget Percent Change from Baseline Amount $ 380 380 $ - $ 845,217 $ 0.0% 845,217 0.0% Reprographics Fund (673) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 FORECAST FY 2015 REVISED FY 2016 ADOPTED Beginning Spendable Fund Balance $ 223,112 $ 268,883 $ 268,883 $ 222,383 $ 199,274 Sources: Operating Total Sources: $ $ 785,092 785,092 $ $ 845,217 845,217 $ $ 845,217 845,217 $ $ 857,936 857,936 $ $ 845,217 845,217 $ 785,822 785,822 $ $ $ 844,520 36,525 881,045 $ $ 845,217 70,000 915,217 $ $ 845,217 70,000 915,217 $ 845,217 845,217 Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ (730) $ - $ - $ 13,416 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - $ 222,383 222,383 $ 198,883 198,883 $ 198,883 198,883 $ 199,274 199,274 $ 199,274 199,274 Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance 684 Department Strategic Plans and Budgets Protective Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Protective Services Analysis by Cristi Cost, 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 2015, 6% of group involved demonstrations disrupted County business. The Department is on target for maintaining the success of exceeding this goal by the end of FY 2016 and will review this goal during the FY 2017 Strategic Business Plan update process. Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES SCRT - SECURITY 70PS - PROTECTIVE SERVICES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ $ 275,622 $ 275,622 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ - 0.0% 0.0% TOTAL PROGRAMS $ 275,622 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ - 0.0% 115,872 $ 3,757,881 3,873,753 $ 118,246 $ 3,819,930 3,938,176 $ 115,400 $ 3,776,127 3,891,527 $ 120,419 $ 4,004,500 4,124,919 $ USES PKMT - PARKING MANAGEMENT SCRT - SECURITY 70PS - PROTECTIVE SERVICES $ $ 113,355 $ 3,706,832 3,820,187 $ ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ - $ - $ 5,013 $ 5,013 $ 5,013 $ 5,013 $ 5,013 $ 5,013 $ - $ - $ INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 11,568 11,568 $ 20,775 $ 10,890 31,665 $ 20,775 $ 10,890 31,665 $ 8,658 $ 10,896 19,554 $ 25,293 $ 39,819 65,112 $ TOTAL PROGRAMS $ 3,831,755 $ 3,910,431 $ 3,974,854 $ 3,916,094 $ 4,190,031 $ (2,173) (184,570) (186,743) 5,013 5,013 -1.8% -4.8% -4.7% 100.0% 100.0% (4,518) -21.7% N/A (28,929) -265.6% (33,447) -105.6% (215,177) -5.4% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 275,622 $ 275,622 $ 235,141 235,141 $ $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 235,141 235,141 $ $ - 0.0% 0.0% ALL REVENUES $ 275,622 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ - 0.0% TOTAL SOURCES $ 275,622 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ - 0.0% 685 Department Strategic Plans and Budgets Protective Services Maricopa County Annual Business Strategies FY 2016 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 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 2,426,144 $ 4,269 166,838 1,101,516 38,295 (116,695) 46,869 3,667,236 $ 2,479,819 $ 6,264 150,500 1,111,770 42,759 (120,942) 48,942 3,719,112 $ 2,525,577 $ 6,264 150,500 1,119,935 53,259 (120,942) 48,942 3,783,535 $ 2,444,468 $ 4,691 188,885 1,107,388 39,805 (78,944) 48,938 3,755,231 $ 2,446,813 $ 6,264 160,500 1,227,482 42,759 (48,942) 48,942 3,883,818 $ 78,764 (10,000) (107,547) 10,500 (72,000) (100,283) 3.1% 0.0% -6.6% -9.6% 19.7% -59.5% 0.0% -2.7% SUBTOTAL $ 60,333 $ 20,677 1,463 82,473 $ 30,000 $ 25,000 6,500 61,500 $ 30,000 $ 25,000 6,500 61,500 $ 52,851 $ 22,024 5,741 80,616 $ 38,385 $ 25,000 6,500 69,885 $ (8,385) (8,385) -28.0% 0.0% 0.0% -13.6% 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 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ ALL EXPENDITURES $ 805 $ 3,000 77,986 10 100 145 82,046 $ 3,831,755 $ 50,600 $ 2,500 1,000 70,865 714 3,996 144 129,819 $ 3,910,431 $ 50,600 $ 2,500 1,000 70,865 714 3,996 144 129,819 $ 3,974,854 $ 11,286 $ 2,000 1,755 63,209 210 1,675 112 80,247 $ 3,916,094 $ 179,600 $ 3,000 6,400 41,684 1,000 4,500 144 236,328 $ 4,190,031 $ (129,000) (500) (5,400) 29,181 (286) (504) (106,509) (215,177) -254.9% -20.0% -540.0% 41.2% -40.1% -12.6% 0.0% N/A -82.0% -5.4% TOTAL USES $ 3,831,755 $ 3,910,431 $ 3,974,854 $ 3,916,094 $ 4,190,031 $ (215,177) -5.4% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VAR % FY 2016 ADOPTED $ FUND TOTAL SOURCES $ 275,622 $ 275,622 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 275,622 $ 275,622 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ - 0.0% 0.0% FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 3,782,813 $ 3,782,813 $ 3,861,489 $ 3,861,489 $ 3,925,912 $ 3,925,912 $ 3,867,156 $ 3,867,156 $ 4,141,089 $ 4,141,089 $ $ FUND TOTAL USES $ 48,942 $ 48,942 $ 48,942 $ 48,942 $ 48,942 $ 48,942 $ 48,938 $ 48,938 $ 48,942 $ 48,942 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 3,831,755 $ 3,831,755 $ 3,910,431 $ 3,910,431 $ 3,974,854 $ 3,974,854 $ 3,916,094 $ 3,916,094 $ 4,190,031 $ 4,190,031 $ 255 DETENTION OPERATIONS OPERATING (215,177) (215,177) (215,177) (215,177) -5.5% -5.5% 0.0% 0.0% -5.4% -5.4% Staffing by Program and Activity PROGRAM/ACTIVITY PROTECTIVE SERVICES PARKING MANAGEMENT SECURITY PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 ADOPTED 2.00 72.50 74.50 74.50 FY 2015 ADOPTED 2.00 71.50 73.50 73.50 686 FY 2015 REVISED 2.00 72.50 74.50 74.50 FY 2015 FORECAST 2.00 71.50 73.50 73.50 FY 2016 ADOPTED 2.00 71.50 73.50 73.50 REVISED TO ADOPTED VARIANCE VAR % (1.00) (1.00) (1.00) 0.0% (1.4%) (1.3%) (1.3%) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Protective Services Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Director - Protective Services 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 2014 ADOPTED 2.00 1.00 1.00 1.00 1.00 1.00 61.50 2.00 4.00 74.50 FY 2015 ADOPTED 2.00 1.00 1.00 1.00 1.00 1.00 59.50 2.00 5.00 73.50 FY 2015 FY 2015 REVISED FORECAST 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 59.50 59.50 3.00 2.00 5.00 5.00 74.50 73.50 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% N/A 1.00 0.0% 1.00 0.0% N/A 59.50 0.0% 2.00 (1.00) (33.3%) 5.00 0.0% 73.50 (1.00) (1.3%) FY 2014 ADOPTED 74.50 74.50 FY 2015 ADOPTED 73.50 73.50 FY 2015 REVISED 74.50 74.50 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 73.50 (1.00) (1.3%) 73.50 (1.00) (1.3%) Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2015 FORECAST 73.50 73.50 General Adjustments Personnel: FY 2016 personnel expenditures increased due to the annualization of County performance based retention pay plan and market study adjustments in FY 2015. Base Adjustments: General Fund (100) • Decrease Regular Benefits by $2,627 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $28,929 for the impact of the changes in risk management charges. • Decrease Internal Service Charges by $5,725 for the impact of the changes in telecom charges. • Decrease Other Personnel Services by $10,500 due to reduced anticipated need. • Increase Regular Benefits by $75,576 for the impact of the changes in health and dental premium rates. 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. 687 Department Strategic Plans and Budgets Protective Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results Measure Description Percent of parking spaces utilized in County garages and lots. Percent of shuttle bus seats utilized. Percent of safety and security issues responded to by Protective Services to secure the County's work and business environment. FY 2014 ACTUAL 100.0% FY 2015 REVISED 67.0% FY 2015 FORECAST 93.0% FY 2016 ADOPTED 93.0% 11.8% 100.0% 9.5% 100.0% 10.6% 100.0% 11.0% 100.0% 1.5% 0.0% 15.8% 0.0% Percent of ID Badge requests responded to by Protective Services Admin Staff. N/A 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Parking Management • REV VS ADOPTED VAR % 26.0% 38.8% 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 expenditures per vehicle parked in County garages and spaces. 100 - GENERAL TOTAL USES FY 2014 ACTUAL 100.0% FY 2015 REVISED 67.0% FY 2015 FORECAST 93.0% FY 2016 ADOPTED 93.0% REV VS ADOPTED VAR % 26.0% 38.8% 11.8% 838,210 9.5% 930,408 10.6% 980,349 11.0% 980,500 1.5% 50,092 15.8% 5.4% 838,210 930,408 980,349 980,500 50,092 5.4% $ 0.14 $ 0.13 $ 0.12 $ 0.12 $ 0.01 4.8% $ $ 113,355 113,355 $ $ 118,246 118,246 $ $ 115,400 115,400 $ $ 120,419 120,419 $ $ (2,173) (2,173) -1.8% -1.8% Activity Narrative: With the completion of the Maricopa County Sheriff’s Office headquarters building, additional permanent parking was created for MCSO employees in existing County garages and lots. This is a permanent increase in volume that will affect all measure types regarding the use and user access requests of the parking garages and lots. 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. 688 Department Strategic Plans and Budgets Protective Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Output Output Demand Demand Expenditure Ratio Expenditure Ratio Revenue Measure Description 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. 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 number of ID Badge requests. FY 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% N/A $ REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 100.0% 100.0% 100.0% 100.0% 6,494 5,500 9,775 7,200 1,700 30.9% N/A 35,700 30,362 35,700 - 0.0% 6,494 N/A 570.81 $ 5,500 30,000 694.53 $ 9,775 28,937 386.30 $ 7,200 30,000 556.18 $ 1,700 138.35 30.9% 0.0% 19.9% N/A $ 107.00 $ 124.37 $ 112.17 $ 235,141 235,141 $ $ 235,141 235,141 $ $ 235,141 235,141 $ $ $ 3,955,558 48,942 $ 4,004,500 $ 100 - GENERAL TOTAL SOURCES $ $ 275,622 275,622 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 3,657,890 48,942 $ 3,706,832 $ $ 0.0% (5.17) - 0.0% -4.8% 0.0% 0.0% Expenditure $ 3,770,988 48,942 $ 3,819,930 $ 3,727,189 48,938 $ 3,776,127 $ (184,570) (184,570) -4.9% 0.0% -4.8% Activity Narrative: An increase in crimes reported and responded to has increased between FY 2014 and FY 2015. ID Badge Actions are requested from County departments to re-program certain securities for already existing badged employees. ID badge requests demands are measured by how many new badges are requested. These can vary depending on staffing turnover, Capital Improvement Project Contractor volumes, etc. 689 Department Strategic Plans and Budgets Protective Services Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan $ 235,141 $ 64,423 61,417 3,006 $ - $ 3,925,912 $ 235,141 2,024 $ (3,006) 5,030 127,500 $ 127,500 - C-49-15-002-2-00 C-49-15-033-2-00 Adjustments: Agenda Item: Employee Salary Adjustments FY 15 Q2 Performance Based Retention Pay Plan C-49-15-033-2-00 FY 15 Q2 to Q4 Performance Based Retention Pay Plan Reallocations Reallocation Between Depts Reallocation from Non Departmental for Employee Shuttle Services $ $ $ 127,500 FY 2016 Baseline Budget $ 4,055,436 $ 235,141 (2,627) $ (2,627) 12,704 $ (10,500) 23,204 - $ 4,065,513 $ 0.2% 235,141 0.0% $ 75,576 75,576 $ - $ 4,141,089 $ 2.1% 235,141 0.0% Agenda Item: $ $ $ FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums 3,861,489 Agenda Item: FY 2015 Revised Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Increase Risk Management Charges Decrease Telecom Charges $ 28,929 (5,725) Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount Detention Fund (255) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 48,942 $ - FY 2015 Revised Budget $ 48,942 $ - FY 2016 Baseline Budget $ 48,942 $ - FY 2016 Adopted Budget Percent Change from Baseline Amount $ 48,942 $ 0.0% - 690 Maricopa County Annual Business Strategies FY 2016 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 Safe Communities 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 83.3% of all capital and capital post-conviction relief cases that do not have representation conflicts will be assigned to staffed offices in FY 2015, increasing to 85.2% in FY 2016. Three cases have been assigned to outside counsel in FY 2015 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. Safe Communities 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 83% 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 2015, and 81% in FY 2016. Safe Communities By July 2019, 25% or more of all 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. 691 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 Adopted Budget Status: Dependency representation continues to have the lowest level of staffed office representation (25%). Dependency staff increases in the Offices of the Legal Defender and Legal Advocate in response to the establishment of two additional Dependency Courts in January, 2015 are unlikely to improve on the 25% ratio in FY 2016 as dependency demand growth is anticipated to exceed 20%. Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % NCFR - NON CAPITAL FELONY REP 52CR - ADULT CRIMINAL REPRESENTATION $ $ 1,153,195 $ 1,153,195 $ 1,122,056 $ 1,122,056 $ 1,122,853 $ 1,122,853 $ 1,133,491 $ 1,133,491 $ 1,108,785 $ 1,108,785 $ (14,068) (14,068) -1.3% -1.3% HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 439,208 $ 56,980 496,188 $ 424,932 $ 56,961 481,893 $ 424,932 $ 56,961 481,893 $ 405,242 $ 38,332 443,574 $ 404,610 $ 38,332 442,942 $ (20,322) (18,629) (38,951) -4.8% -32.7% -8.1% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 1,314 $ 1,314 $ - $ - $ - $ - $ - $ - $ - $ - $ BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ - $ - $ 268,936 $ 268,936 $ 268,936 $ 268,936 $ 268,936 $ 268,936 $ 131,495 $ 131,495 $ (137,441) (137,441) -51.1% -51.1% TOTAL PROGRAMS $ 1,650,697 $ 1,872,885 $ 1,873,682 $ 1,846,001 $ 1,683,222 $ (190,460) -10.2% 1,467,357 $ 1,576,682 295,258 245,838 3,585,135 $ 1,807,536 $ 1,657,955 223,119 277,654 3,966,264 $ 1,807,536 $ 1,756,897 223,119 297,806 4,085,358 $ 1,941,341 $ 1,694,537 460,358 306,568 4,402,804 $ 2,194,187 $ 1,835,443 515,476 393,217 4,938,323 $ (386,651) (78,546) (292,357) (95,411) (852,965) -21.4% -4.5% -131.0% -32.0% -20.9% 4,930,887 $ 16,946,225 5,330,612 529,081 42,827,108 1,913,955 33,483 72,511,351 $ 5,066,047 $ 19,348,189 4,522,909 536,476 41,543,992 2,790,305 31,425 73,839,343 $ 5,272,742 $ 19,727,473 4,483,586 719,627 41,763,656 2,700,520 31,425 74,699,029 $ 5,310,306 $ 18,067,781 6,482,971 727,339 41,941,550 1,923,475 30,959 74,484,381 $ 5,788,747 $ 19,829,929 7,781,846 901,572 43,706,727 2,205,143 30,959 80,244,923 $ (516,005) (102,456) (3,298,260) (181,945) (1,943,071) 495,377 466 (5,545,894) -9.8% -0.5% -73.6% -25.3% -4.7% 18.3% 1.5% -7.4% 1,485,126 $ 2,551,421 800 11,304,490 630,469 43,200 808,559 13,930,849 30,754,914 $ 1,485,188 $ 2,553,960 800 11,354,099 711,166 43,200 808,338 13,883,368 30,840,119 $ 1,489,394 $ 2,484,259 3,130 10,287,192 704,663 34,435 783,673 13,045,721 28,832,467 $ 1,885,240 $ 2,880,954 3,130 12,856,742 796,143 34,435 382,016 15,881,574 34,720,234 $ (400,052) (326,994) (2,330) (1,502,643) (84,977) 8,765 426,322 (1,998,206) (3,880,115) -26.9% -12.8% -291.3% -13.2% -11.9% 20.3% 52.7% -14.4% -12.6% - 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 $ $ 1,026,809 $ 2,677,431 18,450 8,537,083 543,147 55,500 719,456 10,508,045 24,085,921 $ IRSS - INDIGENT REP SUPPORT SVCS 52SS - INDIGENT REP SUPPORT SVCS $ $ 1,088,271 $ 1,088,271 $ 934,908 $ 934,908 $ 934,908 $ 934,908 $ 1,380,049 $ 1,380,049 $ 1,904,549 $ 1,904,549 $ (969,641) (969,641) -103.7% -103.7% 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 $ 606,099 $ 1,195,423 4,021,813 93,158 14,199 5,930,692 $ 623,745 $ 349,541 1,503,239 429,997 109,880 2,433,719 2,482,150 7,932,271 $ 700,311 $ 351,315 1,519,836 547,242 2,541,223 2,479,581 8,139,508 $ 694,829 $ 421,398 1,397,839 552,861 2,537,446 2,265,321 7,869,694 $ 747,362 $ 375,204 1,589,056 571,755 32,095 2,598,339 2,192,526 8,106,337 $ (47,051) (23,889) (69,220) (24,513) (32,095) (57,116) 287,055 33,171 -6.7% -6.8% -4.6% -4.5% N/A N/A -2.2% N/A 11.6% 0.4% - $ 141,097 141,097 $ 505,024 $ 981,981 258,791 1,745,796 $ 505,024 $ 1,005,851 258,791 1,769,666 $ 505,289 $ 1,014,230 258,492 1,778,011 $ 512,648 $ 1,119,301 400,600 2,032,549 $ (7,624) (113,450) (141,809) (262,883) -1.5% N/A -11.3% -54.8% -14.9% $ 689,961 $ 27,618 717,579 $ 743,888 $ 743,888 $ 755,679 $ 755,679 $ 717,969 $ 717,969 $ 816,008 $ 816,008 $ (60,329) (60,329) -8.0% N/A -8.0% TOTAL PROGRAMS $ 108,060,046 $ 119,917,384 $ 121,224,267 $ 119,465,375 $ 132,762,923 $ (11,538,656) -9.5% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER 99IT - INFORMATION TECHNOLOGY $ $ $ $ $ 692 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED 657,154 $ 38,151 695,305 $ 942,544 942,544 $ $ $ SUBTOTAL $ 2,408 10,440 12,848 $ ALL REVENUES $ 1,650,697 $ 1,650,697 $ 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 2014 ACTUAL FY 2015 REVISED FY 2015 FORECAST 654,524 654,524 $ 1,211,461 1,211,461 $ $ 1,211,461 1,211,461 $ $ 1,178,764 1,178,764 - $ 6,900 6,900 $ 6,900 6,900 $ $ 1,872,885 $ 1,872,885 $ FY 2015 ADOPTED 655,321 $ 655,321 $ REVISED VS ADOPTED VAR % FY 2016 ADOPTED 626,913 $ 24,475 651,388 $ 626,913 626,913 $ (28,408) (28,408) -4.3% N/A -4.3% $ $ 1,041,323 $ 1,041,323 $ (170,138) (170,138) -14.0% -14.0% $ $ 863 14,986 15,849 $ 14,986 14,986 1,873,682 $ 1,846,001 $ 1,683,222 $ 1,873,682 $ 1,846,001 $ FY 2015 REVISED FY 2015 FORECAST $ $ $ 1,683,222 $ 8,086 8,086 N/A 117.2% 117.2% (190,460) -10.2% (190,460) -10.2% REVISED VS ADOPTED VAR % FY 2016 ADOPTED 47,647,449 $ 225,646 23,712 15,685,743 671,399 (350,071) 339,571 64,243,449 $ 50,566,639 $ 241,590 16,629,712 1,171,182 (878,794) 873,844 68,604,173 $ 51,065,959 $ 275,508 16,956,350 1,171,182 (226,107) 221,157 69,464,049 $ 50,982,173 $ 312,135 8,905 16,736,448 885,166 (212,379) 191,210 68,903,658 $ 53,029,754 $ 336,553 6,000 18,228,010 1,178,256 (239,354) 223,753 72,762,972 $ 628,072 $ 30,514 20,744 679,330 $ 1,007,211 $ 35,818 65,566 1,108,595 $ 1,007,211 $ 35,818 65,566 1,108,595 $ 925,644 $ 24,339 68,533 1,018,516 $ 695,501 $ 27,945 30,000 753,446 $ $ 40,129,955 $ 570,628 815,766 122,855 1,034,167 182,171 204,272 77,453 43,137,267 $ 47,138,989 $ 519,812 452,082 204,296 1,053,950 203,205 482,297 87,789 50,142,420 $ 47,678,107 $ 429,832 452,082 204,296 1,053,950 203,598 479,773 87,789 50,589,427 $ 46,833,772 $ 428,746 488,958 189,313 1,003,262 186,300 275,248 75,406 49,481,005 $ 56,049,102 $ 520,527 387,312 247,636 1,193,152 223,280 421,745 77,667 126,084 59,246,505 $ $ $ - $ - $ 62,196 $ 62,196 $ 62,196 $ 62,196 $ 62,196 $ 62,196 $ - $ - $ ALL EXPENDITURES $ 108,060,046 $ 119,917,384 $ 121,224,267 $ 119,465,375 $ 132,762,923 $ (11,538,656) -9.5% TOTAL USES $ 108,060,046 $ 119,917,384 $ 121,224,267 $ 119,465,375 $ 132,762,923 $ (11,538,656) -9.5% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ 693 (1,963,795) (61,045) (6,000) (1,271,660) (7,074) 13,247 (2,596) (3,298,923) 311,710 7,873 35,566 355,149 (8,370,995) (90,695) 64,770 (43,340) (139,202) (19,682) 58,028 10,122 (126,084) (8,657,078) 62,196 62,196 -3.8% -22.2% N/A -7.5% -0.6% 5.9% -1.2% -4.7% 30.9% 22.0% 54.2% 32.0% -17.6% -21.1% 14.3% -21.2% -13.2% -9.7% 12.1% 11.5% N/A -17.1% 100.0% 100.0% Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 95,131 $ 95,131 $ 56,961 $ 56,961 $ 56,961 $ 56,961 $ 62,807 $ 62,807 $ 38,332 $ 38,332 $ $ FUND TOTAL SOURCES $ 229,776 $ 229,776 $ 236,492 $ 236,492 $ 237,289 $ 237,289 $ 237,289 $ 237,289 $ 237,289 $ 237,289 $ $ 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 $ 439,208 $ 439,208 $ 424,932 $ 424,932 $ 424,932 $ 424,932 $ 405,242 $ 405,242 $ 404,610 $ 404,610 $ (20,322) (20,322) -4.8% -4.8% 820,141 $ 820,141 $ 819,202 $ 268,936 1,088,138 $ 819,202 $ 268,936 1,088,138 $ 805,365 $ 268,936 1,074,301 $ 805,134 $ 131,495 936,629 $ (14,068) (137,441) (151,509) -1.7% -51.1% -13.9% 66,441 $ 66,441 $ 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 $ 1,650,697 $ - $ 1,650,697 $ 1,603,949 $ 268,936 $ 1,872,885 $ 1,604,746 $ 268,936 $ 1,873,682 $ 1,577,065 $ 268,936 $ 1,846,001 $ 1,551,727 $ 131,495 $ 1,683,222 $ 233 PUBLIC DEFENDER GRANTS OPERATING 209 PUBLIC DEFENDER TRAINING OPERATING 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 2014 ACTUAL $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED - (53,019) (137,441) (190,460) -32.7% -32.7% 0.0% 0.0% 0.0% 0.0% -3.3% -51.1% -10.2% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 98,959,621 $ 7,217,973 106,177,594 $ 116,550,253 $ 1,240,501 117,790,754 $ 117,856,339 $ 1,240,501 119,096,840 $ $ FUND TOTAL USES $ 229,747 $ 229,747 $ 236,492 $ 236,492 $ 237,289 $ 237,289 $ 237,289 $ 237,289 $ 237,289 $ 237,289 $ - 0.0% 0.0% $ 341,851 $ 26,945 368,796 $ 424,932 $ 285,150 710,082 $ 424,932 $ 285,150 710,082 $ 377,585 $ 125,988 503,573 $ 404,610 $ 253,560 658,170 $ 20,322 31,590 51,912 4.8% 11.1% 7.3% 803,320 $ 414,227 1,217,547 $ 819,202 $ 294,492 1,113,694 $ 819,202 $ 294,492 1,113,694 $ 759,005 $ 289,131 1,048,136 $ 805,134 $ 206,261 1,011,395 $ 14,068 88,231 102,299 1.7% 30.0% 9.2% 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ - 0.0% 0.0% 100,400,901 $ 7,659,145 $ 108,060,046 $ 118,097,241 $ 1,820,143 $ 119,917,384 $ 119,404,124 $ 1,820,143 $ 121,224,267 $ 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 $ 694 116,369,514 $ 127,137,237 $ 1,240,501 3,652,470 117,610,015 $ 130,789,707 $ (18,629) (18,629) 117,809,755 $ 128,650,632 $ 1,655,620 $ 4,112,291 $ 119,465,375 $ 132,762,923 $ (9,280,898) -7.9% (2,411,969) -194.4% (11,692,867) -9.8% (9,246,508) -7.7% (2,292,148) -125.9% (11,538,656) -9.5% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Defense System Staffing by Program and Activity PROGRAM / ACTIVITY ADULT CIVIL REPRESENTATION MENTAL HEALTH REPRESENTATION SEXUALLY VIOLENT PERSON REP PROGRAM TOTAL ADULT CRIMINAL REPRESENTATION APPEAL NC PCR REPRESENTATION CAPITAL REPRESENTATION CAPITAL POST CONVICTION RELIEF MISDEMEANOR REPRESENTATION NON CAPITAL FELONY REP PROBATION REPRESENTATION PROGRAM TOTAL JUVENILE REPRESENTATION CHILD DEPENDENCY REP JUV DEL INCORR REPRESENTATION JUVENILE GAL REPRESENTATION JUVENILE APPEAL REPRESENTATION JUVENILE PROBATION REP PARENTAL DEPENDENCY REP PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES FACILITIES MANAGEMENT HUMAN RESOURCES EXECUTIVE MANAGEMENT PROCUREMENT RECORDS MANAGEMENT RISK MANAGEMENT OPERATIONS SUPPORT PROGRAM TOTAL GENERAL OVERHEAD ELECTED AND STATUTRY OFFICIALS PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 12.65 1.00 13.65 13.65 1.50 15.15 14.00 1.50 15.50 14.00 1.50 15.50 14.00 1.90 15.90 0.40 0.40 0.0% 26.7% 2.6% 32.28 102.50 10.30 4.00 359.82 19.73 528.63 32.98 105.42 10.30 3.60 342.42 16.73 511.45 34.98 109.08 9.64 6.80 343.42 17.73 521.65 34.98 109.41 9.31 6.80 342.42 17.73 520.65 35.98 109.41 9.31 6.80 342.42 17.33 521.25 1.00 0.33 (0.33) (1.00) (0.40) (0.40) 2.9% 0.3% -3.4% 0.0% -0.3% -2.3% -0.1% 27.81 35.60 0.75 5.19 44.00 113.35 3.77 19.75 34.18 0.75 7.48 55.00 120.93 3.77 19.75 44.18 1.75 7.48 65.00 141.93 4.33 22.90 44.18 2.25 3.52 64.75 141.93 4.35 23.02 44.18 2.25 3.38 64.75 141.93 0.58 3.27 0.50 (4.10) (0.25) - 15.4% 16.6% 0.0% 28.6% -54.8% -0.4% 0.0% 8.86 13.97 44.72 1.88 0.27 69.70 9.75 0.20 13.15 4.38 48.00 38.22 113.70 11.75 0.20 13.15 4.38 50.00 39.22 118.70 11.75 0.20 13.15 4.38 52.00 39.22 120.70 11.75 0.20 13.15 4.38 50.00 39.22 118.70 - 0.0% 0.0% 0.0% 0.0% N/A 0.0% N/A 0.0% 0.0% - 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 - 0.0% 0.0% 2.80 1.00 3.80 729.12 4.00 4.00 770.22 4.00 4.00 806.77 4.00 4.00 807.77 4.00 4.00 806.77 - 0.0% N/A 0.0% 0.0% 695 Maricopa County Annual Business Strategies FY 2016 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 - 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 Associate Justice System Clerk Senior Justice System Clerk Supervisor Legal Assistant Legal Assistant Supv Legal Order Server Legal Services Manager Legal Support Specialist Legal Support Supervisor Management Analyst Mitigation Specialist Mitigation Specialist - Capital Mitigation Specialist - Capital Supervisor Mitigation Specialist Supervisor 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 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 20.00 2.00 1.00 38.00 22.50 2.00 1.00 1.00 16.00 1.00 2.00 729.12 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 21.00 2.00 1.00 40.00 21.50 5.00 2.00 1.00 1.00 16.00 1.00 2.00 770.22 FY 2015 FY 2015 REVISED FORECAST 6.00 6.00 6.00 6.00 3.00 3.00 2.00 2.00 390.77 390.77 6.00 6.00 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 4.00 43.00 43.00 1.00 1.00 21.50 21.50 18.00 18.00 32.00 34.00 8.00 8.00 42.00 42.00 3.00 3.00 3.00 3.00 4.00 4.00 78.00 78.00 13.00 13.00 1.00 1.00 16.00 16.00 21.00 21.00 2.00 2.00 1.00 1.00 23.00 23.00 14.50 14.50 2.00 2.00 1.00 1.00 1.00 1.00 18.00 18.00 2.00 2.00 2.00 2.00 806.77 807.77 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 6.00 0.0% 6.00 0.0% N/A N/A 3.00 0.0% 2.00 0.0% 390.77 0.0% 6.00 0.0% N/A 3.00 0.0% 4.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 2.00 0.0% 2.00 0.0% 1.00 0.0% 5.00 0.0% 43.00 0.0% 1.00 0.0% 21.50 0.0% 18.00 0.0% 32.00 0.0% 8.00 0.0% 42.00 0.0% 3.00 0.0% 3.00 0.0% 4.00 0.0% 78.00 0.0% 13.00 0.0% 1.00 0.0% 16.00 0.0% 21.00 0.0% 2.00 0.0% 1.00 0.0% 23.00 0.0% 14.50 0.0% N/A 2.00 0.0% 1.00 0.0% 1.00 0.0% 18.00 0.0% 2.00 0.0% 2.00 0.0% 806.77 0.0% FY 2014 ADOPTED 714.12 3.00 3.00 9.00 729.12 FY 2015 ADOPTED 758.22 3.00 2.00 7.00 770.22 FY 2015 FY 2015 REVISED FORECAST 792.77 793.77 3.00 3.00 2.00 2.00 9.00 9.00 806.77 807.77 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 792.77 0.0% 3.00 0.0% 2.00 0.0% 9.00 0.0% 806.77 0.0% Staffing by Fund 100 209 233 262 DEPARTMENT/FUND GENERAL PUBLIC DEFENDER TRAINING PUBLIC DEFENDER GRANTS PUBLIC DEFENDER FILL THE GAP Department Total 696 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Defense System Staffing by Department 520 540 550 560 570 DEPARTMENT PUBLIC DEFENDER LEGAL DEFENDER LEGAL ADVOCATE CONTRACT COUNSEL PUBLIC ADVOCATE Department Total FY 2014 ADOPTED 421.48 114.49 93.50 28.00 71.65 729.12 FY 2015 ADOPTED 434.58 115.49 103.50 29.00 87.65 770.22 FY 2015 FY 2015 REVISED FORECAST 445.78 446.78 126.49 126.49 114.50 114.50 31.00 31.00 89.00 89.00 806.77 807.77 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 445.78 0.0% 126.49 0.0% 114.50 0.0% 31.00 0.0% 89.00 0.0% 806.77 0.0% Significant Variance Analysis Nearly 36.0 FTE positions were added during FY 2015 in response to increased caseload and rising contract counsel costs. New positions included 12.0 FTE positions for the Public Defender to address workload withdrawals, and 10.0 FTE positions each for the Legal Defender and Legal Advocate offices associated with two new Dependency Courts established in January 2015. 2.0 FTE Conflict Clerks were added for the Public Defender to relieve investigators from the task of researching cases for prior conflict. A Capital-qualified attorney was transferred from the Public Defender to the Legal Advocate, allowing for the establishment of a full capital team and moving the Public Defense System closer to meeting its Strategic Goal of assigning all capital cases to staffed offices. General Adjustments Base Adjustments: Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. Public Defense System General Fund (100) Operating • Decrease General Fund revenue by $18,629 based on the FY 2015 forecast. • Increase budget by $85,221 to annualize the FY 2015 Performance Based Retention Pay Plan. • Decrease Regular Benefits by $53,450 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $841,488 for the impact of the changes in health and dental premium rates. • Increase Internal Service Charges by $141,803 for the impact of the changes in risk management charges. • Increase Contract Counsel Capital Post-Conviction Relief Activity costs by $455,152 (increase of three net assigned cases). • Increase Contract Counsel Capital Trial Activity costs by $1,574,568 (increase of eight net assigned cases). • Increase Contract Counsel Non-Capital Felony Activity costs by $919,483 (2% demand growth). • Increase Contract Counsel Probation Violation Activity costs by $136,430 (10% demand growth). • Increase Contract Counsel Indigent Representation Support Services Activity costs by $522,500 (25% demand growth). • Increase Contract Counsel Child Dependency Activity costs by $327,558 (25% demand growth). • Increase Contract Counsel Juvenile Guardian ad Litem Activity costs by $1,839,676 (20% demand growth). • Increase Contract Counsel Parental Dependency Activity costs by $2,122,391 (20% demand growth). • Increase Contract Counsel Juvenile Delinquency/Incorrigibility Activity costs by $33,279 (2% demand growth). 697 Maricopa County Annual Business Strategies FY 2016 Adopted Budget • • • • • • Department Strategic Plans and Budgets Public Defense System Increase Contract Counsel Juvenile Appeal Activity costs by $28,586 (5% demand growth). Increase Contract Counsel Adult Guardian ad Litem Activity costs by $252,846 (13% demand growth). Increase Contract Counsel Mental Health Activity costs by $86,602 (3% demand growth). Increase Contract Counsel Probate Activity costs by $55,118 (12% demand growth). Increase Personnel Savings from 2.8% to 3.0%, resulting in an expenditure decrease of $88,353. Reallocate General Fund expenditures between the five departments of the Public Defense System, resulting in a net systemwide change of zero. To contain growing contract counsel costs, nearly 36.0 FTE positions were added during FY 2015 to the staffed offices while savings accrued in the Office of Contract Counsel (OCC). The reallocations “true-up” the departmental budgets. FY 2016 Reallocations of budget from OCC include $699,311 to the Public Defender, $916,700 to the Legal Defender, and $995,939 to the Legal Advocate. The budget also includes a reallocation of $18,137 from the Public Advocate to OCC. Public Defense System General Fund (100) Non Recurring Non Project • Budget $3,652,470 in Contract Counsel to address a backlog of Capital Post-Conviction Relief cases. Public Defense System Training Fund (209) Operating • Decrease Regular Benefits by $144 for the impact of the changes in retirement contribution rates. • Decrease training expenditures by $20,178 due to a reduction in training revenue. • Decrease training revenue by $20,322 due to a decline in Time Payment Fee collections. Public Defense Training Fund (209) Non Recurring Non Project • Budget expenditures of $253,560 for Continuing Legal Education, including $185,932 for the Public Defender, $58,828 for the Legal Defender, and $8,800 for the Legal Advocate. Public Defender Grants Fund (233) • Increase revenue and expenditures by $797 due to a reduction in DEA grant revenues. This federal pass-through grant is the only grant in the fund. • Decrease Regular Benefits by $175 for the impact of the changes in retirement contribution rates. • Increase Other Benefits by $175 to maintain structural balance. Public Defender (520) Fill the Gap Fund (262) Operating • Decrease revenues by $14,068 due to a decline in the local revenue stream that comes from fines and fees collected by the court. • Decrease Regular Benefits by $558 for the impact of the changes in retirement contribution rates. • Decrease Other Pay by $25,189 while still providing for an additional eight hours of pay ($2,153) and for a 2.5% Pay for Performance (PfP) amount of $14,107. • Increase Other Benefits by $16,859 for costs associated with eight hours of pay, a 2.5% PfP, and an increase in the fixed benefit rate. • Increase Attorney Loan Repayment expenditures by $15,657. • Decrease Regular Pay and Benefits by $12,929 to account for net changes in pay rates assigned to newly filled positions. • Decrease Travel by $404 to maintain structural balance. 698 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 Adopted Budget • Decrease Personal Services by $7,504 for an increase in Salary and Benefits savings. Public Defender (520) Fill the Gap Fund (262) Non Recurring Non Project • Increase revenues in the amount of $131,495 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 $206,261 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. Program Results Measure Description Percent of Appeal and Non-Capital Trial/PostConviction Relief Cases in Which the Outcome is Beneficial to the Client Percent of Capital Cases with Disposition Less than Capital Percent of Capital Post-Conviction Relief Cases in Which the Outcome is Other than Affirmed 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 Complex Felony Cases Resolved Within 270 Days of Arraignment/Assignment (whichever is later) Percent of Non-Capital Felony Cases Resolved to Conclusion in the Regional Court Centers or Early Disposition Courts Percent of Non-Complex Felony Cases Resolved Within 180 Days of Arraignment/Assignment (whichever is later) Percent of Probation Violation Court Representation Cases With Disposition Other than Revocation Percent of Witness Representation Cases Closed FY 2014 ACTUAL 15.7% FY 2015 FY 2015 REVISED FORECAST 11.1% 29.4% FY 2016 ADOPTED 29.4% REV VS ADOPTED VAR % 18.3% 164.9% 88.9% 83.3% 83.3% 85.2% 1.9% 2.3% N/A N/A 50.0% 16.7% N/A N/A 94.2% 88.5% 90.0% 90.0% 1.5% 1.7% 84.8% 88.8% 83.6% 83.6% (5.2%) -5.9% 37.6% 28.3% 32.3% 32.2% 3.9% 13.8% 64.0% 66.9% 67.2% 67.1% 0.2% 0.3% 81.6% 74.3% 81.1% 81.1% 6.8% 9.2% N/A N/A N/A 40.8% N/A N/A 121.5% 97.7% 114.3% 114.3% 16.6% 17.0% Activities that comprise this program include: • Capital Representation • Non-Capital Felony Representation • Misdemeanor Representation • Probation Representation • • • 699 Witness Representation Capital Post-Conviction Relief Representation Appeal and Non Capital Post-Conviction Relief Representation Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 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 Measure Description Percent of Capital Cases with Disposition Less than Capital Number of Capital Cases Resolved to Conclusion Average Capital Cases Open Monthly Net Capital Cases Assigned Expense per Open Capital Case FY 2014 ACTUAL 88.9% FY 2015 FY 2015 REVISED FORECAST 83.3% 83.3% FY 2016 ADOPTED 85.2% REV VS ADOPTED VAR % 1.9% 2.3% 18 18 24 27 9 50.0% 83.7 33 $ 202,560.66 88.8 23 $ 222,281.39 92.6 31 $ 195,158.58 101.8 31 $ 194,793.02 13.1 8 $ 27,488.37 14.7% 34.8% 12.4% 100 - GENERAL TOTAL USES $ 16,946,225 $ 16,946,225 $ 19,727,473 $ 19,727,473 $ 18,067,781 $ 18,067,781 $ 19,829,929 $ 19,829,929 $ $ -0.5% -0.5% (102,456) (102,456) Activity Narrative: “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/or 3) those in which the time to file a Notice of Intent to Seek the Death Penalty has not expired and in which informal information indicates the case is likely to be capital. The Public Defense System has an inventory of 98 capital cases as of March 2015. This is down from 157 cases in November 2008, but up from the low of 78 cases in October 2013. Due to slowing case resolutions, the Public Defense System anticipates the average active case inventory will grow to 101.75 cases in FY 2016. 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. 700 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Output Output Demand Expenditure Ratio Expenditure FY 2014 FY 2015 FY 2015 REV VS ADOPTED Measure FY 2016 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Capital Post-Conviction Relief N/A N/A 50.0% 16.7% N/A N/A Cases in Which the Outcome is Other than Affirmed Number of Capital Post-Conviction Relief 2 2 1 6 4 200.0% Cases in Which Representation is Terminated Average Capital Post-Conviction Relief 41.1 46.8 47.5 50.5 3.7 7.9% Cases Open Monthly Number of Capital Post-Conviction Relief 2 2 2 6 4 200.0% Decisions Received 1 9 (1) -10.0% Net Capital Post-Conviction Relief Cases 5 10 Assigned Expense per Open Capital Post-Conviction $ 129,698.59 $ 95,803.12 $ 136,483.60 $ 154,095.96 $ (58,292.84) -60.8% Relief Case 100 - GENERAL TOTAL USES $ 5,330,612 $ 5,330,612 $ 4,483,586 $ 4,483,586 $ 6,482,971 $ 6,482,971 $ 7,781,846 $ 7,781,846 $ (3,298,260) $ (3,298,260) -73.6% -73.6% Activity Narrative: Prior to FY 2011, the State Supreme Court was responsible for assigning defense attorneys to Capital Post-Conviction Relief (PCR) cases, with Maricopa County providing funding for three or four such cases at any given time. Such cases can be open for as long as four to five years before representation is terminated. Because only a small number of attorneys met the qualifications set by the Court to handle such cases, a backlog of cases ensued. In FY 2011, the Court changed the qualifications to include attorneys who were qualified to handle capital trial cases, and ended state funding. By the end of FY 2012, the Maricopa County Public Defense System was immediately responsible for more than 20 open cases, with more to come. A Capital PCR staff of 7.0 FTE was established in FY 2013 within the Office of the Public Advocate to handle non-backlog (Operating) cases. The FY 2013 Adopted budget included $2,114,710 for NonRecurring General Fund expenditures via contract counsel to handle backlog cases. Backlog case expenditures totaled $2,055,539 in FY 2014 and are forecast to total $3,637,096 in FY 2015. The FY 2016 Budget includes $3,652,470 for Non-Recurring backlog case expenditures, and $4,129,376 for Capital PCR Operating expenditures. The Public Defense System projects further backlog-case costs of $2,100,000 in FY 2017 and $350,000 in FY 2018, after which the Operating budget should be sufficient to handle ongoing cases. 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. 701 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 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 Complex Felony Cases Resolved Within 270 Days of Arraignment/Assignment (whichever is later) Percent of Non-Capital Felony Cases Resolved to Conclusion in the Regional Court Centers or Early Disposition Courts Percent of Non-Complex Felony Cases Resolved Within 180 Days of Arraignment/Assignment (whichever is later) Number of Non-Capital Felony Cases Resolved to Conclusion Net Non-Capital Felony Cases Assigned Expense per Non-Capital Felony Case Resolved to Conclusion FY 2014 ACTUAL 84.8% FY 2015 FY 2015 REVISED FORECAST 88.8% 83.6% 37.6% 28.3% 32.3% 32.2% 3.9% 13.8% 64.0% 66.9% 67.2% 67.1% 0.2% 0.3% 81.6% 74.3% 81.1% 81.1% 6.8% 9.2% 25,978 $ REV VS ADOPTED VAR % (5.2%) -5.9% FY 2016 ADOPTED 83.6% 28,146 1,648.59 $ 25,247 $ 30,671 1,654.20 26,346 $ 27,702 1,591.95 26,890 $ 28,256 1,546.81 $ 1,643 6.5% (2,415) 107.39 -7.9% 6.5% 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL SOURCES 38,151 228,462 820,141 66,441 $ 1,153,195 237,289 819,202 66,362 $ 1,122,853 24,475 237,289 805,365 66,362 $ 1,133,491 237,289 805,134 66,362 $ 1,108,785 $ (14,068) (14,068) N/A 0.0% -1.7% 0.0% -1.3% 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL USES $ 41,866,224 229,747 664,775 66,362 $ 42,827,108 $ 40,640,803 237,289 819,202 66,362 $ 41,763,656 $ 40,878,894 237,289 759,005 66,362 $ 41,941,550 $ 42,624,455 231,251 784,659 66,362 $ 43,706,727 $ (1,983,652) 6,038 34,543 $ (1,943,071) -4.9% 2.5% 4.2% 0.0% -4.7% $ $ $ $ Expenditure Activity Narrative: The FY 2016 budget supports an increase in demand (net cases assigned) of 2.0% (554 cases) above the FY 2015 Forecast. 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. The percent of cases resolved to conclusion in the Regional Court Centers or Early Disposition Courts declined from 70.6% in FY 2011 to 64.0% in FY 2014, but are showing signs of improving to 67.2% in FY 2015. Appeal and Non-Capital Post-Conviction Relief Representation Activity The purpose of the Appeal and Non-Capital Post-Conviction Relief Representation Activity is to provide effective legal representation to assigned indigent adults for appeal or post-conviction relief matters so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. 702 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Output Demand Expenditure Ratio FY 2014 FY 2015 FY 2015 REV VS ADOPTED Measure FY 2016 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Appeal and Non-Capital Trial/Post15.7% 11.1% 29.4% 29.4% 18.3% 164.9% Conviction Relief Cases in Which the Outcome is Beneficial to the Client Number of Appeal and Non-Capital Post1,336 1,356 1,138 1,138 (218) -16.1% Conviction Relief Cases in Which Representation is Terminated 629 Number of Appeal and Non-Capital Trial/Post536 354 354 (275) -43.7% Conviction Relief Decisions Received 1,449 Net Appeal and Non-Capital Post-Conviction 1,335 1,244 1,244 (205) -14.1% Relief Cases Assigned $ 3,690.78 $ 3,888.45 $ 4,666.35 $ 5,086.77 $ (1,198.32) Expense per Appeal/Non-Capital Post-30.8% Conviction Relief Case in Which Representation is Terminated Expenditure 100 - GENERAL TOTAL USES $ 4,930,887 $ 4,930,887 $ 5,272,742 $ 5,272,742 $ 5,310,306 $ 5,310,306 $ 5,788,747 $ 5,788,747 $ $ (516,005) (516,005) -9.8% -9.8% Activity Narrative: Following the trend of felony cases, the volume of Appeal and Non-Capital PCR cases is showing a decline (output and demand). An increase in the complexity of cases, along with an increase in workload withdrawals to contract counsel are exhibited in the 9.8% expenditure growth for FY 2016. 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 Description Percent of Misdemeanors with Disposition to Lesser Charges or Fewer Counts Number of Misdemeanor Representation Cases Resolved to Conclusion Net Misdemeanor Cases Assigned Expense per Misdemeanor Case Resolved to Conclusion 100 - GENERAL TOTAL USES FY 2014 ACTUAL 94.2% FY 2015 FY 2015 REVISED FORECAST 88.5% 90.0% 1,972 2,154 FY 2016 ADOPTED 90.0% 1,648 REV VS ADOPTED VAR % 1.5% 1.7% 1,648 (324) -16.4% $ 2,443 245.63 $ 2,275 364.92 $ 2,254 441.35 $ 2,254 547.07 $ (21) (182.15) -0.9% -49.9% $ $ 529,081 529,081 $ $ 719,627 719,627 $ $ 727,339 727,339 $ $ 901,572 901,572 $ $ (181,945) (181,945) -25.3% -25.3% Activity Narrative: Following several years when output data nearly mirrored demand, the data reported for the number of cases resolved has declined much more swiftly than the number of cases assigned. This is best exhibited in the expenditure ratio, which nearly doubles between FY 2014 and FY 2016. The Public Defense System will be researching possible under-reporting of output data along with the possible over-allocation of expenditures to this Activity. 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. 703 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of Probation Violation Court Representation Cases With Disposition Other than Revocation Number of Probation Violation Court Representation Cases Resolved to Conclusion Net Probation Violation Court Representation Cases Assigned Expense per Probation Violation Court Representation Case Resolved to Conclusion 100 - GENERAL TOTAL USES FY 2015 FY 2015 REVISED FORECAST N/A N/A FY 2014 ACTUAL N/A $ FY 2016 ADOPTED 40.8% REV VS ADOPTED VAR % N/A N/A 8,544 10,228 8,962 9,972 (256) -2.5% 8,951 15,403 9,752 10,727 (4,676) -30.4% 224.01 $ 1,913,955 $ 1,913,955 $ 264.03 $ 2,700,520 $ 2,700,520 $ 214.63 $ 1,923,475 $ 1,923,475 221.13 $ 42.90 16.2% $ 2,205,143 $ 2,205,143 $ $ 495,377 495,377 18.3% 18.3% $ Activity Narrative: The FY 2016 budget supports an increase in demand (net cases assigned) of 10.0% (975 cases) above the FY 2015 Forecast. Expenditures are increasing above the FY 2015 Forecast due to a greater number of probation violation cases assigned and resolved to conclusion. 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 2014 ACTUAL 121.5% $ 113 93 296.31 $ $ 33,483 33,483 FY 2015 FY 2015 REVISED FORECAST 97.7% 114.3% $ 84 86 374.11 $ $ 31,425 31,425 $ 112 98 276.42 $ $ 30,959 30,959 FY 2016 ADOPTED 114.3% $ 112 98 276.42 $ $ 30,959 30,959 REV VS ADOPTED VAR % 16.6% 17.0% $ 28 12 97.69 33.3% 14.0% 26.1% $ $ 466 466 1.5% 1.5% Activity Narrative: Expenditures have remained relatively steady since FY 2014, as have the number of cases assigned and closed. 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. 704 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results Measure Description Percent of Child Dependency Matters (1 child & 1 parent) in Which the Court Finds in Conformity with Client Position Percent of Juvenile Delinquency and Incorrigibility Cases with Disposition to Lesser Charges or Fewer Counts Percent of Juvenile Emancipation Cases in Which Emancipation is Granted 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 Dependency Appeal Cases in Which the Court Adopts the Position Advocated in the Appeal Percent of Juvenile Delinquency/Incorrigibility Appeal Cases in Which the Outcome is Other Than Affirmed Percent of Juvenile Notification Cases in Which the Court Grants the Petition Percent of Juvenile Probation Cases with Disposition Other Than Sentenced to Arizona Department of Juvenile Corrections Percent of Parental Dependency Matters (1 child & 1 parent) in Which the Court Does Not Grant the Petition FY 2014 ACTUAL N/A FY 2015 FY 2015 FORECAST REVISED N/A N/A FY 2016 ADOPTED 64.9% REV VS ADOPTED % VAR N/A N/A 78.5% 82.1% 75.1% 75.1% (7.0%) -8.5% 85.7% 100.0% 100.0% 100.0% 0.0% 0.0% N/A N/A N/A 97.4% N/A N/A 0.5% 3.6% 1.7% 1.7% (1.9%) -52.8% N/A 16.7% 16.7% 16.7% 0.0% 0.0% N/A 54.6% 50.0% 50.0% (4.6%) -8.4% 63.5% 61.5% 71.2% 71.2% 9.7% 15.8% N/A N/A N/A 61.0% N/A N/A Activities that comprise this program include: • Child Dependency Representation • Juvenile Delinquency & Incorrigibility Representation • Juvenile Emancipation Representation • Juvenile Appeal Representation • • • Juvenile Notification Representation Juvenile Guardian ad Litem Representation Parental Dependency Representation 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/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. 705 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Output Demand Expenditure Ratio Expenditure Ratio Expenditure Measure Description Percent of Child Dependency Matters (1 child & 1 parent) in Which the Court Finds in Conformity with Client Position Number of Child Dependency (1 child & 1 parent) Resolutions Average Child Dependency Matters (1 child & 1 parent) Open Monthly Net Child Dependency Assignments (1 child & 1 parent) Expense per Child Dependency Resolution (1 child & 1 parent) Expense per Open Child Dependency Matter (1 child & 1 parent) 100 - GENERAL TOTAL USES FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A N/A N/A N/A 1,720 1,136 1,407 3,503 3,771 4,908 1,405 40.1% 1,778 2,126 2,658 880 49.5% $ 1,339.90 N/A N/A N/A $ 384.12 N/A N/A (400,052) (400,052) -26.9% -26.9% N/A N/A $ N/A N/A $ 1,026,809 $ 1,026,809 REV VS ADOPTED VAR % N/A N/A FY 2016 ADOPTED 64.9% $ 1,485,188 $ 1,485,188 1,311.09 $ 1,489,394 $ 1,489,394 $ 1,885,240 $ 1,885,240 N/A $ $ N/A Activity Narrative: The continuing expansion of the new Arizona Department of Child Safety is exhibited through the significant increase in the net number of Child Dependency assignments. The FY 2016 budget supports an increase in demand of 25.0% (532 assignments) above the FY 2015 Forecast. A new output measure was created for FY 2015 to better show that Child Dependency cases can continue for many years. The departments’ workload is continually increasing as more cases are added than closed, leading to increased expenditures. A new result measure was added for FY 2016 to track the value of such resolutions to the position of the clients. 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 Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Juvenile Delinquency/Incorrigibility 78.5% 82.1% 75.1% 75.1% (7.0%) -8.5% Cases with Disposition to Lesser Charges or Fewer Counts Number of Juvenile Delinquency/Incorrigibility 4,500 4,103 4,596 4,678 575 14.0% Cases Resolved to Conclusion Net Juvenile Delinquency/Incorrigibility Cases 4,805 4,454 5,234 5,339 885 19.9% Assigned 594.98 $ Expense per Juvenile Delinquency/Incorrigibility $ 622.46 $ 540.53 $ 615.85 $ 6.61 1.1% Case Resolved to Conclusion 100 - GENERAL TOTAL USES $ 2,677,431 $ 2,677,431 $ 2,553,960 $ 2,553,960 $ 2,484,259 $ 2,484,259 $ 2,880,954 $ 2,880,954 $ (326,994) $ (326,994) -12.8% -12.8% Activity Narrative: The net number of cases assigned for this Activity decreased from 9,085 in FY 2010 to 4,805 in FY 2014. The decline was expected to continue in FY 2015, but assignments are forecasted to increase by 8.9% over FY 2014. The FY 2016 budget supports an increase in demand of 2.0% (105 cases assigned) above the FY 2015 Forecast. A correction in forecasted expenditures (reallocating expenditures from the Juvenile Probation Activity) will be completed in April. 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. 706 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL 85.7% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% 7 2 FY 2016 ADOPTED 100.0% 2 REV VS ADOPTED VAR % 0.0% 0.0% 2 - 0.0% $ 14 2,635.71 $ 7 400.00 $ 12 1,565.00 $ 12 1,565.00 $ 5 (1,165.00) 71.4% -291.3% $ $ 18,450 18,450 $ $ 800 800 $ $ 3,130 3,130 $ $ 3,130 3,130 $ $ (2,330) (2,330) -291.3% -291.3% 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. 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 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 Description 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 Number of Juvenile Guardian ad Litem (1 child & 1 parent) Resolutions Average Juvenile Guardian ad Litem Matters (1 child & 1 parent) Open Monthly Net Juvenile Guardian ad Litem Assignments (1 child & 1 parent) Expense per Juvenile Guardian ad Litem Resolution (1 child & 1 parent) Expense per Open Juvenile Guardian ad Litem Matter (1 child & 1 parent) 100 - GENERAL TOTAL USES FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A N/A N/A N/A 17,229 N/A N/A $ $ 8,537,083 $ 8,537,083 N/A 16,670 N/A N/A (46) -0.2% 28,875 28,829 28,829 19,194 17,680 21,216 N/A 393.22 $ 11,354,099 $ 11,354,099 N/A $ $ 356.83 $ 10,287,192 $ 10,287,192 REV VS ADOPTED VAR % N/A N/A FY 2016 ADOPTED 97.4% $ 2,022 771.25 445.97 $ 12,856,742 $ 12,856,742 10.5% N/A N/A (52.75) -13.4% $ (1,502,643) $ (1,502,643) -13.2% -13.2% $ Activity Narrative: The continuing expansion of the new Arizona Department of Child Safety is exhibited through the significant increase in the net number of Juvenile Guardian ad Litem (GAL) assignments. The FY 2016 budget supports an increase in demand of 20.0% (3,536 assignments) above the FY 2015 Forecast. A new output measure was created for FY 2015 to better show that Juvenile GAL cases can continue for many years. The departments’ workload is continually increasing as more cases are added than closed, leading to increased expenditures. A new output and result measure were added for FY 2016 to track resolutions and the value of such resolutions to the position of the GAL. 707 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 Adopted Budget Juvenile Appeal Representation Activity The purpose of the Juvenile Appeal Representation Activity is to provide effective legal representation to assigned indigent persons appealing their Juvenile Court matters so they can be assured that their legal rights are protected as required by law. Mandates: A.R.S. §8-221 establishes that a juvenile, parent, or guardian who is indigent is entitled to counsel appointed by the juvenile court. A.R.S. §8-235 establishes that the court must appoint an attorney to any indigent party appealing a decision in juvenile court. Measure Type Result Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of Juvenile Dependency Appeal Cases in Which the Court Adopts the Position Advocated in the Appeal Percent of Juvenile Delinquency/Incorrigibility Appeal Cases in Which the Outcome is Other Than Affirmed Number of Juvenile Appeal Cases in Which Representation is Terminated Net Juvenile Appeal Cases Assigned Expense per Juvenile Appeal Cases in Which Representation is Terminated 100 - GENERAL TOTAL USES FY 2014 ACTUAL 0.5% FY 2015 FY 2015 REVISED FORECAST 3.6% 1.7% N/A 204 FY 2016 ADOPTED 1.7% 16.7% 16.7% 16.7% 117 122 122 REV VS ADOPTED VAR % (1.9%) -52.8% 0.0% 5 0.0% 4.3% $ 328 2,662.49 $ 356 6,078.34 $ 318 5,775.93 $ 334 6,525.76 $ (22) (447.42) -6.2% -7.4% $ $ 543,147 543,147 $ $ 711,166 711,166 $ $ 704,663 704,663 $ $ 796,143 796,143 $ $ (84,977) (84,977) -11.9% -11.9% Activity Narrative: Demand (cases assigned) has increased steadily from 228 in FY 2011 to 328 in FY 2014. Although a decline of 10 cases is forecast for FY 2015, the Public Defense System anticipates a 5.0% increase in demand (16 cases) for FY 2016. Regarding output data (cases terminated), sharp increases and decreases have been reported nearly every year since FY 2010. The Public Defense System is struggling with incentivizing outside counsel to report the termination of cases. 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 so they can be assured that their legal rights are protected as required by law. Mandates: A.R.S. §36-2152 establishes that a pregnant unemancipated minor has a right to courtappointed legal counsel if she is not otherwise represented or waives that right. Measure Type Result Output Demand 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 54.6% 50.0% N/A 11 83 N/A $ $ $ 55,500 55,500 $ $ FY 2016 ADOPTED 50.0% 6 REV VS ADOPTED VAR % (4.6%) -8.4% 6 46 3,927.27 $ 44 5,739.17 $ 44 5,739.17 $ 43,200 43,200 $ $ 34,435 34,435 $ $ 34,435 34,435 $ $ (5) -45.5% (2) (1,811.89) -4.3% -46.1% 8,765 8,765 20.3% 20.3% Activity Narrative: The relatively small number of cases assigned and resolved can yield substantial year-to-year variances with just a few cases. 708 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 Adopted Budget Juvenile Probation Representation Activity The purpose of the Juvenile Probation Representation Activity is to provide effective legal representation to assigned indigent juveniles with pending probation matters 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 Sentenced to Arizona Department of Juvenile Corrections 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 2014 ACTUAL 63.5% FY 2015 FY 2015 REVISED FORECAST 61.5% 71.2% 1,337 1,233 FY 2016 ADOPTED 71.2% 1,216 REV VS ADOPTED VAR % 9.7% 15.8% 1,216 (17) -1.4% $ 1,426 538.11 $ 1,152 655.59 $ 1,236 644.47 $ 1,236 314.16 $ 84 341.43 7.3% 52.1% $ $ 719,456 719,456 $ $ 808,338 808,338 $ $ 783,673 783,673 $ $ 382,016 382,016 $ $ 426,322 426,322 52.7% 52.7% Activity Narrative: Output and demand, both of which exceeded 2,000 in FY 2010, are trending downwards. Though FY 2016 budgeted expenditures accurately reflect current workload, the FY 2015 Forecast does not. The Public Defense System is reviewing the FY 2015 data, and will be re-allocating expenditures from Juvenile Probation to the Child Dependency and Juvenile Delinquency/Incorrigibility Activities during the month of April, 2015. 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/severance matters involving their parental rights so they can be assured that their legal rights are protected as required by law. Mandates: A.R.S. §8-843 establishes that the court must appoint counsel to indigent parents in child dependency cases. Measure Type Result Output Output Demand Expenditure Ratio Expenditure Ratio Expenditure Measure Description Percent of Parental Dependency Matters (1 child & 1 parent) in Which the Court Does Not Grant the Petition Number of Parental Dependency (1 child & 1 parent) Resolutions Average Parental Dependency Matters (1 child & 1 parent) Open Monthly Net Parental Dependency Assignments (1 child & 1 parent) Expense per Parental Dependency Resolution (1 child & 1 parent) Expense per Open Parental Dependency Matter (1 child & 1 parent) 100 - GENERAL TOTAL USES FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A N/A N/A N/A 15,010 FY 2016 ADOPTED 61.0% N/A 10,590 REV VS ADOPTED VAR % N/A N/A N/A N/A 19,685 20,351 36,086 16,401 83.3% 18,569 17,364 20,836 2,267 12.2% N/A N/A N/A $ 1,499.68 N/A N/A N/A N/A N/A $ 440.10 N/A N/A $ 15,881,574 $ 15,881,574 $ (1,998,206) $ (1,998,206) -14.4% -14.4% $ 10,508,045 $ 10,508,045 $ 13,883,368 $ 13,883,368 $ 13,045,721 $ 13,045,721 Activity Narrative: The continuing expansion of the new Arizona Department of Child Safety is exhibited through the significant increase in the net number of Parental Dependency assignments. The 709 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Defense System FY 2016 budget supports an increase in demand of 20.0% (3,472 assignments) above the FY 2015 Forecast. A new output measure was created for FY 2015 to better show that Parental Dependency cases can continue for many years, in some cases even until the child turns eighteen. The departments’ workload is continually increasing as more cases are added than closed, leading to increased expenditures. A new output and result measure were added for FY 2016 to track resolutions and the value of such resolutions to the position of the clients. Adult Civil Representation Program The purpose of the Adult Civil Representation Program is to provide effective legal representation to assigned indigent persons in the adult division of the Superior Court for certain civil matters so they can be assured that their rights are protected as required by law. Program Results Measure Description Percent of Adult Guardian ad Litem Cases in Which Court Rules in Conformity with Position Advocated Percent of Mental Health Cases in Which a Determination is Made as to Commitment within 30 Days Percent of Probate Cases in Which a Determination is made as to Guardianship Percent of Sexually Violent Person Cases With Dispositions Less Than Total Confinement FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A FY 2016 ADOPTED 99.3% REV VS ADOPTED VAR % N/A N/A 99.8% 87.6% 99.6% 98.1% 10.5% 12.0% 56.3% 93.7% 75.9% 75.9% (17.8%) -19.0% N/A N/A N/A 20.0% N/A N/A Activities that comprise this program include: • Adult Guardian ad Litem Representation • Mental health Representation • • Sexually Violent Person Representation Probate 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: A.R.S. §11-584(j) states that 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). 710 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL N/A $ FY 2015 FY 2015 REVISED FORECAST N/A N/A FY 2016 ADOPTED 99.3% REV VS ADOPTED VAR % N/A N/A 1,292 1,128 2,086 2,358 1,230 109.0% 1,612 1,996 1,812 2,048 52 2.6% 1,135.73 $ 1,467,357 $ 1,467,357 $ 1,602.43 $ 1,807,536 $ 1,807,536 $ 930.65 $ 1,941,341 $ 1,941,341 $ 930.53 $ 671.90 41.9% $ 2,194,187 $ 2,194,187 $ $ (386,651) (386,651) -21.4% -21.4% 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 increased from 708 in FY 2010 to 1,612 in FY 2014, and is forecasted to increase by 12.4% (200 assignments) in FY 2015. The FY 2016 budget supports an increase in demand of 13.0% (236 cases assigned) above the FY 2015 Forecast. 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 Output Demand Expenditure Ratio 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 Average Mental Health Representation Cases Open Monthly Net Mental Health Cases Assigned Expense per Mental Health Case in Which a Determination is Made as to Commitment Expense per Open Mental Health Representation Case 100 - GENERAL TOTAL USES FY 2014 ACTUAL 99.8% FY 2015 FY 2015 REVISED FORECAST 87.6% 99.6% 2,308 6,043 N/A $ 4,222 683.14 N/A $ 1,576,682 $ 1,576,682 2,346 N/A $ 4,528 290.73 N/A $ 1,756,897 $ 1,756,897 FY 2016 ADOPTED 98.1% N/A $ 4,346 722.31 2,823 (3,220) -53.3% 390 N/A N/A (52) (359.44) -1.1% -123.6% N/A N/A (78,546) (78,546) -4.5% -4.5% $ 4,476 650.17 N/A $ 4,706.26 $ 1,694,537 $ 1,694,537 REV VS ADOPTED VAR % 10.5% 12.0% $ 1,835,443 $ 1,835,443 $ $ $ Activity Narrative: Demand increased from 3,578 in FY 2010 to 4,222 in FY 2014, and is forecast to increase by 2.9% (124 assignments) in FY 2015. The FY 2016 budget supports an increase in demand of 3.0% (130 cases assigned) above the FY 2015 Forecast. Probate Representation Activity The purpose of the Probate Representation Activity is to provide effective legal representation to assigned indigent adults in probate matters so that their rights are protected. 711 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 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 Case in Which a Determination is Made as to Guardianship 100 - GENERAL TOTAL USES FY 2014 ACTUAL 56.3% FY 2015 FY 2015 REVISED FORECAST 93.7% 75.9% 1,008 1,039 674 REV VS ADOPTED VAR % (17.8%) -19.0% FY 2016 ADOPTED 75.9% 1,129 90 8.7% $ 1,198 438.07 $ 1,109 214.74 $ 1,328 456.70 $ 1,487 456.58 $ 378 (241.83) 34.1% -112.6% $ $ 295,258 295,258 $ $ 223,119 223,119 $ $ 460,358 460,358 $ $ 515,476 515,476 $ $ (292,357) (292,357) -131.0% -131.0% Activity Narrative: Demand increased by 17.7% (181 assignments) from FY 2013 to FY 2014, and is forecasted to increase by 10.8% (130 assignments) in FY 2015. Due to the length that these cases can be open, sometimes for a person’s lifetime, costs continue to accumulate. The FY 2016 budget supports an increase in demand of 12.0% (159 cases assigned) above the FY 2015 Forecast. 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. Measure Type Result Output Output Demand Expenditure Ratio Expenditure Ratio Expenditure Measure Description Percent of Sexually Violent Person Cases With Dispositions Less Than Total Confinement Number of Sexually Violent Person Petitions Resolved During the Time Period Average Sexually Violent Person Cases Open Monthly Net Sexually Violent Person Cases Assigned Expense per Sexually Violent Person Case in Which a Determination is Made as to Commitment Expense per Open Sexually Violent Person Case 100 - GENERAL TOTAL USES FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A 9 2 8 10 N/A 75.3 61.5 71.5 (3.8) -5.0% 14 N/A 10 N/A 5 7 N/A $ 39,321.70 (3) N/A -30.0% N/A N/A $ $ $ FY 2016 ADOPTED 20.0% 245,838 245,838 $ $ 8 400.0% 3,954.93 $ 4,984.85 $ 5,499.54 $ (1,544.61) -39.1% 297,806 297,806 $ $ 306,568 306,568 $ $ 393,217 393,217 $ $ (95,411) (95,411) -32.0% -32.0% Activity Narrative: A new output measure for FY 2015 shows the average number of cases open in a given month, revealing the long-term nature of these cases. 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. 712 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 Adopted Budget Support Services Program The purpose of the Support Services Program is to provide legally required litigation support to 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 2014 ACTUAL 63.6% FY 2015 FY 2015 REVISED FORECAST 97.5% 89.0% FY 2016 ADOPTED 89.0% REV VS ADOPTED VAR % (8.5%) -8.8% Activities that comprise this program include: • Support Services Indigent Representation Support Services Activity The purpose of the Support Services Activity is to provide legally required litigation support to 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 Public Defense System activities set out above. 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 2014 ACTUAL 63.6% $ FY 2015 FY 2015 REVISED FORECAST 97.5% 89.0% FY 2016 ADOPTED 89.0% REV VS ADOPTED VAR % (8.5%) -8.8% 660 688 836 1,045 357 51.9% 660 688 836 1,045 357 51.9% 1,648.90 $ 1,358.88 $ 1,650.78 $ 1,088,271 $ 1,088,271 $ $ 934,908 934,908 $ 1,380,049 $ 1,380,049 $ 1,822.53 $ (463.66) -34.1% $ 1,904,549 $ 1,904,549 $ $ (969,641) (969,641) -103.7% -103.7% 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. The demand for this activity has increased from 328 in FY 2010 to 660 in FY 2014, and is forecast to increase to 836 in FY 2015. The FY 2016 budget supports an increase in demand of 25.0% (209 payment requests) above the FY 2015 Forecast. 713 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations Public Defense System Summary General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 116,550,253 $ 56,961 $ 1,306,086 1,269,459 26,936 9,691 $ - $ 117,856,339 $ 56,961 85,221 $ 4,391 (9,691) 90,521 - Agenda Item: C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: $ C-49-15-012-2-00 C-49-15-033-2-00 FY 2016 Baseline Budget $ Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges Public Defense Caseload Volume Increase Contract Counsel Expenditures due to Growth in Caseload Volume Personnel Savings Increase Personnel Savings from 2.8% to 3.0% Fees and Other Revenues ProgRevenue Volume Inc/Dec $ $ $ 141,803 $ 8,354,189 $ 56,961 (53,450) $ (53,450) 8,407,639 $ 141,803 - 8,354,189 - (88,353) $ - (88,353) $ FY 2016 Tentative Budget $ (18,629) (18,629) $ 126,295,749 $ 7.1% 38,332 -32.7% $ 841,488 841,488 $ - $ 127,137,237 $ 7.8% 38,332 -32.7% Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums 117,941,560 - Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 1,240,501 $ - FY 2015 Revised Budget $ 1,240,501 $ - $ (1,240,501) $ (1,240,501) - $ - $ - $ 3,652,470 $ 3,652,470 - $ 3,652,470 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Capital Post Conviction Relief - Back log Costs Agenda Item: $ FY 2016 Adopted Budget 714 3,652,470 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 38,588,891 $ 56,961 $ 717,558 $ 700,804 13,350 3,404 - $ 39,306,449 $ 56,961 $ 41,425 $ 1,607 (3,404) 43,222 - $ 39,347,874 $ 56,961 $ (27,804) $ (27,804) 8,605 $ 8,605 - Agenda Item: C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Depts Reallocate savings from the Office of Contract Counsel for the cost of adding 12.0 FTE Non-Capital Felony positions in FY 2015 FY 2016 Tentative Budget $ $ 8,605 $ - $ 699,311 $ 699,311 (18,629) (18,629) - $ 40,027,986 $ 1.7% 38,332 -32.7% $ 462,480 $ 462,480 - $ 40,490,466 $ 2.9% 38,332 -32.7% $ $ 699,311 Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums PUBLIC DEFENDER ACTIVITIES Appeal and Non-Capital Post Conviction Relief Capital Trial Capital Post Conviction Relief Misdemeanor Non-Capital Felony Probation Violation Sexually Violent Person Indirect Support and General Overhead FY 2016 Expenditures by Activity - Total Agenda Item: Total FY 2016 Adopted Expenditures $ 3,529,575 5,444,997 291,191 761,333 24,136,217 2,053,041 36,756 4,237,356 $ 40,490,466 FY 2016 Adopted Budget Percent Change from Baseline Amount 715 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 Adopted Budget Legal Defender (540) General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 11,964,389 $ - $ 232,090 $ 222,431 7,086 2,573 - $ 12,196,479 $ - $ 5,684 $ 1,645 (2,573) 6,612 - $ 12,202,163 $ - $ (9,188) $ (9,188) 16,985 $ 105,338 - (88,353) - $ 916,700 $ 916,700 - $ 13,126,660 $ 7.6% - $ 131,976 $ 131,976 - $ 13,258,636 $ 8.7% - Agenda Item: C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges Personnel Savings Increase Salary and Benefit Savings Rate to 2.11% Reallocations Reallocation Between Depts Reallocate savings from the Office of Contract Counsel for the cost of adding 10.0 FTE Parental Dependency positions in FY 2015 FY 2016 Tentative Budget $ $ 105,338 $ (88,353) $ 916,700 Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums LEGAL DEFENDER ACTIVITIES Appeal and Non-Capital Post Conviction Relief Capital Trial Non-Capital Felony Parental Dependency Indirect Support and General Overhead FY 2016 Expenditures by Activity - Total Agenda Item: Total FY 2016 Adopted Expenditures $ 329,390 3,782,501 4,239,582 3,571,335 1,335,828 $ 13,258,636 FY 2016 Adopted Budget Percent Change from Baseline Amount 716 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 Adopted Budget Legal Advocate (550) General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 10,743,013 $ - $ 170,155 $ 165,541 2,617 1,997 - $ 10,913,168 $ - $ 18,108 $ 558 (1,997) 19,547 - $ 10,931,276 $ - $ (8,327) $ (8,327) 19,225 $ 19,225 - $ 995,939 $ 995,939 - $ 11,938,113 $ 9.2% - $ 117,312 $ 117,312 - $ 12,055,425 $ 10.3% - Agenda Item: C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges Reallocations Reallocation Between Depts Reallocate savings from the Office of Contract Counsel for the cost of adding 10.0 FTE Juvenile Guardian ad Litem positions in FY 2015 FY 2016 Tentative Budget $ $ $ 19,225 995,939 Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums LEGAL ADVOCATE ACTIVITIES Appeal and Non-Capital Post Conviction Relief Capital Trial Non-Capital Felony Juvenile Guardian ad Litem Sexually Violent Person Indirect Support and General Overhead FY 2016 Expenditures by Activity - Total Agenda Item: Total FY 2016 Adopted Expenditures $ 933,658 3,159,517 2,497,125 4,099,552 356,461 1,009,112 $ 12,055,425 FY 2016 Adopted Budget Percent Change from Baseline Amount 717 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Defense System Office of Contract Counsel (560) General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 46,056,428 $ - $ 41,065 $ 39,947 589 529 - $ 46,097,493 $ - $ 1,336 $ 155 (529) 1,710 - $ 46,098,829 $ - $ (1,671) $ (1,671) 8,354,234 $ 45 - 8,354,189 - Agenda Item: C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges Public Defense Caseload Volume Increase Capital Post-Conviction Relief by 3 Pending Cases Increase Capital Trial by 8 Pending Cases Increase Non-Capital Felony Demand by 2% Increase Probation Violation Demand by 10% Increase Indigent Representation Support Services Demand by 25% Increase Child Dependency Demand by 25% Increase Juvenile Guardian ad Litem Demand by 20% Increase Parental Dependency Demand by 20% Increase Juvenile Delinquency and Incorrigibility Demand by 2% Increase Juvenile Appeal Demand by 5% Increase Adult Guardian ad Litem Demand by 13% Increase Mental Health Demand by 3% Increase Probate Demand by 12% Reallocations Reallocation Between Depts Reallocate Contract Counsel savings to Public Defender Office which added 12.0 FTE positions in FY 2015 to focus on Non-Capital Felony cases Reallocate Contract Counsel savings to Legal Defender Office which added 10.0 FTE Parental Dependency positions in FY 2015 Reallocate Contract Counsel savings to Legal Advocate Office which added 10.0 FTE Juvenile Guardian ad Litem positions in FY 2015 Reallocate budget savings from Public Advocate Office to Contract Counsel FY 2016 Tentative Budget Percent Change from Baseline Amount 718 $ $ 45 $ 455,152 1,574,568 919,483 136,430 522,500 327,558 1,839,676 2,122,391 33,279 28,586 252,846 86,602 55,118 $ $ (2,593,813) $ (2,593,813) - $ 51,857,579 $ 12.5% - (699,311) (916,700) (995,939) 18,137 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Defense System Office of Contract Counsel (560) General Fund (100) (continued) Expenditures Revenue OPERATING Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums CONTRACT COUNSEL ACTIVITIES Appeal and Non-Capital Post Conviction Relief Capital Trial Capital Post Conviction Relief Misdemeanor Non-Capital Felony Probation Violation Witness Child Dependency Juvenile Delinquency and Incorrigibility Juvenile Emancipation Juvenile Guardian ad Litem Juvenile Appeal Juvenile Notification Juvenile Probation Parental Dependency Adult Guardian ad Litem Mental Health Probate Indigent Representation Support Services Activity Indirect Support, IT, and General Overhead FY 2016 Expenditures by Activity - Total Agenda Item: $ 33,840 $ 33,840 - $ 51,891,419 $ 12.6% - Total FY 2016 Adopted Expenditures $ 996,124 7,442,914 2,900,617 140,239 11,751,531 152,102 30,959 1,425,985 469,397 3,130 8,757,190 561,003 34,435 13,565 9,934,231 2,194,187 90,599 515,476 1,904,549 2,573,186 $ 51,891,419 FY 2016 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 950,866 $ - FY 2015 Revised Budget $ 950,866 $ - $ (950,866) $ (950,866) - $ - $ - $ 3,652,470 $ 3,652,470 - $ 3,652,470 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Capital Post Conviction Relief - Back log Costs Agenda Item: $ FY 2016 Adopted Budget 719 3,652,470 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Advocate (570) General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 9,197,532 $ - $ 145,218 $ 140,736 3,294 1,188 - $ 9,342,750 $ - $ 18,668 $ 426 (1,188) 19,430 - $ 9,361,418 $ - $ (6,460) $ (6,460) 8,590 $ 8,590 - $ (18,137) $ (18,137) - $ 9,345,411 $ -0.2% - $ 95,880 $ 95,880 - $ 9,441,291 $ 0.9% - Agenda Item: C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges Reallocations Reallocation Between Depts Reallocate caseload savings to the Office of Contract Counsel FY 2016 Tentative Budget $ $ $ 8,590 (18,137) Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums PUBLIC ADVOCATE ACTIVITIES Capital Post Conviction Relief Child Dependency Juvenile Appeal Juvenile Delinquency and Incorrigibility Juvenile Probation Mental Health Parental Dependency Indirect Support and General Overhead FY 2016 Expenditures by Activity - Total Agenda Item: Total FY 2016 Adopted Expenditures $ 937,568 459,255 235,140 2,411,557 368,451 1,744,844 2,376,008 908,468 $ 9,441,291 FY 2016 Adopted Budget Percent Change from Baseline Amount 720 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense Summary Training Fund (209) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 424,932 $ 424,932 FY 2015 Revised Budget $ 424,932 $ 424,932 FY 2016 Baseline Budget $ 424,932 $ 424,932 $ (144) $ (144) (20,178) $ (20,178) - Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments One-Time Training Costs Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ (20,178) FY 2016 Adopted Budget Percent Change from Baseline Amount $ - $ - (20,322) (20,322) $ 404,610 $ -4.8% 404,610 -4.8% Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 285,150 $ - FY 2015 Revised Budget $ 285,150 $ - $ (285,150) $ (285,150) - $ - $ - $ 253,560 $ 253,560 - $ 253,560 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring One-Time Training Costs Agenda Item: $ FY 2016 Adopted Budget 721 253,560 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) Training Fund (209) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 335,562 $ 335,562 FY 2015 Revised Budget $ 335,562 $ 335,562 FY 2016 Baseline Budget $ 335,562 $ 335,562 $ (144) $ (144) (5,220) $ (5,220) - Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease training expenditures due to reduction in training revenue Fees and Other Revenues ProgRevenue Volume Inc/Dec $ $ (5,220) FY 2016 Adopted Budget Percent Change from Baseline Amount $ - $ - (5,364) (5,364) $ 330,198 $ -1.6% 330,198 -1.6% Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 232,303 $ - FY 2015 Revised Budget $ 232,303 $ - $ (232,303) $ (232,303) - $ - $ - $ 185,932 $ 185,932 - $ 185,932 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring One-Time Training Costs Agenda Item: $ 185,932 FY 2016 Adopted Budget Legal Defender (540) Training Fund (209) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 66,374 $ 66,374 FY 2015 Revised Budget $ 66,374 $ 66,374 FY 2016 Baseline Budget $ 66,374 $ 66,374 $ (9,130) $ (9,130) - $ - $ - (9,130) (9,130) $ 57,244 $ -13.8% 57,244 -13.8% Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Decrease training expenditures due to reduction in training revenue Fees and Other Revenues ProgRevenue Volume Inc/Dec FY 2016 Adopted Budget Percent Change from Baseline Amount 722 $ (9,130) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Defender (540) Training Fund (209) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 27,574 $ - FY 2015 Revised Budget $ 27,574 $ - $ (27,574) $ (27,574) - $ - $ - $ 58,828 $ 58,828 - $ 58,828 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring One-Time Training Costs Agenda Item: $ 58,828 FY 2016 Adopted Budget Legal Advocate (550) Training Fund (209) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 22,996 $ 22,996 FY 2015 Revised Budget $ 22,996 $ 22,996 FY 2016 Baseline Budget $ 22,996 $ 22,996 $ (5,828) $ (5,828) - $ - $ - (5,828) (5,828) $ 17,168 $ -25.3% 17,168 -25.3% Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Decrease training expenditures due to a reduction in training revenue Fees and Other Revenues ProgRevenue Volume Inc/Dec $ (5,828) FY 2016 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 25,273 $ - FY 2015 Revised Budget $ 25,273 $ - $ (25,273) $ (25,273) - $ - $ - $ 8,800 $ 8,800 - $ 8,800 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring One-Time Training Costs Agenda Item: $ FY 2016 Adopted Budget 723 8,800 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2016 Adopted Budget Public Defense Training Fund (209) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 297,180 $ 323,346 $ 323,346 $ 367,590 $ 269,259 Sources: Operating Total Sources: $ $ 439,208 439,208 $ $ 424,932 424,932 $ $ 424,932 424,932 $ $ 405,242 405,242 $ $ 404,610 404,610 $ $ $ $ 377,585 125,988 503,573 $ $ 424,932 285,150 710,082 $ $ 424,932 285,150 710,082 $ 404,610 253,560 658,170 $ - $ - $ 27,657 $ - (2) $ - $ - $ - $ - 38,196 38,196 $ $ 38,196 38,196 $ $ 269,259 269,259 $ $ 15,699 15,699 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ 341,851 26,945 368,796 Structural Balance $ 97,357 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 367,590 367,590 $ $ Public Defender (520) Grants Fund (233) OPERATING FY 2015 Adopted Budget Adjustments: Grants Pub Defender Byrne Grant Adjustment 236,492 $ 236,492 $ 797 $ 797 797 797 $ 237,289 $ 237,289 $ (797) $ (797) $ 236,492 $ 236,492 $ (175) $ (175) 972 $ 972 797 797 237,289 $ 0.3% 237,289 0.3% Agenda Item: C-56-14-010-G-01 FY 2015 Revised Budget Adjustments: Grants Pub Defender Byrne Grant Adjustment $ Agenda Item: C-56-14-010-G-01 FY 2016 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Grants Grant Reconciliation Increase Grant revenue and expenditures due to increase in DEA grants Increase Other Benefits to maintain structural balance FY 2016 Adopted Budget Percent Change from Baseline Amount $ $ 797 175 $ 724 (797) (797) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense Grants Fund (233) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED (5,038) $ FY 2015 REVISED (5,038) $ FY 2015 FORECAST (5,038) $ FY 2016 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 229,776 229,776 $ $ 236,492 236,492 $ $ 237,289 237,289 $ $ 237,289 237,289 $ $ 237,289 237,289 Uses: Operating Total Uses: $ $ 229,747 229,747 $ $ 236,492 236,492 $ $ 237,289 237,289 $ $ 237,289 237,289 $ $ 237,289 237,289 Structural Balance $ 29 $ - $ - $ - $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (5,010) (5,010) $ (5,038) (5,038) $ (5,010) $ (5,038) (5,038) $ (5,010) (5,010) (5,010) $ (5,010) (5,010) Public Defender (520) Fill the Gap Fund (262) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 819,202 $ 819,202 FY 2015 Revised Budget $ 819,202 $ 819,202 FY 2016 Baseline Budget $ 819,202 $ 819,202 $ (558) $ (558) (13,510) $ (6,006) - Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Other Pay by $25,189 while still providing for eight hours of Pay ($2,153) and for a 2.5% Pay for Performance (PfP) increase ($14,107) Increase Other Benefits associated with eight hours of pay, a 2.5% PfP, and an increase in the fixed benefit rate Increase Other Personal Services for Loan Repayment Assistance for the attorneys allocated to the Fill the Gap Fund Decrease Regular Pay and Benefits to account for net changes in pay rates assigned to newly filled positions Decrease Travel to maintain structural balance Personnel Savings Decrease Personal Services for an increase in Salary and Benefit Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec FY 2016 Adopted Budget Percent Change from Baseline Amount 725 $ $ (25,189) 16,859 15,657 (12,929) (404) (7,504) $ - (7,504) $ - $ - (14,068) (14,068) $ 805,134 $ -1.7% 805,134 -1.7% Maricopa County Annual Business Strategies FY 2016 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 2015 Adopted Budget $ - $ 268,936 FY 2015 Revised Budget $ - $ 268,936 $ - $ - (268,936) (268,936) $ - $ - $ - $ - 131,495 131,495 $ - $ Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2016 Baseline Budget Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2016 Adopted Budget Expenditures 131,495 Revenue PDS CASE MANAGEMENT SYSTEM FY 2015 Adopted Budget $ 294,492 $ - FY 2015 Revised Budget $ 294,492 $ - $ 294,492 $ (294,492) - $ - $ - $ 206,261 $ 206,261 - $ 206,261 $ - Adjustments: Information and Communications Technology Other IT Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Information and Communications Technology Other IT Non Recurring Public Defense Services Case Management System Agenda Item: $ 206,261 FY 2016 Adopted Budget Public Defender Fill the Gap Fund (262) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 FORECAST FY 2015 REVISED FY 2016 ADOPTED $ 446,006 $ 26,197 $ 26,197 $ 48,603 $ 74,768 $ 820,141 820,141 $ 819,202 268,936 1,088,138 $ 819,202 268,936 1,088,138 $ 805,365 268,936 1,074,301 $ 805,134 131,495 936,629 $ $ 759,005 289,131 1,048,136 $ $ 819,202 294,492 1,113,694 $ $ 819,202 294,492 1,113,694 $ $ 803,320 414,227 1,217,547 $ 805,134 206,261 1,011,395 Structural Balance $ 16,821 $ - $ - $ 46,360 $ - Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 48,603 48,603 $ $ 641 641 $ $ 641 641 $ $ 74,768 74,768 $ $ 2 2 Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ 726 $ $ $ Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Defender (540) Fill the Gap Fund (263) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 66,362 $ 66,362 FY 2015 Revised Budget $ 66,362 $ 66,362 FY 2016 Baseline Budget $ 66,362 $ 66,362 FY 2016 Adopted Budget Percent Change from Baseline Amount $ 66,362 $ 0.0% 66,362 0.0% Legal Defender Fill the Gap Fund (263) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 2,320 $ 2,320 $ 2,320 $ 2,400 $ 2,400 Sources: Operating Total Sources: $ $ 66,441 66,441 $ $ 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 $ 79 $ - $ - $ - $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,400 2,400 $ $ 2,320 2,320 $ $ 2,320 2,320 $ $ 2,400 2,400 $ $ 2,400 2,400 727 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Public Fiduciary Analysis by Scott Rothe, Principal Management and Budget Analyst Summary Mission The Mission of the Maricopa County Public Fiduciary is to provide guardianship, conservatorship, decedent services and court-ordered investigations for vulnerable persons so their estates and wellbeing are protected. Vision To be a recognized leader in providing professional, efficient and compassionate fiduciary services. Strategic Goals 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: Though no historical data existed for this measure before FY 2015, progress is being made with estate administration cases where 96.5% of cases are forecasted to be stabilized or closed within 18 months. It has, however, become apparent that guardianship administration cases cannot realistically be linked to this goal, which may be amended for FY 2017. 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 historical data on this goal. The 68.4% completion rate forecasted for FY 2015 is not expected to rise beyond 72.0% in FY 2016 or future years given an increasing workload. Demand for investigations is anticipated to increase by 21.5% in FY 2016. Fiscal Strength and Responsibility By July 2015, the fiscal year average cost per burial will decrease by 10% from FY 2009 actuals in order to meet demand without increasing budget. Status: The Department met this goal by the end of FY 2012. The new three-year contract with funeral home providers, effective September 1, 2014, will result in further expenditure reductions of 18.5% in FY 2015 and 23.0% in FY 2016 compared to the FY 2015 Revised budget. 728 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 REVISED FY 2015 ADOPTED FY 2016 ADOPTED FY 2015 FORECAST REVISED VS ADOPTED VAR % $ 1,155,842 $ 32,658 1,188,500 $ 1,084,565 $ 65,435 1,150,000 $ 1,084,565 $ 65,435 1,150,000 $ 1,193,500 $ 1,193,500 $ 1,000,000 $ 1,000,000 $ (84,565) (65,435) (150,000) -7.8% -100.0% -13.0% TOTAL PROGRAMS $ 1,188,500 $ 1,150,000 $ 1,150,000 $ 1,193,500 $ 1,000,000 $ (150,000) -13.0% 78,552 78,552 22.3% 22.3% $ EADM - ESTATE ADMINISTRATION GARD - GUARDIANSHIP ADMINISTRATION 34FS - FIDUCIARY SERVICES USES BURY - INDIGENT BURIAL/CREMATION SERV 34BS - COUNTY INDIGENT DECEDENT SERV $ $ 302,771 $ 302,771 $ 351,382 $ 351,382 $ 351,736 $ 351,736 $ 286,597 $ 286,597 $ 273,184 $ 273,184 $ EADM - ESTATE ADMINISTRATION GARD - GUARDIANSHIP ADMINISTRATION 34FS - FIDUCIARY SERVICES $ 1,108,521 $ 1,059,760 2,168,281 $ 1,156,573 $ 1,146,234 2,302,807 $ 1,159,638 $ 1,149,290 2,308,928 $ 1,086,973 $ 1,076,996 2,163,969 $ 1,079,555 $ 1,228,981 2,308,536 $ 80,083 (79,691) 392 6.9% -6.9% 0.0% BDFS - BUDGET AND FINANCIAL SERVICES FACI - FACILITIES MANAGEMENT HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ (134) $ 68,523 358,585 426,974 $ 8,109 $ 34,562 (2,514) 223,438 263,595 $ 8,292 $ 35,044 247,624 290,960 $ 9,951 $ 39,681 37,573 272,580 359,785 $ 8,756 $ 42,133 37,810 322,857 411,556 $ (464) (42,133) (2,766) (75,233) (120,596) -5.6% N/A -7.9% N/A -30.4% -41.4% INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ - $ 9,455 9,455 $ 22,354 $ 153,887 19,161 195,402 $ 22,354 $ 157,851 19,161 199,366 $ 22,354 $ 161,648 16,559 200,561 $ 23,310 $ 157,217 27,545 208,072 $ (956) 634 (8,384) (8,706) -4.3% N/A 0.4% -43.8% -4.4% BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 45,075 $ 45,075 $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL PROGRAMS $ 2,952,556 $ 3,113,186 $ 3,150,990 $ 3,010,912 $ 3,201,348 $ $ $ (50,358) N/A N/A -1.6% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2016 ADOPTED FY 2015 FORECAST REVISED VS ADOPTED VAR % 1,188,500 1,188,500 $ $ 1,150,000 1,150,000 $ $ 1,150,000 1,150,000 $ $ 1,193,500 1,193,500 $ $ 1,000,000 $ 1,000,000 $ (150,000) (150,000) -13.0% -13.0% ALL REVENUES $ 1,188,500 $ 1,150,000 $ 1,150,000 $ 1,193,500 $ 1,000,000 $ (150,000) -13.0% TOTAL SOURCES $ 1,188,500 FY 2014 ACTUAL $ 1,150,000 FY 2015 ADOPTED $ 1,150,000 FY 2015 REVISED $ 1,193,500 FY 2015 FORECAST $ CATEGORY PERSONAL SERVICES $ 0701 - REGULAR PAY 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ -13.0% (150,000) 1,000,000 $ FY 2016 REVISED VS ADOPTED % ADOPTED VAR 1,587,315 $ 45,729 10,665 658,604 19,286 52,127 2,373,726 $ 1,786,366 $ 15,223 737,284 20,000 4,950 2,563,823 $ 1,849,245 $ 15,223 751,133 20,000 4,950 2,640,551 $ 1,796,887 $ 18,145 21,650 727,029 9,516 10,260 2,583,487 $ 1,903,318 $ 22,697 816,586 9,398 15,601 2,767,600 $ SUBTOTAL $ 49,010 $ 3,940 63,765 116,715 $ 18,719 $ 6,000 49,530 74,249 $ 18,719 $ 6,000 10,606 35,325 $ 16,201 $ 4,199 5,303 25,703 $ 18,719 $ 5,000 9,000 32,719 $ 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 $ ALL EXPENDITURES $ 2,303 $ 66,490 45,346 13,090 76,261 31,748 16,010 16,321 194,546 462,115 $ 2,952,556 $ 7,000 $ 15,000 45,693 25,000 78,600 46,964 15,000 15,500 226,357 475,114 $ 3,113,186 $ 7,000 $ 15,000 45,693 25,000 78,600 46,964 15,000 15,500 226,357 475,114 $ 3,150,990 $ 2,779 $ 18,959 45,150 19,562 81,500 26,682 15,000 15,245 176,845 401,722 $ 3,010,912 $ TOTAL USES $ 2,952,556 $ 3,113,186 $ 3,150,990 $ 3,010,912 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ 729 (54,073) (7,474) (65,453) 10,602 (10,651) (127,049) -2.9% N/A -49.1% -8.7% 53.0% -215.2% -4.8% 1,000 1,606 2,606 0.0% 16.7% 15.1% 7.4% 4,334 $ 14,500 47,711 19,570 90,236 32,000 15,000 15,500 162,178 401,029 $ 3,201,348 $ 2,666 500 (2,018) 5,430 (11,636) 14,964 64,179 74,085 (50,358) 38.1% 3.3% -4.4% 21.7% -14.8% 31.9% 0.0% 0.0% 28.4% 15.6% -1.6% 3,201,348 $ (50,358) -1.6% Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2015 REVISED FY 2015 ADOPTED FY 2014 ACTUAL FY 2016 ADOPTED FY 2015 FORECAST REVISED VS ADOPTED VAR % 1,000,000 $ 1,000,000 $ (150,000) (150,000) -13.0% -13.0% $ FUND TOTAL SOURCES $ 1,188,500 $ 1,188,500 $ 1,150,000 $ 1,150,000 $ 1,150,000 $ 1,150,000 $ 1,193,500 $ 1,193,500 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,188,500 $ 1,188,500 $ FY 2014 ACTUAL 1,150,000 $ 1,150,000 $ FY 2015 ADOPTED 1,150,000 $ 1,150,000 $ FY 2015 REVISED 1,193,500 $ 1,193,500 $ FY 2015 FORECAST FUND TOTAL USES $ 2,898,921 $ 53,635 2,952,556 $ 3,113,186 $ 3,113,186 $ 3,150,990 $ 3,150,990 $ 3,010,912 $ 3,010,912 $ 3,201,348 $ 3,201,348 $ (50,358) (50,358) -1.6% N/A -1.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,898,921 $ 53,635 $ 2,952,556 $ 3,113,186 $ - $ 3,113,186 $ 3,150,990 $ - $ 3,150,990 $ 3,010,912 $ - $ 3,010,912 $ 3,201,348 $ - $ 3,201,348 $ (50,358) (50,358) -1.6% N/A -1.6% FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT $ (150,000) -13.0% 1,000,000 $ (150,000) -13.0% 1,000,000 $ FY 2016 REVISED VS ADOPTED ADOPTED VAR % Staffing by Program and Activity PROGRAM / ACTIVITY COUNTY INDIGENT DECEDENT SERV INDIGENT BURIAL/CREMATION SERV 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 3.32 3.32 2.30 2.30 2.30 2.30 2.30 2.30 2.00 2.00 (.30) (.30) (13.0%) (13.0%) 14.28 22.06 36.33 17.20 17.20 34.40 18.00 18.00 36.00 18.00 18.00 36.00 16.14 19.06 35.20 (1.86) 1.06 (.80) (10.3%) 5.9% (2.2%) - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% .05 1.20 .40 1.65 41.30 .15 .35 3.60 4.10 41.80 .15 .35 4.00 4.50 43.80 .15 .35 4.00 4.50 43.80 .15 .35 5.10 5.60 43.80 1.10 1.10 - 0.0% N/A 0.0% 27.5% 24.4% 0.0% FY 2014 ADOPTED 2.00 2.00 1.00 1.00 24.30 2.00 3.00 2.00 2.00 2.00 41.30 FY 2015 ADOPTED 2.00 2.00 1.00 1.00 23.80 2.00 4.00 2.00 2.00 2.00 41.80 FY 2015 FY 2015 REVISED FORECAST 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 23.80 23.80 2.00 2.00 5.00 5.00 3.00 3.00 2.00 2.00 2.00 2.00 43.80 43.80 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 2.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 23.80 0.0% 2.00 0.0% 5.00 0.0% 3.00 0.0% 2.00 0.0% 2.00 0.0% 43.80 0.0% FY 2014 ADOPTED 41.30 41.30 FY 2015 ADOPTED 41.80 41.80 FY 2015 FY 2015 REVISED FORECAST 43.80 43.80 43.80 43.80 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 43.80 0.0% 43.80 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 Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. In February, 730 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary 2015, the department was able to identify annualized savings of $106,569 to add 1.0 FTE Fiduciary and 1.0 FTE Legal Support Specialist to address increasing demand in the Estate Administration Activity and the Guardianship Administration Activity. Base Adjustments: General Fund (100) • Decrease budgeted revenue from $1,150,000 in FY 2015 to $1.0 million in FY 2016. A one-time true-up of fiduciary fee revenue during November, 2014 of approximately $160,000 increased the FY 2015 forecast for revenue to $1,193,500. • Decrease Regular Benefits by $1,950 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $40,608 for the impact of the changes in health and dental premium rates. • Increase Internal Services Charges by $8,384 for the impact of the changes in risk management charges. • Increase Regular Pay Personnel and Benefit Savings by $5,434. • Decrease Vehicle Fuel by $1,000 based on forecasted expenditures for FY 2015. Programs and Activities County Indigent Decedent Services Program The purpose of the County Indigent Decedent Services Program is to provide cost-effective burials or cremations to qualified indigent decedents so they can receive proper interment/cremation in a timely manner. Program Results Measure Description Percentage of Determinations for Indigent Burial/Cremation Service Eligibility Completed Within Five Business Days of the Referral Application Submission Percentage of Referral Application Persons Determined to be Eligible for Indigent Burial/Cremation Services FY 2014 ACTUAL N/A N/A FY 2015 FY 2015 REVISED FORECAST 80.4% 95.0% 48.2% 69.9% FY 2016 ADOPTED 95.0% 69.9% REV VS ADOPTED VAR % 14.6% 18.2% 21.7% 45.0% Activities that comprise this program include: • Indigent Burial/Cremation Services Indigent Burial/Cremation Services Activity The purpose of the Indigent Burial/Cremation Services Activity is to provide cost-effective burials or cremations to qualified indigent decedents so they can receive proper interment/cremation 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. 731 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Output Output Demand Expenditure Ratio Expenditure Measure Description Percentage of Determinations for Indigent Burial/Cremation Service Eligibility Completed Within Five Business Days of the Referral Application Submission Percentage of Referral Application Persons Determined to be Eligible for Indigent Burial/Cremation Services Number of Determinations for Eligibility Completed During the Time Period Number of Decedents Determined to be Eligible for Burial/Cremation Services During the Time Period Number of Indigent Burial/Cremation Referral Applications Received Expense per Indigent Burial/Cremation Completed 100 - GENERAL TOTAL USES FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 80.4% 95.0% N/A 48.2% 69.9% 69.9% 21.7% 45.0% N/A 726 495 545 (181) -24.9% N/A 350 346 381 31 N/A 656 497 547 (109) N/A $ $ $ REV VS ADOPTED VAR % 14.6% 18.2% FY 2016 ADOPTED 95.0% 302,771 302,771 $ $ 8.9% -16.6% 1,004.96 $ 828.32 $ 717.02 $ 287.94 28.7% 351,736 351,736 $ $ 286,597 286,597 $ $ 273,184 273,184 $ $ 78,552 78,552 22.3% 22.3% Activity Narrative: A forecasted decline in demand has led to decreased outputs for FY 2015. More realistic increases in demand and output are anticipated for FY 2016. Reduced demand along with the signing of a new three-year contract with funeral providers in September, 2014, will result in decreased expenditures of 18.5% for FY 2015 and 22.3% for FY 2016 compared to the FY 2015 Revised budget. 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 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 92.6% 96.5% FY 2016 ADOPTED 82.4% REV VS ADOPTED VAR % (10.3%) -11.1% N/A 43.6% 27.4% 26.9% (16.7%) -38.3% N/A 58.5% 49.2% 50.2% (8.3%) -14.2% N/A 83.0% 68.7% 71.9% (11.1%) -13.4% 732 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activities that comprise this program include: • Estate Administration • Guardianship Administration Estate Administration Activity The purpose of the Estate Administration Activity is to provide effective conservatorship and probate services to protected persons and decedents’ estates so they can have their financial resources and property preserved and protected in a timely manner. Measure Type Result Output Output Demand Expenditure Ratio Revenue Measure Description Percentage of Estate Administration Cases Stabilized or Closed Within 18 Months of Referral Number of Estate Administration Cases Stabilized or Closed Average Number of Estate Administration Cases Open/Active Monthly Number of Conservatorship and Probate Cases Referred for Administration Expense Per Estate Administration Case Open/Active FY 2015 FY 2015 REVISED FORECAST 96.5% 92.6% FY 2014 ACTUAL N/A FY 2016 ADOPTED 82.4% REV VS ADOPTED VAR % (10.3%) -11.1% N/A 298 170 170 (128) -43.0% N/A 324 240 240 (84) -25.9% N/A 277 192 269 (8) -2.9% N/A $ 3,579.13 $ 4,529.05 $ 4,498.15 $ (919.02) -25.7% 100 - GENERAL TOTAL SOURCES $ 1,155,842 $ 1,155,842 $ 1,084,565 $ 1,084,565 $ 1,193,500 $ 1,193,500 $ 1,000,000 $ 1,000,000 $ $ (84,565) (84,565) -7.8% -7.8% 100 - GENERAL TOTAL USES $ 1,108,521 $ 1,108,521 $ 1,159,638 $ 1,159,638 $ 1,086,973 $ 1,086,973 $ 1,079,555 $ 1,079,555 $ $ 80,083 80,083 6.9% 6.9% Expenditure Activity Narrative: Demand for conservatorship and probate services has been less than budgeted in FY 2015. However, probate reform and subsequent mandates enacted in September, 2013, have increased the time it takes to prepare a Conservator’s Account Report from two hours to as many as eight hours. Savings from elsewhere in the budget allowed the Public Fiduciary to add 2.0 FTE positions in February, 2015, to address the increased workload experienced in the Estate Administration Activity and the Guardianship Administration Activity. While department staffing has stabilized following FY 2014 market/merit increases, demand growth may reach a point at which increased workload can no longer be absorbed with existing resources. If that does occur, the department will work with Public Defense Services management and the Office of Management and Budget to identify solutions. Revenue is forecasted to peak at $1,193,500 in FY 2015 due to a onetime revenue review and true-up of approximately $160,000. The true-up may result in lower annual revenue for the next fiscal year or so. 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. 733 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Result Output Output Output Demand Demand Expenditure Ratio Revenue FY 2015 FY 2015 FORECAST REVISED 27.4% 43.6% FY 2014 ACTUAL N/A 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 Expense Per Guardianship Administration Case Open/Active FY 2016 ADOPTED 26.9% REV VS ADOPTED VAR % (16.7%) -38.3% N/A 58.5% 49.2% 50.2% (8.3%) -14.2% N/A 83.0% 68.4% 71.9% (11.1%) -13.4% N/A 229 250 281 52 22.7% N/A 195 226 301 106 54.4% N/A 810 836 856 46 5.7% N/A 331 322 402 71 21.5% N/A 305 290 356 51 16.7% N/A $ 1,418.88 $ 1,288.27 $ 1,435.73 $ (16.85) -1.2% $ $ 65,435 65,435 $ $ - $ $ - $ $ (65,435) (65,435) -100.0% -100.0% $ 1,228,981 $ 1,228,981 $ $ (79,691) (79,691) -6.9% -6.9% 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ 1,059,760 $ 1,059,760 32,658 32,658 Expenditure $ 1,149,290 $ 1,149,290 $ 1,076,996 $ 1,076,996 Activity Narrative: Demand and output for Guardianship services has been increasing. FY 2014 and 2015 retention pay and market adjustment increases have resulted in a decline in average employee turnover from 11.9% in FY 2014 to 6.2% forecasted for FY 2015. However, the department has continued to struggle with an increasing workload, as shown by the decline in results from the FY 2015 Revised budget. The current staff-to-client ratio of between 1:60 and 1:77, compared with a fiduciary standard of 1:25. Savings from elsewhere in the budget allowed the Public Fiduciary to add 2.0 FTE positions in February, 2015, to address Estate Administration Activity and Guardianship Administration Activity workload. If growth reaches a point at which increased demand can no longer be absorbed with existing resources, the department will work with Public Defense Services management and the Office of Management and Budget to identify solutions. 734 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan 1,150,000 $ 37,804 $ 37,269 535 - $ 3,150,990 $ 1,150,000 $ 9,750 $ 110 9,640 - $ 3,160,740 $ 1,150,000 $ (1,950) $ (1,950) 1,950 $ (6,434) - C-49-15-002-2-00 C-49-15-012-2-00 Agenda Item: C-49-15-012-2-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Salary and Benefit Savings Decrease Vehicle Fuel Internal Service Charges Increase Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease General Fund Revenue Due to One-Time True-Up of FY 2015 Revenue 3,113,186 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: $ $ (5,434) (1,000) $ 8,384 8,384 $ FY 2016 Tentative Budget $ - $ - (150,000) (150,000) $ 3,160,740 $ 0.0% 1,000,000 -13.0% $ 40,608 $ 40,608 - $ 3,201,348 $ 1.3% 1,000,000 -13.0% (150,000) Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums - Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 735 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Analysis by Dreamlyn Johnson, Management and Budget Analyst Summary Mission The mission of the Department of Public Health is to provide leadership, resources, and services to Maricopa County residents and visitors so they can enjoy protection and promotion of their health. Vision A healthy and safe community. 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 2015, the Department finalized the community health assessment that was required for accreditation. This report identifies needs that are filled or needed in the community and will be used as a roadmap to show return on the investment of public health expenditures. This study along with other analysis may be used by county management as a guide to make budget decisions and proper funding mechanisms. Regional Services By June 2018, obtain accreditation from the Public Health Accreditation Board. Status: The Department completed the document review and submission process for public health accreditation in FY 2015. A site visit team was assigned by the Public Health Accreditation Board to review these documents and convene a site visit between April and May 2015. 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 60% completion and full completion is expected by 2018. 736 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % PHPM - PUBLIC HEALTH PHARMACY 86CS - CLINIC SUPPORT SERVICES $ $ 21,649 $ 21,649 $ 13,000 $ 13,000 $ 13,000 $ 13,000 $ 44,862 $ 44,862 $ 13,000 $ 13,000 $ CHCA - COMM HEALTH ASSESSMENT CENTER EPIR - EPIDEMIOLOGICAL REPORTING SCII - SINGLE CASE INV INTERVENTIONS 86EG - EPI AND GEN DISEASE SURVEILL $ $ - $ 54,771 17,000 71,771 $ - $ 8,250 8,250 $ - $ 346,626 644,297 990,923 $ - $ 331,501 525,106 856,607 $ 200,000 $ 356,931 392,574 949,505 $ 200,000 10,305 (251,723) (41,418) N/A 3.0% -39.1% -4.2% EMRT - PUB HLTH PREPAREDNESS RESPONSE $ 86EM - PUB HLTH PREPAREDNESS RESPONSE $ 3,565,850 $ 3,565,850 $ 2,340,660 $ 2,340,660 $ 1,804,402 $ 1,804,402 $ 1,796,169 $ 1,796,169 $ 1,613,775 $ 1,613,775 $ (190,627) (190,627) -10.6% -10.6% 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 $ 729,842 $ 1,036,533 275,537 1,046,120 109,184 359,943 1,452,345 930,033 418,907 6,358,444 $ 1,058,547 $ 1,636,039 272,727 1,072,122 103,392 406,957 1,986,063 944,156 7,480,003 $ 1,062,766 $ 1,570,442 272,727 929,125 60,551 406,116 2,111,482 1,138,305 7,551,514 $ 1,012,501 $ 1,532,926 377,227 1,719,516 114,426 368,530 2,420,805 1,066,622 8,612,553 $ 1,058,114 $ 1,501,780 576,039 1,768,699 98,615 437,201 2,973,219 990,400 9,404,067 $ (4,652) (68,662) 303,312 839,574 38,064 31,085 861,737 (147,905) 1,852,553 -0.4% -4.4% 111.2% 90.4% 62.9% 7.7% 40.8% -13.0% N/A 24.5% HCHL - HEALTHCARE FOR THE HOMELESS 86HI - HEALTHCARE FOR HOMELESS $ $ 2,347,741 $ 2,347,741 $ 2,779,764 $ 2,779,764 $ 2,702,380 $ 2,702,380 $ 2,948,671 $ 2,948,671 $ 2,821,345 $ 2,821,345 $ 118,965 118,965 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 $ 679,702 $ 89,976 1,133,719 2,280,938 9,039,481 13,223,816 $ 884,130 $ 97,776 1,046,027 2,805,227 9,831,854 14,665,014 $ 953,728 $ 103,813 1,013,549 3,564,851 9,670,996 15,306,937 $ 1,000,866 $ 124,115 1,068,446 2,970,613 9,751,286 14,915,326 $ 926,939 $ 147,291 976,275 2,833,632 9,391,615 14,275,752 $ (26,789) 43,478 (37,274) (731,219) (279,381) (1,031,185) -2.8% 41.9% -3.7% -20.5% -2.9% -6.7% 32,960 $ 1,509,395 754,393 82,664 372,426 190,349 284,980 601,911 3,829,078 $ 35,048 $ 1,237,472 1,030,433 424,909 312,311 632,837 3,673,010 $ 23,877 $ 1,239,618 1,032,464 460,443 292,600 647,361 3,696,363 $ 25,958 $ 1,503,063 1,058,539 508,235 290,742 650,589 4,037,126 $ 34,954 $ 1,348,746 1,027,185 438,764 336,616 606,609 3,792,874 $ 11,077 109,128 (5,279) (21,679) 44,016 (40,752) 96,511 46.4% 8.8% N/A N/A -0.5% -4.7% 15.0% -6.3% 2.6% 259,874 $ 3,306,342 3,566,216 $ 259,874 $ 3,284,765 3,544,639 $ 188,718 $ 3,329,895 3,518,613 $ - $ 3,107,497 3,107,497 $ (259,874) (177,268) (437,142) -100.0% -5.4% -12.3% $ $ - 0.0% 0.0% 4.4% 4.4% 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 $ $ 221,781 $ 2,310,774 2,532,555 $ OPIP - PERFORMANCE IMPROVEMENT 86PI - PERFORMANCE IMPROVEMENT $ $ 261,302 $ 261,302 $ 390,996 $ 390,996 $ 209,480 $ 209,480 $ 376,665 $ 376,665 $ 62,079 $ 62,079 $ (147,401) (147,401) -70.4% -70.4% DTIS - RYAN WHITE DENTAL INSURANCE 86RW - RYAN WHITE PART A SERVICES $ $ 904,689 $ 904,689 $ 892,688 $ 892,688 $ 1,406,803 $ 1,406,803 $ 1,320,539 $ 1,320,539 $ 1,358,437 $ 1,358,437 $ (48,366) (48,366) -3.4% -3.4% SFAZ - SMOKE FREE ARIZONA INSPECTIONS TUPV - TOBACCO USE PREVENTION TUTR - TOB USE PREV TRNG DENTAL PROS 86TP - TOBACCO USE PREVENTION $ $ 550,299 $ 2,427,002 (4,671) 2,972,630 $ 786,620 $ 1,804,998 57,788 2,649,406 $ 787,990 $ 2,088,346 77,106 2,953,442 $ 784,741 $ 2,558,314 77,705 3,420,760 $ 781,051 $ 2,598,201 76,868 3,456,120 $ (6,939) 509,855 (238) 502,678 -0.9% 24.4% -0.3% 17.0% BDCT - BIRTH AND DEATH CERTIFICATES 86VR - VITAL REGISTRATION $ $ 3,264,136 $ 3,264,136 $ 3,661,215 $ 3,661,215 $ 3,998,715 $ 3,998,715 $ 4,165,689 $ 4,165,689 $ 4,700,000 $ 4,700,000 $ 701,285 701,285 17.5% 17.5% BDFS - BUDGET AND FINANCIAL SERVICES POOL - POOLED COSTS 99AS - INDIRECT SUPPORT $ $ 4,645,711 $ 4,645,711 $ - $ 4,697,966 4,697,966 $ - $ 4,718,306 4,718,306 $ - $ 5,001,560 5,001,560 $ - $ 5,175,073 5,175,073 $ 456,767 456,767 N/A 9.7% 9.7% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 4,821,353 $ 4,821,353 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 30,585 $ 30,585 $ 30,000 $ 30,000 $ TOTAL PROGRAMS $ 48,820,725 $ 46,868,188 $ 48,946,904 $ 51,045,725 $ 50,759,524 $ $ 737 (20,000) (20,000) 1,812,620 -40.0% -40.0% 3.7% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2014 ACTUAL PROGRAM / ACTIVITY USES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % BHCC - BEHAV HEALTH CARE CONTINUITY 86BH - BEHAV HEALTH CARE CONTINUITY $ $ - $ $ - $ $ - $ $ - $ $ 89,529 89,529 $ $ (89,529) (89,529) N/A N/A MDRC - MEDICAL RECORDS PHLB - PUBLIC HEALTH LABORATORY PHPM - PUBLIC HEALTH PHARMACY 86CS - CLINIC SUPPORT SERVICES $ 240,292 664,899 393,467 1,298,658 $ 241,361 613,828 383,237 1,238,426 $ 244,779 660,474 397,561 1,302,814 $ 224,655 521,702 397,495 1,143,852 $ 247,718 583,972 398,430 1,230,120 $ (2,939) 76,502 (869) 72,694 -1.2% 11.6% -0.2% 5.6% N/A -4.0% 11.4% 0.2% 9.6% 9.6% CHCA - COMM HEALTH ASSESSMENT CENTER EPIR - EPIDEMIOLOGICAL REPORTING SCII - SINGLE CASE INV INTERVENTIONS 86EG - EPI AND GEN DISEASE SURVEILL $ $ $ 1,242,807 1,140,617 2,383,424 EMRT - PUB HLTH PREPAREDNESS RESPONSE $ 86EM - PUB HLTH PREPAREDNESS RESPONSE $ 2,581,213 2,581,213 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 $ 948,408 1,398,126 931,500 989,666 119,000 378,878 1,809,607 920,819 315,832 7,811,836 HCHL - HEALTHCARE FOR THE HOMELESS 86HI - HEALTHCARE FOR HOMELESS $ $ 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 $ $ $ 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 IMED - IMMUNIZATION EDUCATION 86IS - IMMUNIZATION SERVICES $ OPIP - PERFORMANCE IMPROVEMENT 86PI - PERFORMANCE IMPROVEMENT $ $ $ 1,080,830 1,500,249 2,581,079 $ $ 2,340,660 2,340,660 $ $ 1,058,547 1,736,405 934,846 1,072,122 103,392 406,957 1,986,063 944,156 8,242,488 2,466,301 2,466,301 $ $ 1,039,102 79,665 1,721,236 2,439,695 9,375,856 14,655,554 $ $ 58,687 1,440,808 724,787 101,236 1,498,374 1,204,949 598,678 2,109,973 7,737,492 $ $ $ 230,849 3,318,912 67,443 3,617,204 $ $ 355,384 355,384 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 $ $ $ $ 1,446,593 2,354,942 3,801,535 $ $ 1,804,402 1,804,402 $ $ 1,062,766 1,668,597 932,436 929,125 60,551 406,116 2,111,482 1,138,305 8,309,378 2,779,764 2,779,764 $ $ 1,003,594 97,776 1,610,187 3,105,471 9,831,854 15,648,882 $ $ 35,048 1,349,280 2,191,796 1,211,240 637,361 2,046,932 7,471,657 $ $ $ 259,328 4,219,172 83,533 4,562,033 $ $ 390,996 390,996 933,959 933,959 $ $ $ $ 619,383 2,315,906 59,680 2,994,969 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 OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ 1,461,053 2,033,121 3,494,174 $ $ 1,796,169 1,796,169 $ $ 1,012,501 1,619,298 1,054,184 1,719,516 114,426 368,530 2,420,805 1,066,622 9,375,882 2,702,380 2,702,380 $ $ 1,074,717 103,813 1,695,917 3,863,345 9,670,996 16,408,788 $ $ 23,877 1,353,632 2,224,141 1,285,851 607,938 2,076,374 7,571,813 $ $ $ 259,874 4,205,738 85,254 4,550,866 $ $ 311,504 311,504 892,688 892,688 $ $ $ $ 786,620 1,804,998 57,788 2,649,406 3,322,046 3,322,046 $ $ 3,676,259 3,676,259 3,216,042 84,027 280,302 77,795 3,658,166 $ $ $ 1,541,552 3,368 191,181 1,736,101 $ $ 65,308 65,308 TOTAL PROGRAMS $ 55,617,615 $ $ $ $ $ $ 201,128 1,505,161 2,086,982 3,793,271 $ (201,128) (58,568) 267,960 8,264 $ $ 1,631,823 1,631,823 $ $ 172,579 172,579 $ $ $ 1,070,522 1,598,683 1,272,513 1,791,823 99,743 442,841 2,995,215 1,001,680 10,273,020 2,948,671 2,948,671 $ $ 1,127,772 120,508 1,541,141 3,240,821 9,751,286 15,781,528 $ $ $ $ 421,243 421,243 1,406,803 1,406,803 $ $ $ $ 787,990 2,088,346 77,106 2,953,442 $ $ 2,851,801 2,851,801 $ $ (149,421) (149,421) -5.5% -5.5% 1,063,659 148,419 1,590,506 3,137,848 9,573,223 15,513,655 $ 11,058 (44,606) 105,411 725,497 97,773 895,133 1.0% -43.0% 6.2% 18.8% 1.0% 5.5% (11,077) (121,422) 18,115 12,590 (67,591) 22,946 (146,439) -46.4% -9.0% N/A N/A 0.8% 1.0% -11.1% 1.1% -1.9% 100.0% 4.0% -3.0% 9.4% $ $ $ 4,035,456 87,797 4,123,253 $ 259,874 170,282 (2,543) 427,613 $ $ 162,847 162,847 $ $ 148,657 148,657 47.7% 47.7% 1,320,539 1,320,539 $ $ 1,359,565 1,359,565 $ $ 47,238 47,238 3.4% 3.4% $ $ 793,459 2,620,761 77,996 3,492,216 $ $ 784,741 2,558,314 77,705 3,420,760 $ (5,469) (532,415) (890) (538,774) -0.7% -25.5% -1.2% -18.2% 4,398,715 4,398,715 $ $ 4,022,418 4,022,418 $ $ 4,756,400 4,756,400 $ $ (357,685) (357,685) -8.1% -8.1% 118,458 $ 90,125 99,178 (150,178) 2,834,223 81,919 90,243 3,163,968 $ 87,573 66,606 74,926 30,414 2,854,563 61,726 69,691 3,245,499 $ 94,069 64,979 66,803 27,328 3,178,844 83,935 92,935 3,608,893 $ 99,467 66,104 69,677 32,533 2,487,836 70,231 102,929 2,928,777 $ (11,894) 502 5,249 (2,119) 366,727 (8,505) (33,238) 316,722 -13.6% 0.8% 7.0% -7.0% 12.8% -13.8% -47.7% 9.8% $ 2,111,477 30,000 105,144 261,229 44,435 2,552,285 $ $ 1,856,343 24,334 105,643 257,802 62,182 2,306,304 $ $ 1,856,340 50,000 97,902 260,217 62,185 2,326,644 $ $ 1,856,340 50,000 133,243 244,137 84,633 2,368,353 $ (255,137) 20,000 (7,242) (1,012) 17,750 (225,641) -13.7% 40.0% -7.4% N/A -0.4% 28.5% -9.7% $ $ 225,986 225,986 $ $ 133,018 133,018 $ $ 101,691 101,691 $ $ 126,891 126,891 $ $ $ 58,232,645 $ 61,227,601 $ 62,131,464 $ 62,603,705 $ 738 $ $ 246,923 4,058,569 83,063 4,388,555 -0.7% 4.2% -36.5% -92.9% -64.7% -9.0% -41.9% 12.0% N/A -23.6% $ $ $ $ (7,756) 69,914 (340,077) (862,698) (39,192) (36,725) (883,733) 136,625 (1,963,642) 34,954 1,475,054 2,206,026 1,273,261 675,529 2,053,428 7,718,252 $ 25,958 1,584,915 2,243,860 1,281,373 604,185 2,260,494 8,000,785 $ $ $ $ $ $ $ $ $ 6,127 6,127 (1,376,104) 4.6% 4.6% -2.2% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category FY 2014 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2015 ADOPTED $ SUBTOTAL $ 43,613,002 43,613,002 $ $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 3,252,272 1,878,129 5,130,401 $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2015 REVISED 40,715,942 $ 40,715,942 $ $ 3,648,707 2,250,539 5,899,246 3,169 $ 44,173 47,342 $ 50,000 173,000 223,000 $ $ $ $ ALL REVENUES $ 48,790,745 $ 46,838,188 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 29,980 29,980 $ $ 30,000 30,000 48,820,725 FY 2014 ACTUAL $ 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 2015 FORECAST 42,303,916 42,303,916 $ $ 44,070,270 44,070,270 $ $ 4,256,207 2,226,281 6,482,488 $ 4,343,189 2,490,781 6,833,970 $ $ 50,000 $ 80,500 130,500 $ REVISED VS ADOPTED VAR % FY 2016 ADOPTED $ 30,585 $ 80,900 111,485 $ 43,671,225 43,671,225 $ $ 4,887,492 $ 1,990,807 6,878,299 $ 30,000 150,000 180,000 $ $ 1,367,309 1,367,309 3.2% 3.2% 631,285 (235,474) 395,811 14.8% -10.6% 6.1% (20,000) 69,500 49,500 -40.0% 86.3% 37.9% 48,916,904 $ 51,015,725 $ 50,729,524 $ 1,812,620 3.7% $ $ 30,000 30,000 $ $ 30,000 30,000 $ $ 30,000 30,000 $ $ - 0.0% 0.0% 46,868,188 $ FY 2015 ADOPTED 48,946,904 FY 2015 REVISED $ 51,045,725 FY 2015 FORECAST $ 50,759,524 FY 2016 ADOPTED $ 1,812,620 3.7% REVISED VS ADOPTED VAR % 25,217,464 $ 96,319 128,199 9,981,900 32,141 (8,129,914) 8,609,122 35,935,231 $ 28,768,116 $ 817,096 59,232 11,229,283 41,805 (7,717,936) 8,532,870 41,730,466 $ 29,277,866 $ 782,021 70,722 11,226,176 41,805 (7,869,194) 8,721,271 42,250,667 $ 28,254,487 $ 646,480 156,734 10,969,043 29,413 (8,141,957) 9,033,108 40,947,308 $ 30,223,142 $ 573,046 71,340 12,482,041 26,806 (8,207,916) 8,937,257 44,105,716 $ (945,276) 208,975 (618) (1,255,865) 14,999 338,722 (215,986) (1,855,049) -3.2% 26.7% -0.9% -11.2% 35.9% 4.3% -2.5% -4.4% SUBTOTAL $ 1,435,478 $ 2,857,606 18,289 250,844 (2,310,471) 2,231,673 4,483,419 $ 1,602,377 $ 2,764,510 30,053 30,240 (2,070,580) 2,013,538 4,370,138 $ 2,488,185 $ 2,798,003 28,362 128,623 (2,060,553) 2,012,544 5,395,164 $ 2,434,690 $ 3,004,617 24,036 277,154 (2,128,723) 2,193,508 5,805,282 $ 1,354,332 $ 2,438,461 31,341 122,900 (1,869,956) 1,879,036 3,956,114 $ 1,133,853 359,542 (2,979) 5,723 (190,597) 133,508 1,439,050 45.6% 12.8% -10.5% 4.4% -9.2% 6.6% 26.7% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 2,352 $ 2,526,920 6,413,206 2,108,001 155,070 436 2,727,892 461,639 220,842 67,896 315,677 (1,321,965) 1,344,748 15,022,714 $ 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 $ 100 $ 1,565,408 5,496,010 2,139,446 276,994 2,963,226 471,555 228,039 66,979 345,750 (1,295,189) 1,264,302 13,522,620 $ 1,329 $ 1,890,981 6,779,371 2,117,261 493,177 695 2,950,031 474,822 220,756 68,977 319,645 (1,284,021) 1,267,820 15,300,844 $ 100 $ 1,711,024 6,023,553 2,044,501 387,751 3,099,556 437,674 286,327 76,350 10,000 328,010 (1,296,028) 1,373,572 14,482,390 $ (145,616) (527,543) 94,945 (110,757) (136,330) 33,881 (58,288) (9,371) (10,000) 17,740 839 (109,270) (959,770) 0.0% -9.3% -9.6% 4.4% -40.0% N/A -4.6% 7.2% -25.6% -14.0% N/A 5.1% 0.1% -8.6% -7.1% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ 98,338 $ 47,183 145,521 $ 14,150 $ 14,150 $ 29,150 $ 29,150 $ 48,030 $ 48,030 $ 10,000 $ 19,485 29,485 $ 19,150 (19,485) (335) 65.7% N/A -1.1% ALL EXPENDITURES $ 55,586,885 $ 58,202,645 $ 61,197,601 $ 62,101,464 $ 62,573,705 $ (1,376,104) -2.2% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 30,730 $ 30,730 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ TOTAL USES $ 55,617,615 $ 58,232,645 $ 61,227,601 $ 62,131,464 $ 62,603,705 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 739 (1,376,104) 0.0% 0.0% -2.2% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 532 PUBLIC HEALTH GRANTS OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 43,829,023 $ 43,829,023 $ 41,308,942 $ 41,308,942 $ 42,780,158 $ 42,780,158 $ 44,553,075 $ 44,553,075 $ 44,121,225 $ 44,121,225 $ 1,341,067 1,341,067 3.1% 3.1% $ FUND TOTAL SOURCES $ 4,991,702 $ 4,991,702 $ 5,559,246 $ 5,559,246 $ 6,166,746 $ 6,166,746 $ 6,492,650 $ 6,492,650 $ 6,638,299 $ 6,638,299 $ 471,553 471,553 7.6% 7.6% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 48,820,725 $ 48,820,725 $ FY 2014 ACTUAL 46,868,188 $ 46,868,188 $ FY 2015 ADOPTED 48,946,904 $ 48,946,904 $ FY 2015 REVISED 51,045,725 $ 51,045,725 $ FY 2015 FORECAST $ FUND TOTAL USES $ 11,124,410 $ 11,124,410 $ 11,364,457 $ 11,364,457 $ 11,880,697 $ 11,880,697 $ 11,497,877 $ 11,497,877 $ 11,844,181 $ 11,844,181 $ $ FUND TOTAL USES $ 39,573,960 $ 39,573,960 $ 41,308,942 $ 41,308,942 $ 42,780,158 $ 42,780,158 $ 44,553,075 $ 44,553,075 $ 44,121,225 $ 44,121,225 $ (1,341,067) (1,341,067) -3.1% -3.1% $ FUND TOTAL USES $ 4,826,391 $ 92,854 4,919,245 $ 5,559,246 $ 5,559,246 $ 6,166,746 $ 400,000 6,566,746 $ 5,681,452 $ 399,060 6,080,512 $ 6,638,299 $ 6,638,299 $ (471,553) 400,000 (71,553) -7.6% 100.0% -1.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 55,524,761 $ 92,854 $ 55,617,615 $ 58,232,645 $ - $ 58,232,645 $ 60,827,601 $ 400,000 $ 61,227,601 $ 61,732,404 $ 399,060 $ 62,131,464 $ 62,603,705 $ - $ 62,603,705 $ (1,776,104) 400,000 (1,376,104) -2.9% 100.0% -2.2% 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 740 50,759,524 $ 1,812,620 3.7% 50,759,524 $ 1,812,620 3.7% FY 2016 REVISED VS ADOPTED VAR ADOPTED % 36,516 36,516 0.3% 0.3% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Health 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 COMM HEALTH ASSESSMENT CENTER 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 OR STATUTORY 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 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 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 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 5.00 7.25 4.50 16.75 - 0.0% 0.0% 0.0% 0.0% 6.50 16.00 22.50 8.50 16.50 25.00 .00 13.50 23.50 37.00 13.50 23.50 37.00 1.00 13.50 23.50 38.00 1.00 1.00 N/A 0.0% 0.0% 2.7% 11.80 8.35 10.75 15.00 1.00 4.40 11.00 8.35 5.00 75.65 10.00 10.35 10.00 17.00 1.00 4.40 16.00 9.25 78.00 10.50 10.00 9.00 20.50 1.00 4.40 19.50 9.00 .00 83.90 10.50 10.00 10.00 20.50 1.00 4.40 19.50 9.00 84.90 10.50 10.00 12.00 20.50 1.00 4.40 19.50 10.00 87.90 3.00 1.00 4.00 0.0% 0.0% 33.3% 0.0% 0.0% 0.0% 0.0% 11.1% N/A 4.8% - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 27.10 27.10 28.10 28.10 26.10 26.10 26.10 26.10 26.10 26.10 - 0.0% 0.0% 2.00 28.00 1.00 31.00 2.00 29.00 1.00 32.00 2.00 29.00 1.00 32.00 2.00 29.00 1.00 32.00 30.00 1.00 31.00 (2.00) 1.00 (1.00) (100.0%) 3.4% 0.0% (3.1%) 6.00 9.00 6.00 6.00 27.00 6.00 1.00 2.00 6.00 4.00 6.00 25.00 6.00 1.00 2.00 6.00 6.00 6.00 27.00 6.00 1.00 2.00 6.00 6.00 6.00 27.00 6.00 1.00 2.00 6.00 7.00 6.00 28.00 1.00 1.00 0.0% 0.0% 0.0% 0.0% 16.7% 0.0% 3.7% 10.25 2.75 11.50 20.00 14.00 6.50 22.50 87.50 11.50 22.75 24.25 7.50 22.50 88.50 .00 .00 11.50 22.75 23.25 7.50 22.50 87.50 11.50 22.75 23.25 7.50 22.50 87.50 11.50 22.75 23.25 7.50 22.50 87.50 - N/A N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 3.00 3.00 4.00 4.00 5.00 5.00 5.00 5.00 4.00 4.00 (1.00) (1.00) (20.0%) (20.0%) 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 22.75 17.00 160.50 214.25 13.00 1.00 22.75 17.00 160.50 214.25 14.00 1.00 22.75 15.00 160.50 213.25 1.00 (2.00) (1.00) 7.7% 0.0% 0.0% (11.8%) 0.0% (0.5%) 25.00 25.00 27.00 27.00 15.50 15.50 15.50 15.50 15.50 15.50 - 0.0% 0.0% 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 10.00 .65 19.00 29.65 10.00 .65 19.00 29.65 11.00 1.00 20.00 32.00 11.00 1.00 20.00 32.00 11.00 1.00 20.00 32.00 - 0.0% 0.0% 0.0% 0.0% 52.00 52.00 612.95 48.00 48.00 625.05 52.00 52.00 631.00 52.00 52.00 632.00 51.00 51.00 633.00 (1.00) (1.00) 2.00 (1.9%) (1.9%) 0.3% 741 Maricopa County Annual Business Strategies FY 2016 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 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 Pharmacist Pharmacy Technician Physician Physician Assistant - Public Health Procurement Specialist Program Coordinator 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 Vital Records Manager Vital Records Managing Supv Vital Records Specialist Vital Records Supervisor Warehouse/Inventory Specialist Department Total FY 2014 ADOPTED 9.00 6.00 16.00 2.00 14.00 23.00 4.00 1.00 1.00 1.00 1.00 1.00 25.60 3.00 1.00 2.00 18.50 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 40.35 9.00 109.80 2.00 1.00 1.00 1.00 32.00 1.00 6.25 10.00 7.00 3.00 7.00 1.00 1.00 49.60 9.00 2.00 10.00 34.60 70.25 1.00 16.00 3.00 1.00 3.00 16.00 1.00 1.00 3.00 1.00 11.00 1.00 3.00 1.00 1.00 1.00 1.00 612.95 FY 2015 ADOPTED 8.00 6.50 13.00 2.00 11.00 23.00 3.00 1.00 1.00 1.00 1.00 1.00 37.35 1.00 3.00 1.00 4.00 15.00 1.00 1.00 3.00 1.00 3.00 1.00 1.00 1.00 2.00 1.00 2.00 47.75 10.00 106.80 2.00 1.00 1.00 1.00 31.00 1.00 6.25 13.00 11.00 3.00 8.00 1.00 1.00 50.80 9.00 2.00 11.00 33.60 55.00 1.00 15.00 2.00 1.00 1.00 3.00 15.00 1.00 1.00 3.00 2.00 12.00 1.00 2.00 1.00 5.00 2.00 1.00 625.05 742 FY 2015 REVISED 10.00 6.00 13.00 1.00 10.00 18.00 4.00 1.00 1.00 1.00 1.00 1.00 34.35 1.00 3.00 1.00 3.00 13.00 1.00 6.00 4.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 2.00 44.00 10.00 104.00 2.00 1.00 1.00 1.00 28.00 4.00 1.00 6.25 11.00 13.00 2.00 10.00 1.00 1.00 54.30 4.00 2.00 11.00 29.60 25.00 2.00 15.00 2.00 1.00 1.00 5.50 3.00 22.00 1.00 1.00 4.00 2.00 12.00 1.00 3.00 1.00 5.00 3.00 1.00 3.00 28.00 3.00 1.00 631.00 FY 2015 FORECAST 10.00 6.00 12.00 1.00 10.00 18.00 4.00 1.00 1.00 1.00 1.00 1.00 34.35 1.00 3.00 1.00 3.00 13.00 1.00 6.00 4.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 2.00 44.00 10.00 104.00 2.00 1.00 1.00 1.00 28.00 4.00 1.00 6.25 11.00 13.00 2.00 10.00 1.00 1.00 54.30 4.00 2.00 11.00 29.60 26.00 2.00 15.00 2.00 1.00 1.00 5.50 3.00 23.00 1.00 1.00 4.00 2.00 12.00 1.00 3.00 1.00 5.00 3.00 1.00 2.00 29.00 3.00 1.00 632.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 10.00 0.0% 6.00 0.0% 13.00 0.0% 2.00 1.00 100.0% 10.00 0.0% 17.00 (1.00) (5.6%) 4.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 34.35 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 3.00 0.0% 14.00 1.00 7.7% 1.00 0.0% 5.00 (1.00) (16.7%) 4.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 2.00 0.0% 46.00 2.00 4.5% 12.00 2.00 20.0% 104.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 28.00 0.0% 6.00 2.00 50.0% 1.00 0.0% 6.25 0.0% 11.00 0.0% 13.00 0.0% 2.00 0.0% 10.00 0.0% 1.00 0.0% 1.00 0.0% 52.30 (2.00) (3.7%) N/A 5.00 1.00 25.0% N/A 2.00 0.0% 11.00 0.0% 28.60 (1.00) (3.4%) 55.00 30.00 120.0% 2.00 0.0% 14.00 (1.00) (6.7%) 2.00 0.0% 1.00 0.0% 1.00 0.0% 5.50 0.0% 3.00 0.0% 22.00 0.0% 1.00 0.0% 1.00 0.0% 4.00 0.0% 2.00 0.0% 12.00 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 5.00 0.0% 2.00 (1.00) (33.3%) 1.00 0.0% 2.00 (1.00) (33.3%) (28.00) (100.0%) 2.00 (1.00) (33.3%) 1.00 0.0% 633.00 2.00 0.3% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Fund DEPARTMENT/FUND GENERAL 100 265 PUBLIC HEALTH FEES 532 PUBLIC HEALTH GRANTS Department Total FY 2014 ADOPTED 134.75 63.00 415.20 612.95 FY 2015 ADOPTED 137.25 59.00 428.80 625.05 FY 2015 FY 2015 FORECAST REVISED 143.25 143.25 62.00 62.00 425.75 426.75 632.00 631.00 FY 2016 REVISED TO ADOPTED VARIANCE VAR % ADOPTED 1.4% 145.25 2.00 (3.2%) 60.00 (2.00) 0.5% 2.00 427.75 0.3% 2.00 633.00 Significant Variance Analysis The Department has increased their staff by a net of 2.0 FTE positions to meet changing needs. In order to remain within the appropriation, a number of position inactivations and creations occurred in the Public Health Fee Fund as the Office of Vital Registration restructured due to the closure of the State Office of Vital Registration. General Adjustments: Personnel: FY 2016 personnel expenditures increased due to the annualization of County performance pay and market study adjustments in FY15. Base Adjustments: General Fund (100) • Decrease Regular Benefits by $8,451 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $125,287 for the impact of the changes in risk management charges. • Increase Regular Benefits by $145,512 for the impact of the changes in health and dental premium rates. • Increase Personal Services Allocation in by $43,244 for an increase in Office of Enterprise Technology (OET) support. • Increase Other Supplies and Services by $10,243 for the net increase to the department. • Decrease Personnel Savings by $120,907 based on FY 2015 Forecast. Public Health Fee Fund (265) • Decrease Regular Benefits by $2,546 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $12,774 for the increase in Central Service Cost Allocation charges. • Decrease in Personal Services by $53,972 for the increase in salary and benefit savings. • Decrease revenues by $317,358 and expenditures by $273,614 to reflect an expected decline in volume for FY 2016. Public Health Grant Fund (532) • Decrease Regular Benefits by $19,272 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $242,363 for the increase in Central Service Cost Allocation charges. • Increase revenues by $1,346,067 and expenditures by $1,122,976 to reflect an expected increase in grant awards for FY 2016. 743 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Programs and Activities Behavioral Health Care Continuity Program The purpose of the Behavioral Health Care Continuity Program is to provide pharmaceutical and other referrals to community members with behavioral health problems who have recently been released from incarceration so they can have timely access to medications and other basic services, and avoid recidivism. Program Results Measure Description Percent of community members picking up medications who return to incarceration within 60 days Percent of community members not picking up medications who return to incarceration within 60 days FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A N/A N/A FY 2016 ADOPTED 100.0% N/A REV VS ADOPTED VAR % N/A N/A 100.0% N/A N/A Activities that comprise this program include: • Behavioral Health Care Continuity Behavioral Health Care Continuity Activity The purpose of the Behavioral Health Care Continuity Activity is to provide pharmaceutical and other referrals to community members with behavioral health problems who have recently been released from incarceration so they can have timely access to medications and other basic services, and avoid recidivism. Mandates: Discretionary services. Measure Type Result Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of community members picking up medications who return to incarceration within 60 days Percent of community members not picking up medications who return to incarceration within 60 days Number of community members with behavioral health problems who have been released from incarceration within the last month and pick up their medications Number of community members with behavioral health problems who have been released from incarceration within the last month and have medications transferred in to the MCDPH Pharmacy Expenditure per individual picking up medications 100 - GENERAL TOTAL USES FY 2014 ACTUAL N/A $ $ FY 2015 FY 2015 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A - $ $ - $ $ FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A N/A N/A 8 N/A N/A 1,800 N/A N/A N/A $ 11,191.13 N/A N/A (89,529) (89,529) N/A N/A - 100.0% $ $ 89,529 89,529 $ $ Activity Narrative: This is a new activity for FY 2016 as well as a new endeavor for the department. As the department will work to establish a process and system to connect community members with behavioral health problems to their medications, best practices will be established by trial and error. The demand is the entire population released from incarceration that have medications transferred to 744 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget the Public Health Pharmacy. The output of community members who pick up their medications is an unknown at this time. The population served will be dependent on the involvement of the individual. While developing this unit, the department will establish processes and systems to grow the population that picks up their medications. 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 2014 ACTUAL 94.5% FY 2015 FY 2015 REVISED FORECAST 93.0% 93.1% FY 2016 ADOPTED 93.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 91.5% 99.3% 89.1% 88.3% (11.0%) -11.0% 55.2% 48.1% 44.1% 39.5% (8.7%) -18.0% 65.9% 59.8% 72.5% 83.8% 24.0% 40.2% 60.9% 53.4% 63.8% 50.6% (2.8%) -5.3% 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: Mandated. 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. 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 2014 ACTUAL 94.5% $ 27,944 27,944 8.60 $ $ 240,292 240,292 FY 2015 REVISED 93.0% $ 27,480 27,480 8.91 $ $ 244,779 244,779 745 FY 2015 FORECAST 93.1% $ 26,027 26,027 8.63 $ $ 224,655 224,655 FY 2016 ADOPTED 93.0% $ 26,830 26,830 9.23 $ $ 247,718 247,718 REV VS ADOPTED VAR % 0.0% 0.0% $ (650) (650) (0.33) -2.4% -2.4% -3.7% $ $ (2,939) (2,939) -1.2% -1.2% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Public Health Pharmacy Activity The purpose of the Public Health Pharmacy Activity is to provide discounted medications to MCDPH clients so they can reduce their expenses related to treating their health conditions. Mandates: Discretionary services. Measure Type Result Result Result Result Output Demand Expenditure Ratio Revenue Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % Description 88.3% (11.0%) -11.0% Percent savings over wholesale price: Rifampin 89.1% 91.5% 99.3% 300 mg 48.1% -18.0% Percent savings over wholesale price: PZA 55.2% 44.1% 39.5% (8.7%) 500 mg 40.2% Percent savings over wholesale price: 65.9% 59.8% 72.5% 83.8% 24.0% Ethambutal 400 mg (2.8%) 50.6% -5.3% Percent savings over wholesale price: Isoniazid 60.9% 53.4% 63.8% 300 mg 15,270 (8,350) -35.4% Number of prescriptions filled 23,349 23,620 15,437 -35.4% 23,620 15,437 15,270 (8,350) Number of prescriptions requested 23,349 25.75 $ 26.09 $ (9.26) -55.0% 16.83 $ $ 16.85 $ Cost per presciption filled 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ 21,649 21,649 $ $ 13,000 13,000 $ $ 44,862 44,862 $ $ 13,000 13,000 $ $ 100 - GENERAL 265 - PUBLIC HEALTH FEES TOTAL USES $ 383,813 9,654 393,467 $ 384,561 13,000 397,561 $ 370,351 27,144 397,495 $ 385,430 13,000 398,430 $ - 0.0% 0.0% Expenditure $ $ $ $ $ (869) (869) -0.2% 0.0% -0.2% Activity Narrative: The decline in the result measure is due to a decline in the wholesale price of drugs and therefore the savings between the Public health price and the wholesale price is smaller. Additionally, the department has seen a decline in the number of prescriptions requested through the Public Health Pharmacy since FY 2014. 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. 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 ACTUAL 100.0% $ 180,305 180,305 3.69 $ $ 664,899 664,899 FY 2015 REVISED 100.0% $ 174,359 174,359 3.79 $ $ 660,474 660,474 FY 2015 FORECAST 100.0% $ 174,799 174,799 2.98 $ $ 521,702 521,702 FY 2016 ADOPTED 100.0% $ 170,398 170,398 3.43 $ $ 583,972 583,972 REV VS ADOPTED VAR % 0.0% 0.0% $ (3,961) (3,961) 0.36 -2.3% -2.3% 9.5% $ $ 76,502 76,502 11.6% 11.6% Activity Narrative: Correctional Health no longer routinely tests for Syphilis. As a result, the number of lab test results reported and tests requested is declining. 746 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 Percent of reports completed within the appropriate time frame FY 2014 ACTUAL 99.1% FY 2015 FY 2015 REVISED FORECAST 93.9% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 6.1% 6.5% 96.3% 23.4% 96.9% 29.4% 96.6% 22.5% 94.8% 20.7% (2.1%) (8.6%) -2.2% -29.4% N/A N/A N/A 100.0% N/A N/A Activities that comprise this program include: • Community Health Assessment Center • Epidemiological Reporting • Single Case Investigations & Intervention Community Health Assessment Center Activity The purpose of the Community Health Assessment Activity is to provide an annual community health assessment report to partner hospitals and federally qualified health clinics so they can meet their Affordable Care Act requirement to conduct a timely full community health assessment every three years. Mandates: Discretionary Services. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of reports completed within the appropriate time frame Number of reports provided Number of reports requested Expenditure per report provided FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A N/A 4 N/A 4 N/A $ 50,282.00 N/A N/A N/A N/A N/A N/A 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ - $ $ - $ $ - $ $ 200,000 200,000 $ $ 200,000 200,000 N/A N/A 265 - PUBLIC HEALTH FEES TOTAL USES $ $ - $ $ - $ $ - $ $ 201,128 201,128 $ $ (201,128) (201,128) N/A N/A Expenditure Activity Narrative: This is a new activity for FY 2016. 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 747 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget recommendations for the protection of the public health to the State, Board of Supervisors, each city in the county, and the local board of health. 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 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 2014 ACTUAL 99.1% FY 2015 REVISED 93.9% $ 96.3% 1,498 1,555 829.64 $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 54,771 54,771 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,173,657 69,150 $ 1,242,807 $ $ FY 2015 FORECAST 100.0% 96.9% 1,612 1,663 897.39 $ 346,626 346,626 $ $ FY 2016 ADOPTED 100.0% 96.6% 1,749 1,810 835.36 $ 331,501 331,501 REV VS ADOPTED VAR % 6.1% 6.5% 94.8% 1,629 1,718 923.98 $ $ $ (2.1%) 17 55 (26.59) -2.2% 1.1% 3.3% -3.0% 356,931 356,931 $ $ 10,305 10,305 3.0% 3.0% $ 1,142,590 362,571 $ 1,505,161 $ (42,623) (15,945) (58,568) -3.9% -4.6% -4.0% Expenditure $ 1,099,967 346,626 $ 1,446,593 $ 1,129,552 331,501 $ 1,461,053 $ Activity Narrative: Due to efficiencies implemented within the program, the department anticipates that 100% of disease reports will be completed within the appropriate time frame. 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 ACTUAL 23.4% FY 2015 REVISED 29.4% FY 2015 FORECAST 22.5% FY 2016 ADOPTED 20.7% REV VS ADOPTED VAR % (8.6%) -29.4% 11,512 9,793 11,263 8,500 (1,293) -13.2% 49,211 33,350 49,976 41,000 7,650 22.9% $ 99.08 $ 240.47 $ 180.51 $ 245.53 $ (5.06) -2.1% 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 17,000 17,000 $ 374,297 270,000 644,297 $ 335,106 190,000 525,106 $ 392,574 392,574 $ 18,277 (270,000) (251,723) 4.9% -100.0% -39.1% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 1,125,802 14,815 $ 1,140,617 $ 1,688,768 398,214 $ 2,086,982 $ 21,877 (23,917) 270,000 267,960 1.3% -6.4% 100.0% 11.4% $ $ $ $ $ Expenditure $ 1,710,645 374,297 270,000 $ 2,354,942 748 $ 1,583,946 335,106 114,069 $ 2,033,121 $ Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL 97.1% FY 2015 FY 2015 REVISED FORECAST 80.0% 94.4% FY 2016 ADOPTED 94.4% REV VS ADOPTED VAR % 18.1% 14.4% 87.1% 92.3% 82.3% 84.2% (8.1%) -8.8% 81.8% 87.3% 86.8% 87.6% 0.2% 0.3% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 62.2% 55.0% 60.1% 56.9% 1.9% 3.4% 86.2% 81.0% 94.4% 85.5% 4.5% 5.6% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 94.0% 96.8% 67.7% 100.0% 3.2% 3.3% 99.1% 100.0% 79.1% 100.0% 0.0% 0.0% 69.4% 83.0% 82.7% 82.5% (0.5%) -0.6% 100.0% 83.3% 82.9% 100.0% 16.7% 20.0% 88.5% 80.0% 85.6% 86.4% 6.4% 8.0% Activities that comprise this program include: • Child Care Health Consultations • Dental Sealants • Newborn Intensive Care • Lead Hazard Reduction • • • • Nurse-Family Partnerships Family Health Partnerships Teen Pregnancy Prevention Healthy Start Child Care Health Consultations Activity The purpose of the Child Care Health Consultations Activity is to provide nurse consultation services to licensed child care providers so they can promote healthy and safe child care environments for infants and children as evidenced by meeting quality improvement goals. Mandates: Discretionary services. 749 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result 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 Anticipated number of nurse consultation service contacts requested Expenditure per nurse consultation service contact provided FY 2015 FY 2015 REVISED FORECAST 83.3% 82.9% FY 2014 ACTUAL 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 20.0% 16.7% 2,024 1,890 1,987 1,900 10 0.5% 2,024 1,890 1,987 1,900 10 0.5% $ 468.58 $ 562.31 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 729,842 729,842 $ 1,062,766 $ 1,062,766 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 948,408 948,408 $ 1,062,766 $ 1,062,766 $ 509.56 $ 563.43 $ (1.12) -0.2% $ 1,012,501 $ 1,012,501 $ 1,058,114 $ 1,058,114 $ $ (4,652) (4,652) -0.4% -0.4% $ 1,012,501 $ 1,012,501 $ 1,070,522 $ 1,070,522 $ $ (7,756) (7,756) -0.7% -0.7% Expenditure Activity Narrative: The FY 2015 Revised result measure was a low estimate that, in hindsight, should have been higher. While there will be an increase in measures when compared to FY 2015 Revised and Forecast, the number of childcare providers in case management will taper off, as First Things First (FTF) is not increasing the number of funded programs. This will limit the number of new programs in this activity. 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 Anticipated number of children eligible to receive sealants Cost per eligible child receiving sealants FY 2014 ACTUAL 62.2% FY 2015 REVISED 55.0% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,036,533 $ 1,036,533 $ 1,570,442 $ 1,570,442 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 3,892 6,257 359.23 FY 2015 FORECAST 60.1% 4,125 7,500 $ 404.51 FY 2016 ADOPTED 56.9% 3,343 5,558 $ 484.38 REV VS ADOPTED VAR % 1.9% 3.4% 3,471 6,101 $ (654) (1,399) -15.9% -18.7% 460.58 $ (56.07) -13.9% $ 1,532,926 $ 1,532,926 $ 1,501,780 $ 1,501,780 $ $ (68,662) (68,662) -4.4% -4.4% $ $ $ 11,404 58,510 69,914 11.6% 3.7% 4.2% Expenditure 101,633 1,296,493 $ 1,398,126 98,155 1,570,442 $ 1,668,597 86,372 1,532,926 $ 1,619,298 86,751 1,511,932 $ 1,598,683 $ 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. 750 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 Anticipated number of partnerships to be developed or retained Cost per partnership developed FY 2014 ACTUAL 97.1% FY 2015 REVISED 80.0% FY 2015 FORECAST 94.4% 73 73 45 45 57 57 74 74 $ 12,760.27 $ 20,720.80 $ 18,494.46 $ 17,196.12 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 275,537 275,537 $ $ 272,727 272,727 $ $ 377,227 377,227 $ $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 675,203 256,297 931,500 $ 659,709 272,727 932,436 $ 676,957 377,227 $ 1,054,184 $ REV VS ADOPTED VAR % 14.4% 18.1% FY 2016 ADOPTED 94.4% 29 29 64.4% 64.4% $ 3,524.68 17.0% 576,039 576,039 $ $ 303,312 303,312 111.2% 111.2% 689,706 582,807 $ 1,272,513 $ (29,997) (310,080) (340,077) -4.5% -113.7% -36.5% Expenditure $ $ $ Activity Narrative: The increase in FY 2016 revenue is carry forward from the United Health award. This increase will allow the department to increase the number of partnerships developed or retained. 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. Measure Type Result Result Result Output Output Demand Demand Expenditure Ratio Revenue Measure Description 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 Number of case management services received Number of maternal/child health educational sessions received Anticipated number of case management services requested Anticipated number of community based maternal/child health educational sessions requested Cost per case management service received FY 2014 ACTUAL 87.1% FY 2015 REVISED 92.3% FY 2015 FORECAST 82.3% FY 2016 ADOPTED 84.2% $ 2,396.29 $ 2,322.81 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,046,120 $ 1,046,120 $ $ 929,125 929,125 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ $ $ 929,125 929,125 REV VS ADOPTED VAR % (8.1%) -8.8% 81.8% 87.3% 86.8% 87.6% 0.2% 0.3% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 413 400 405 425 25 6.3% 85 94 79 89 (5) -5.3% 413 400 405 425 25 6.3% 85 94 79 89 (5) -5.3% $ 4,245.72 $ 4,216.05 $ (1,893.24) -81.5% $ 1,719,516 $ 1,719,516 $ 1,768,699 $ 1,768,699 $ $ 839,574 839,574 90.4% 90.4% $ 1,719,516 $ 1,719,516 $ 1,791,823 $ 1,791,823 $ $ (862,698) (862,698) -92.9% -92.9% Expenditure 989,666 989,666 Activity Narrative: Healthy Start has focused its recruiting to the medically underserved South Phoenix area. The program anticipates an initial drop in Output as performance measures are highly variable depending on the target area, which can impact numbers based on cultural, environmental and familial variables. 751 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Lead Hazard Reduction Activity The purpose of the Lead Hazard Reduction Activity is to provide in-home lead testing and educational services to families residing in City of Phoenix Lead Hazard Control Program (LHCP) homes which test positive for lead so they can reduce or eliminate their children’s risk for exposure to lead. Mandates: 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 2014 ACTUAL 86.2% FY 2015 REVISED 81.0% FY 2015 FORECAST 94.4% FY 2016 ADOPTED 85.5% 100.0% 100.0% 100.0% 100.0% $ 65 65 1,830.77 $ 63 63 961.13 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ $ 54 54 2,119.00 109,184 109,184 $ $ 60,551 60,551 $ $ 119,000 119,000 $ $ 60,551 60,551 $ $ REV VS ADOPTED VAR % 4.5% 5.6% 0.0% 0.0% -12.7% -12.7% -88.7% $ 55 55 1,813.51 $ (8) (8) (852.38) 114,426 114,426 $ $ 98,615 98,615 $ $ 38,064 38,064 62.9% 62.9% 114,426 114,426 $ $ 99,743 99,743 $ $ (39,192) (39,192) -64.7% -64.7% Expenditure Activity Narrative: Referrals for this activity are generated by the City of Phoenix. This is the final year of the grant funding for this activity; historically, referrals, visits and actions taken decline in the first and final years of a grant. 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 2014 ACTUAL 94.0% FY 2015 REVISED 96.8% FY 2015 FORECAST 67.7% FY 2016 ADOPTED 100.0% 99.1% 100.0% 79.1% 100.0% $ 2,182 2,182 173.64 $ 2,440 2,440 166.44 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ $ 1,560 1,560 236.24 359,943 359,943 $ $ 406,116 406,116 $ $ 378,878 378,878 $ $ 406,116 406,116 $ $ REV VS ADOPTED VAR % 3.2% 3.3% 0.0% 0.0% -1.6% -1.6% -10.9% $ 2,400 2,400 184.52 $ (40) (40) (18.08) 368,530 368,530 $ $ 437,201 437,201 $ $ 31,085 31,085 7.7% 7.7% 368,530 368,530 $ $ 442,841 442,841 $ $ (36,725) (36,725) -9.0% -9.0% Expenditure Activity Narrative: A reduction in staffing has affected the FY 2015 Forecast; however, home visits are expected to return to the FY 2014 Actual and FY 2015 Revised levels as the department fills vacant positions. 752 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 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 FY 2014 ACTUAL 88.5% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,452,345 $ 1,452,345 $ 2,111,482 $ 2,111,482 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,809,607 $ 1,809,607 $ 2,111,482 $ 2,111,482 3,797 3,797 476.59 FY 2015 REVISED 80.0% $ 3,600 3,600 586.52 FY 2015 FORECAST 85.6% REV VS ADOPTED VAR % 6.4% 8.0% 4,953 4,953 604.73 $ $ 2,420,805 $ 2,420,805 $ 2,973,219 $ 2,973,219 $ $ 861,737 861,737 40.8% 40.8% $ 2,420,805 $ 2,420,805 $ 2,995,215 $ 2,995,215 $ $ (883,733) (883,733) -41.9% -41.9% $ 4,544 4,544 532.75 FY 2016 ADOPTED 86.4% $ 1,353 1,353 (18.20) 37.6% 37.6% -3.1% Expenditure Activity Narrative: The department received an increase in grant awards for the purpose of program expansion. This allowed the department to hire 3.0 FTE nurses to increase contractual services and increase home visits. Teen Pregnancy Prevention Activity The purpose of the Teen Pregnancy Prevention Activity is to provide education and service learning opportunities to youth so they can improve their ability to make healthy decisions. Mandates: 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 2014 ACTUAL 69.4% $ 337 337 2,732.40 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 930,033 930,033 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 920,819 920,819 FY 2015 REVISED 83.0% 300 300 3,555.41 $ 1,138,305 $ 1,138,305 $ 1,138,305 $ 1,138,305 $ 500 500 2,276.61 FY 2015 FORECAST 82.7% FY 2016 ADOPTED 82.5% $ 200 200 5,008.40 $ 1,066,622 $ 1,066,622 $ $ $ 1,066,622 $ 1,066,622 $ REV VS ADOPTED VAR % (0.5%) -0.6% $ (300) (300) (2,731.79) -60.0% -60.0% -120.0% 990,400 990,400 $ $ (147,905) (147,905) -13.0% -13.0% $ 1,001,680 $ 1,001,680 $ $ 136,625 136,625 12.0% 12.0% Expenditure Activity Narrative: The department is on the final year of the federal grant and will be servicing fewer teens as a result of tapering resources. The office is rewriting the grant application to procure additional grants for the program. 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. 753 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results Measure Description Percent of visits made in the clinic FY 2014 ACTUAL 87.3% FY 2015 REVISED 86.4% FY 2015 FORECAST 82.0% FY 2016 ADOPTED 88.9% REV VS ADOPTED VAR % 2.5% 2.9% 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. 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 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 87.3% 86.4% 82.0% 88.9% 2.5% 2.9% 21,147 23,136 19,355 21,600 (1,536) -6.6% 31,884 33,280 19,786 24,000 (9,280) -27.9% $ 116.63 $ 116.80 $ 152.35 $ 132.03 $ (15.22) -13.0% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 2,347,741 $ 2,347,741 $ 2,702,380 $ 2,702,380 $ 2,948,671 $ 2,948,671 $ 2,821,345 $ 2,821,345 $ $ 118,965 118,965 4.4% 4.4% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 2,466,301 $ 2,466,301 $ 2,702,380 $ 2,702,380 $ 2,948,671 $ 2,948,671 $ 2,851,801 $ 2,851,801 $ $ (149,421) (149,421) -5.5% -5.5% Expenditure Activity Narrative: High staff vacancies have reduced the number of client contacts. Once vacancies are filled and the staff is able to service more clients, client contacts will increase. 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 2014 ACTUAL 90.1% FY 2015 FY 2015 REVISED FORECAST 91.3% 89.0% FY 2016 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 47.4% 50.0% 50.0% 50.0% 0.0% 0.0% 61.9% 90.0% 90.0% 90.0% 0.0% 0.0% 86.2% 95.0% 95.0% 95.0% 0.0% 0.0% Activities that comprise this program include: • Adult Immunization & Foreign Travel Services • • 754 Immunization Education Childhood Immunizations Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 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 2014 ACTUAL 90.1% $ 1,979 1,979 116.65 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ 265 - PUBLIC HEALTH FEES TOTAL USES $ $ FY 2015 REVISED 91.3% FY 2015 FORECAST 89.0% FY 2016 ADOPTED N/A $ 2,240 2,240 116.02 $ 1,023 1,023 241.37 221,781 221,781 $ $ 259,874 259,874 $ $ 188,718 188,718 $ $ - 230,849 230,849 $ $ 259,874 259,874 $ $ 246,923 246,923 $ $ - REV VS ADOPTED VAR % N/A N/A N/A N/A N/A (2,240) N/A N/A -100.0% N/A $ $ (259,874) (259,874) -100.0% -100.0% $ $ 259,874 259,874 100.0% 100.0% Expenditure Activity Narrative: Patients have declined over time as more and more people are receiving their immunizations through private clinics or their own healthcare providers. After years of dwindling clients, the department eliminated this service and activity in FY 2015. Base Adjustments: Public Health Fee Fund (265) • Decrease in revenues and operating expenditures by $259,874 for the removal of the Adult Immunization Activity. 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. 755 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue FY 2014 ACTUAL 47.4% $ 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 1,299,783 1,010,991 $ 2,310,774 $ 2,107,467 1,177,298 $ 3,284,765 $ 2,075,567 1,254,328 $ 3,329,895 $ 1,930,199 1,177,298 $ 3,107,497 $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ $ $ $ $ 127,363 127,363 26.06 FY 2015 REVISED 50.0% $ 130,700 130,700 32.18 FY 2015 FORECAST 50.0% REV VS ADOPTED VAR % 0.0% 0.0% 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 $ 124,396 124,396 32.63 FY 2016 ADOPTED 50.0% $ 126,744 126,744 31.84 $ $ (3,956) (3,956) 0.34 -3.0% -3.0% 1.1% (177,268) (177,268) -8.4% 0.0% -5.4% 16,702 156,964 (3,384) 170,282 1.8% 7.4% -0.3% 4.0% Expenditure 934,723 1,539,873 844,316 $ 3,318,912 920,973 2,107,467 1,177,298 $ 4,205,738 950,271 2,075,567 1,032,731 $ 4,058,569 904,271 1,950,503 1,180,682 $ 4,035,456 $ Activity Narrative: The department received a late award for PAN flu that will not be renewed in FY 2016. Though the grant award is declining, the department does not expect major changes to these measures as compared to FY 2015 Forecast. 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 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 61.9% 90.0% 90.0% 90.0% 0.0% 0.0% 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-to86.2% 95.0% 95.0% 95.0% 0.0% 0.0% date with all the immunizations required to attend school Number of individuals educated 3,094 2,504 4,060 3,613 1,109 44.3% Anticipated number of individuals to be 3,094 2,504 4,060 3,613 1,109 44.3% educated Cost per individual educated $ 21.80 $ 34.05 $ 20.46 $ 24.30 $ 9.75 28.6% 100 - GENERAL TOTAL USES $ $ 67,443 67,443 $ $ 85,254 85,254 $ $ 83,063 83,063 $ $ 87,797 87,797 $ $ (2,543) (2,543) -3.0% -3.0% Activity Narrative: A highly motivated staff has developed new partnerships in the community and has been asked to provide additional trainings and sessions with new partners increasing the number of individuals educated. The department plans to continue to increase its numbers in FY 2016. 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. 756 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 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 2014 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 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 21.5% 97.6% 21.4% 96.8% 21.2% 97.8% 21.4% 97.7% (0.0%) 0.9% -0.2% 1.0% 71.4% 70.8% 73.5% 73.4% 2.7% 3.8% 88.8% 90.8% 86.8% 86.4% (4.4%) -4.9% 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: • 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 ACTUAL 100.0% $ 47 47 1,248.66 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2015 REVISED 100.0% $ 50 50 477.54 32,960 32,960 $ $ 58,687 58,687 $ $ FY 2015 FORECAST 100.0% $ 44 44 589.95 23,877 23,877 $ $ 23,877 23,877 $ $ FY 2016 ADOPTED 100.0% $ 44 44 794.41 25,958 25,958 $ $ 25,958 25,958 $ $ REV VS ADOPTED VAR % 0.0% 0.0% $ (6) (6) (316.87) -12.0% -12.0% -66.4% 34,954 34,954 $ $ 11,077 11,077 46.4% 46.4% 34,954 34,954 $ $ (11,077) (11,077) -46.4% -46.4% Expenditure Activity Narrative: Globally, the number of Hansen’s cases is declining and there are no new reportable cases in Maricopa County. This grant is a five year grant and the department receives a fixed amount of revenue each year. The number of cases in the County has no bearing on revenues received. 757 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 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 Measure Description Percent of refugees screened within 30 days of arrival in the country Number of refugees screened Number of refugees presenting for screening Cost per refugee screened FY 2014 ACTUAL 100.0% $ 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 1,434,775 74,620 $ 1,509,395 $ 1,234,618 5,000 $ 1,239,618 $ 1,295,055 208,008 $ 1,503,063 $ 1,223,746 125,000 $ 1,348,746 $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ $ $ $ $ 2,442 2,492 590.01 FY 2015 REVISED 100.0% $ 2,335 2,375 579.71 FY 2015 FORECAST 100.0% $ 2,804 2,857 565.23 FY 2016 ADOPTED 100.0% 2,771 2,808 532.32 $ REV VS ADOPTED VAR % 0.0% 0.0% $ $ 436 433 47.40 18.7% 18.2% 8.2% (10,872) 120,000 109,128 -0.9% 2400.0% 8.8% (1,014) (408) (120,000) (121,422) -0.9% -0.0% -2400.0% -9.0% Expenditure 112,900 1,232,790 95,118 $ 1,440,808 114,014 1,234,618 5,000 $ 1,353,632 113,259 1,295,055 176,601 $ 1,584,915 115,028 1,235,026 125,000 $ 1,475,054 $ 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 2014 ACTUAL 21.5% 97.6% $ 22,066 22,085 67.90 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 1,164,294 21,747 312,333 $ 1,498,374 $ 53,781 318,645 372,426 FY 2015 REVISED 21.4% 96.8% $ 21,061 21,079 105.60 $ FY 2015 FORECAST 21.2% 97.8% $ 21,852 21,968 102.68 FY 2016 ADOPTED 21.4% 97.7% $ 21,800 21,902 101.19 REV VS ADOPTED VAR % (0.0%) -0.2% 0.9% 1.0% $ 732,464 300,000 $ 1,032,464 $ 728,433 330,106 $ 1,058,539 $ 727,185 300,000 $ 1,027,185 $ $ 1,191,677 732,464 300,000 $ 2,224,141 $ 1,211,847 728,433 303,580 $ 2,243,860 $ 1,162,761 738,753 304,512 $ 2,206,026 $ $ 739 823 4.41 3.5% 3.9% 4.2% (5,279) (5,279) -0.7% 0.0% -0.5% 28,916 (6,289) (4,512) 18,115 2.4% -0.9% -1.5% 0.8% Expenditure 758 $ Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 Output Demand Expenditure Ratio Revenue 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 Cost per case investigated FY 2014 ACTUAL 71.4% FY 2015 REVISED 70.8% FY 2015 FORECAST 73.5% FY 2016 ADOPTED 73.4% 88.8% 90.8% 86.8% 86.4% $ 185.29 $ 207.97 $ 188.52 $ 192.07 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 190,349 190,349 $ $ 460,443 460,443 $ $ 508,235 508,235 $ $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 825,964 378,985 $ 1,204,949 $ 825,408 460,443 $ 1,285,851 $ 773,138 508,235 $ 1,281,373 $ 6,503 23,265 6,183 23,282 REV VS ADOPTED VAR % 2.7% 3.8% (4.4%) -4.9% 446 1,627 7.2% 7.0% $ 15.89 7.6% 438,764 438,764 $ $ (21,679) (21,679) -4.7% -4.7% 825,756 447,505 $ 1,273,261 $ (348) 12,938 12,590 -0.0% 2.8% 1.0% 6,797 25,000 6,629 24,909 Expenditure $ Activity Narrative: The percent of clients referred to care is declining as patients must first be referred to the Ryan White Care Directions program, which has a high workload. The time period from connection to care has increased to two months. This is also causing a lag in the number of cases investigated and reports received. 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. 759 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of case investigations started within 7 business days Number of positive cases investigated Number of positive cases reported Cost per case investigation FY 2014 ACTUAL 100.0% $ 91 469 6,578.88 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ FY 2015 REVISED 100.0% FY 2015 FORECAST 100.0% $ 61 450 9,966.20 $ 77 442 7,846.56 284,980 284,980 $ $ 292,600 292,600 $ $ 298,002 300,676 598,678 $ 315,338 292,600 607,938 $ FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 60 425 $ 11,258.82 (1) (25) (1,292.62) -1.6% -5.6% -13.0% $ 290,742 290,742 $ $ 336,616 336,616 $ $ 44,016 44,016 15.0% 15.0% 313,443 290,742 604,185 $ 335,529 340,000 675,529 $ (20,191) (47,400) (67,591) -6.4% -16.2% -11.1% Expenditure $ $ $ $ $ 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 2017 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 2014 ACTUAL 100.0% $ 7,388 7,388 285.59 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 1,479,355 541,927 88,691 $ 2,109,973 $ 543,316 58,595 601,911 FY 2015 REVISED 100.0% $ $ $ 7,860 7,860 264.17 571,994 75,367 647,361 FY 2015 FORECAST 100.0% $ $ $ 5,488 5,488 411.90 587,735 62,854 650,589 FY 2016 ADOPTED 100.0% $ $ 5,743 5,743 357.55 REV VS ADOPTED VAR % 0.0% 0.0% $ 531,100 75,509 606,609 $ $ 1,436,667 540,124 76,637 $ 2,053,428 $ $ $ (2,117) (2,117) (93.38) -26.9% -26.9% -35.3% (40,894) 142 (40,752) -7.1% 0.2% -6.3% (7,654) 31,870 (1,270) 22,946 -0.5% 5.6% -1.7% 1.1% Expenditure $ 1,429,013 571,994 75,367 $ 2,076,374 $ 1,602,030 587,735 70,729 $ 2,260,494 $ Activity Narrative: The number of clinic visits is declining as a result of a continued downward trend in Tuberculosis cases in Maricopa County. 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. 760 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results Measure Description Percent of programs completing accreditation prerequisites FY 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 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 FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of programs completing accreditation 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% prerequisites Number of technical assistance sessions 73 10 10 10 0.0% provided Anticipated number of technical assistance 73 10 10 10 0.0% sessions requested Cost per technical assistance session provided $ 4,868.27 $ 31,150.40 $ 42,124.30 $ 16,284.70 $ 14,865.70 47.7% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 261,302 261,302 $ $ 209,480 209,480 $ $ 376,665 376,665 $ $ 62,079 62,079 $ $ (147,401) (147,401) -70.4% -70.4% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 355,384 355,384 $ 102,024 209,480 311,504 $ 44,578 376,665 421,243 $ 97,384 65,463 162,847 $ 4,640 144,017 148,657 4.5% 68.7% 47.7% Expenditure $ $ $ $ $ Activity Narrative: Revenues in FY 2016 will drastically decline as the ADHS block grant awarded in FY 2015 was a one-year grant that will not be available in FY 2016. 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. 761 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results Measure Description Percent of food drafts redeemed FY 2014 ACTUAL 83.5% Percent of people who indicate they always use a car seat to protect their child(ren) from injury Percent of customers satisfied with consultation services Percent of dietetic interns who successfully complete the internship Percent of classroom students eating more fruits & vegetables post nutrition education session FY 2015 FY 2015 REVISED FORECAST 84.0% 83.5% FY 2016 ADOPTED 76.4% REV VS ADOPTED VAR % (7.6%) -9.1% 96.1% 94.6% 94.6% 94.6% 0.0% 0.0% N/A N/A N/A 100.0% N/A N/A 100.0% 88.9% 88.9% 81.8% (7.1%) -8.0% N/A 75.0% 75.2% 75.2% 0.2% 0.3% 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 Cost per person educated FY 2014 ACTUAL 96.1% FY 2015 REVISED 94.6% $ 3,344 3,344 310.74 $ 2,600 2,600 413.35 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 679,702 679,702 $ $ 953,728 953,728 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 116,054 923,048 $ 1,039,102 $ FY 2015 FORECAST 94.6% $ 3,408 3,408 312.11 $ 1,000,866 $ 1,000,866 $ $ $ $ $ 3,661 3,661 308.05 FY 2016 ADOPTED 94.6% REV VS ADOPTED VAR % 0.0% 0.0% $ 808 808 101.25 31.1% 31.1% 24.5% 926,939 926,939 $ $ (26,789) (26,789) -2.8% -2.8% 122,056 941,603 $ 1,063,659 $ (1,067) 12,125 11,058 -0.9% 1.3% 1.0% Expenditure 120,989 953,728 $ 1,074,717 126,906 1,000,866 $ 1,127,772 $ Activity Narrative: Though grant revenue is declining, the department will leverage community partners to continue its presence in the community and increase the number of people educated. The department will also work diligently to procure new grant awards in FY 2016. 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. 762 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 100.0% FY 2015 REVISED 88.9% FY 2015 FORECAST 88.9% FY 2016 ADOPTED 81.8% REV VS ADOPTED VAR % (7.1%) -8.0% 9 9 9 11 2 22.2% 107 90 90 90 - 0.0% $ 8,851.67 $ 11,534.78 $ 13,389.78 $ 13,492.64 $ 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 71,860 18,116 89,976 $ 86,321 17,492 103,813 $ 106,615 17,500 124,115 $ 129,799 17,492 147,291 $ 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 69,838 9,827 79,665 $ 86,321 17,492 103,813 $ 106,615 13,893 120,508 $ 130,927 17,492 148,419 $ $ $ $ $ $ (1,957.86) -17.0% 43,478 43,478 50.4% 0.0% 41.9% (44,606) (44,606) -51.7% 0.0% -43.0% Expenditure $ $ $ $ $ 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 2014 ACTUAL N/A FY 2015 REVISED 75.0% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 2,280,938 $ 2,280,938 $ 3,564,851 $ 3,564,851 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2015 FORECAST 75.2% FY 2016 ADOPTED 75.2% REV VS ADOPTED VAR % 0.2% 0.3% 240,159 122,000 189,642 102,896 72,396 237.4% 240,159 122,000 189,642 102,896 72,396 237.4% 96.17 75.9% 10.16 $ 31.67 $ 17.09 $ 30.50 $ $ 2,970,613 $ 2,970,613 $ 2,833,632 $ 2,833,632 $ $ (731,219) (731,219) -20.5% -20.5% $ $ $ 15,710 709,787 725,497 5.3% 19.9% 18.8% Expenditure 279,128 2,160,567 $ 2,439,695 298,494 3,564,851 $ 3,863,345 270,208 2,970,613 $ 3,240,821 282,784 2,855,064 $ 3,137,848 $ Activity Narrative: This activity will be reviewed in the FY 2017 Strategic Business Plan update. The department has received an increase in grant funding as well as additional subcontractors and must reevaluate performance measures. Public Health Policy Development Activity The purpose of the Public Health Policy Development Activity is to provide policy guidance to the community and local organizations so they can improve community health outcomes for citizens of Maricopa County. Mandates: Discretionary services. 763 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of customers satisfied with consultation services Number of policy guidance consultations completed Number of policy guidance consultations requested Expenditure per policy guidance consultation FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2016 ADOPTED 100.0% N/A N/A N/A 12 N/A N/A N/A N/A N/A 12 N/A N/A N/A N/A N/A $ 132,542.17 N/A N/A 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,133,719 $ 1,133,719 $ 1,013,549 $ 1,013,549 $ 1,068,446 $ 1,068,446 $ $ 976,275 976,275 $ $ (37,274) (37,274) -3.7% -3.7% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ $ $ 604,079 986,427 $ 1,590,506 $ 78,289 27,122 105,411 11.5% 2.7% 6.2% Expenditure 652,121 1,069,115 $ 1,721,236 682,368 1,013,549 $ 1,695,917 472,695 1,068,446 $ 1,541,141 $ 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 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 83.5% 84.0% 83.5% 76.4% (7.6%) -9.1% 778,501 804,857 757,895 771,769 (33,088) -4.1% 778,501 804,857 757,895 771,769 (33,088) -4.1% $ 12.04 $ 12.02 $ 12.87 $ 12.40 $ (0.39) -3.2% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 9,039,481 $ 9,039,481 $ 9,670,996 $ 9,670,996 $ 9,751,286 $ 9,751,286 $ 9,391,615 $ 9,391,615 $ $ (279,381) (279,381) -2.9% -2.9% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 9,375,856 $ 9,375,856 $ 9,670,996 $ 9,670,996 $ 9,751,286 $ 9,751,286 $ 9,573,223 $ 9,573,223 $ $ 97,773 97,773 1.0% 1.0% Expenditure Activity Narrative: The anticipated number of client encounters has 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 2016. Public Health Preparedness and Response Program The purpose of the Public Health Preparedness and Response Program is to provide preparedness plans, training, exercises and education to Maricopa County residents and community partners so they can successfully respond to a public health emergency. Program Results Measure Description Percent of those trained who indicate understanding of their roles and responsibilities in a public health emergency Percent of exercise evaluations rated as good or excellent FY 2014 ACTUAL 100.0% FY 2015 REVISED 100.0% FY 2015 FORECAST 100.0% FY 2016 ADOPTED 100.0% 91.8% 94.1% 96.2% 95.0% 764 REV VS ADOPTED VAR % 0.0% 0.0% 0.9% 1.0% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activities that comprise this program include: • Public Health Preparedness and Response Public Health Preparedness and Response Activity The purpose of the Public Health Preparedness and Response Activity is to provide preparedness plans, training, and exercises to Maricopa County residents and community partners so they can successfully respond to a public health emergency. Mandates: Essential service in lieu of mandate. Measure Type Result Result Output Demand Expenditure Ratio Revenue REV VS ADOPTED Measure FY 2014 FY 2015 FY 2015 FY 2016 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 91.8% 94.1% 96.2% 95.0% 0.9% 1.0% or excellent Number of people trained 2,474 1,760 2,088 2,621 861 48.9% Number of people requiring training 2,474 1,760 2,088 2,621 861 48.9% Cost per person trained $ 1,043.34 $ 1,025.23 $ 860.23 $ 622.60 $ 402.63 39.3% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 3,565,850 $ 3,565,850 $ 1,804,402 $ 1,804,402 $ 1,796,169 $ 1,796,169 $ 1,613,775 $ 1,613,775 $ $ (190,627) (190,627) 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 2,581,213 $ 2,581,213 $ 1,804,402 $ 1,804,402 $ 1,796,169 $ 1,796,169 $ 1,631,823 $ 1,631,823 $ $ 172,579 172,579 -10.6% -10.6% Expenditure 9.6% 9.6% Activity Narrative: The number of individuals being trained can vary, as one person has the capability to train 10-100 people depending on the particular training. The number of people trained does not directly tie-in to the department’s overall funding. 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 2014 ACTUAL 83.9% FY 2015 REVISED 73.0% FY 2015 FORECAST 73.0% FY 2016 ADOPTED 73.0% REV VS ADOPTED VAR % 0.0% 0.0% 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. 765 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue 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 FY 2014 ACTUAL 83.9% FY 2015 REVISED 73.0% $ 1,551.43 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 904,689 904,689 $ 1,406,803 $ 1,406,803 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 933,959 933,959 $ 1,406,803 $ 1,406,803 FY 2015 FORECAST 73.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 73.0% 602 620 712 847 227 36.6% 602 620 712 847 227 36.6% $ 2,269.04 $ 1,854.69 $ 1,605.15 $ 663.88 29.3% $ 1,320,539 $ 1,320,539 $ 1,358,437 $ 1,358,437 $ $ (48,366) (48,366) -3.4% -3.4% $ 1,320,539 $ 1,320,539 $ 1,359,565 $ 1,359,565 $ $ 47,238 47,238 3.4% 3.4% Expenditure Activity Narrative: Due to the increase in ACA grant funds, the department is able to increase the number of clients benefitting from the program when compared to FY 2015 Revised. 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 FY 2014 ACTUAL 16.9% Percent of inspected facilities in compliance FY 2015 FY 2015 REVISED FORECAST 13.0% 16.9% FY 2016 ADOPTED 16.9% REV VS ADOPTED VAR % 3.9% 30.2% 36.4% 66.7% 42.5% 47.2% (19.4%) -29.2% 66.7% 61.0% 69.7% 63.9% 2.9% 4.8% Activities that comprise this program include: • Tobacco Use Prevention • Tobacco Use Prevention Training for Dental Professionals • Smoke Free Arizona Inspections Tobacco Use Prevention Activity The purpose of the Tobacco Use Prevention Activity is to provide tobacco use prevention education to college-aged students so they can avoid tobacco use. Mandates: Discretionary services. 766 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 FY 2014 ACTUAL 16.9% FY 2015 REVISED 13.0% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 2,427,002 $ 2,427,002 $ 2,088,346 $ 2,088,346 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 2,315,906 $ 2,315,906 $ 2,088,346 $ 2,088,346 51,141 51,141 45.28 FY 2015 FORECAST 16.9% 30,000 30,000 $ 69.61 FY 2016 ADOPTED 16.9% 40,473 40,473 $ 63.21 REV VS ADOPTED VAR % 3.9% 30.2% 39,810 39,810 $ 9,810 9,810 32.7% 32.7% 65.83 $ 3.78 5.4% $ 2,558,314 $ 2,558,314 $ 2,598,201 $ 2,598,201 $ $ 509,855 509,855 24.4% 24.4% $ 2,558,314 $ 2,558,314 $ 2,620,761 $ 2,620,761 $ $ (532,415) (532,415) -25.5% -25.5% Expenditure Tobacco Use Prevention Training for Dental Professionals Activity The purpose of the Tobacco Use Prevention Training for Dental Practices Activity is to provide training services to dental practices so they can properly refer tobacco-using patients to community services. Mandates: 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 Cost per dental practice trained FY 2014 ACTUAL 36.4% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES 532 - PUBLIC HEALTH GRANTS TOTAL USES 22 22 2,712.73 FY 2015 REVISED 66.7% $ 33 33 2,336.55 $ $ (4,671) $ (4,671) $ $ $ 59,680 59,680 FY 2015 FORECAST 42.5% $ 40 40 1,942.63 77,106 77,106 $ $ 77,106 77,106 $ $ FY 2016 ADOPTED 47.2% REV VS ADOPTED % VAR (19.4%) -29.2% 7 7 386.65 21.2% 21.2% 16.5% $ 40 40 1,949.90 $ 77,705 77,705 $ $ 76,868 76,868 $ $ (238) (238) -0.3% -0.3% 77,705 77,705 $ $ 77,996 77,996 $ $ (890) (890) -1.2% -1.2% Expenditure $ $ Smoke Free Arizona Inspections Activity The purpose of the Smoke Free Arizona Inspections Activity is to provide smoking-related facility inspections to employers so they can comply with the Smoke Free Arizona law. Mandates: ARS §36-601.01 - Smoke-free Arizona Act. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of inspected facilities in compliance Number of inspections completed Number of inspections needed Cost per inspection FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 66.7% 61.0% 69.7% 63.9% 2.9% 4.8% 1,112 1,295 1,145 1,217 (78) -6.0% 1,112 1,295 1,145 1,217 (78) -6.0% $ 557.00 $ 608.49 $ 685.36 $ 651.98 $ (43.49) -7.1% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 550,299 550,299 $ $ 787,990 787,990 $ $ 784,741 784,741 $ $ 781,051 781,051 $ $ (6,939) (6,939) -0.9% -0.9% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 619,383 619,383 $ $ 787,990 787,990 $ $ 784,741 784,741 $ $ 793,459 793,459 $ $ (5,469) (5,469) -0.7% -0.7% Expenditure 767 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL 66.5% FY 2015 FY 2015 REVISED FORECAST 67.0% 60.4% FY 2016 ADOPTED 63.3% REV VS ADOPTED VAR % (3.8%) -5.6% 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. 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 2014 ACTUAL 66.5% FY 2015 REVISED 67.0% $ 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 3,264,136 $ 3,264,136 $ 3,998,715 $ 3,998,715 265 - PUBLIC HEALTH FEES TOTAL USES $ 3,322,046 $ 3,322,046 $ 4,398,715 $ 4,398,715 FY 2015 FORECAST 60.4% FY 2016 ADOPTED 63.3% REV VS ADOPTED VAR % (3.8%) -5.6% 257,152 260,000 281,616 311,334 51,334 19.7% 257,152 260,000 281,616 311,334 51,334 19.7% 12.92 $ 16.92 $ 14.28 $ 15.28 $ 1.64 9.7% $ 4,165,689 $ 4,165,689 $ 4,700,000 $ 4,700,000 $ $ 701,285 701,285 17.5% 17.5% $ 4,022,418 $ 4,022,418 $ 4,756,400 $ 4,756,400 $ $ (357,685) (357,685) -8.1% -8.1% Expenditure Activity Narrative: The department anticipates an increase in the Demand and Output as well as a revenue increase with the closure of the State of Arizona Office of Vital Registration in FY 2015. Additional staff has been hired to address this need. 768 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan Mid Year Adjustments Public Health Staff Increase - $ 240,355 $ 188,189 7,400 44,766 275,885 $ 275,885 - $ 11,880,697 $ - $ 19,130 $ 1,058 (44,766) 39,972 22,866 - $ 11,899,827 $ - $ (8,451) $ (8,451) (192,707) $ 53,487 - (125,287) - (120,907) - $ 11,698,669 $ -1.7% - $ 145,512 $ 145,512 - $ 11,844,181 $ -0.5% - C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 $ C-86-15-017-M-00 Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase OET Support for Epidemiological Reporting Net Change in Other Supplies and Services Internal Service Charges Decrease Risk Management Charges Personnel Savings Increase Personnel Savings from 2.01% to 3.01% 11,364,457 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan Epidemiology Mark et Adjustment FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: $ FY 2016 Tentative Budget $ 43,244 10,243 $ (125,287) $ (120,907) Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 769 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Fee Fund (265) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 5,559,246 $ 5,559,246 $ 337,500 $ 337,500 270,000 $ 270,000 337,500 337,500 270,000 270,000 $ 6,166,746 $ 6,166,746 $ 1,048,785 $ 1,048,785 1,048,785 1,048,785 $ 7,215,531 $ 7,215,531 $ (2,546) $ (2,546) (301,072) $ (259,874) Agenda Item: Adjustments: Base Adjustments Vital Registration Budget Adj Fees and Other Revenues Community Health Assessment and Business Plan C-86-15-052-M-00 $ C-86-15-023-M-00 FY 2015 Revised Budget Adjustments: Base Adjustments Vital Registration Budget Adj Agenda Item: C-86-15-052-M-00 FY 2016 Baseline Budget Agenda Item: Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Removal of Adult Immunization Activity Central Service Cost Allocation Personnel Savings Increase Personnel Savings from 4.43% to 5.76% Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance $ $ (259,874) (259,874) (259,874) 12,774 (53,972) $ - (53,972) $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ - $ (273,614) $ (273,614) (317,358) (317,358) - 6,638,299 $ -8.0% 6,638,299 -8.0% Public Health Fee Fund (265) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 5,693,310 $ 5,561,807 $ 5,561,807 $ 5,765,775 $ 6,177,913 Sources: Operating Total Sources: $ $ 4,991,702 4,991,702 $ $ 5,559,246 5,559,246 $ $ 6,166,746 6,166,746 $ $ 6,492,650 6,492,650 $ $ 6,638,299 6,638,299 $ $ $ $ 5,681,452 399,060 6,080,512 $ $ 6,166,746 400,000 6,566,746 $ $ 5,559,246 5,559,246 $ 6,638,299 6,638,299 Uses: Operating Non-Recurring Total Uses: $ 4,826,391 92,854 4,919,245 Structural Balance $ 165,311 $ - $ - $ 811,198 $ - Accounting Adjustments $ 8 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 5,765,775 5,765,775 $ $ 5,561,807 5,561,807 $ $ 5,161,807 5,161,807 $ $ 6,177,913 6,177,913 $ $ 6,177,913 6,177,913 770 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Grant Fund (532) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Donations Anonymous Donation/Healthcare for the Homeless Clinic 2015 Grants Public Health Grant Budget Appropriation Adjustment 41,308,942 $ 5,000 $ 5,000 1,466,216 $ 1,466,216 5,000 5,000 1,466,216 1,466,216 $ 42,780,158 $ 42,780,158 $ (5,000) $ (5,000) $ 42,775,158 $ 42,775,158 $ (19,272) $ (19,272) 242,363 $ 242,363 1,122,976 $ 1,122,976 1,346,067 1,346,067 44,121,225 $ 3.1% 44,121,225 3.1% C-86-15-034-D-00 $ C-86-15-027-2-00 Agenda Item: C-86-15-034-D-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Central Service Cost Allocation Grants Grant Reconciliation 41,308,942 $ Agenda Item: FY 2015 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Donations Anonymous Donation/Healthcare for the Homeless Clinic 2015 $ (5,000) (5,000) Agenda Item: $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ Public Health Grant Fund (532) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST Beginning Spendable Fund Balance $ (4,410,159) $ (4,410,159) $ (4,410,159) $ Sources: Operating Total Sources: $ $ 50,305,320 50,305,320 $ $ 48,632,521 48,632,521 $ $ 50,103,737 50,103,737 Uses: Operating Total Uses: $ $ 45,837,955 45,837,955 $ $ 48,632,521 48,632,521 $ $ Structural Balance $ 4,467,365 $ - Accounting Adjustments $ 33 $ - $ 57,239 57,239 $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ 57,239 $ 57,239 $ $ 51,196,030 51,196,030 $ $ 52,056,352 52,056,352 50,103,737 50,103,737 $ $ 51,196,030 51,196,030 $ $ 52,056,352 52,056,352 $ - $ - $ - $ - $ - $ - - $ (4,410,159) (4,410,159) $ 57,239 57,239 $ 57,239 57,239 - $ (4,410,159) (4,410,159) $ 771 FY 2016 ADOPTED $ Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2016 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 December 2016, 80% of total recordings will be done electronically. Status: In June of 2012, 78.3% of documents received were recorded electronically. With the establishment of Kiosks in outlying areas within Maricopa County this goal should be easily reached. Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES DCOP - DOCUMENT OPERATIONS MCRO - MICROGRAPHICS MOUT - MAILOUT 36RP - RECORDER $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ 6,720,222 $ 77,190 118,753 6,916,165 $ 6,829,599 $ 60,000 110,400 6,999,999 $ 6,829,599 $ 60,000 110,400 6,999,999 $ 5,401,313 $ 70,509 107,774 5,579,596 $ 6,829,600 $ 60,000 110,400 7,000,000 $ ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ - $ - $ 1 $ 1 $ 1 $ 1 $ - $ - $ - $ - $ (1) (1) -100.0% -100.0% BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 3,612,022 $ 3,612,022 $ 4,015,000 $ 4,015,000 $ 4,015,000 $ 4,015,000 $ 3,680,210 $ 3,680,210 $ 3,792,689 $ 3,792,689 $ (222,311) (222,311) -5.5% -5.5% TOTAL PROGRAMS $ 10,528,187 $ 11,015,000 $ 11,015,000 $ 9,259,806 $ 10,792,689 $ (222,311) -2.0% 772 1 1 0.0% 0.0% 0.0% 0.0% Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2014 ACTUAL PROGRAM / ACTIVITY USES 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 OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ BUAS - BUSINESS APPLICATION DEV SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 1,000,491 $ 187,632 153,142 1,341,265 $ 859,331 $ 293,555 219,148 1,372,034 $ 873,548 $ 294,326 221,640 1,389,514 $ 801,206 $ 230,134 178,876 1,210,216 $ 909,716 $ 293,232 204,755 1,407,703 $ (36,168) 1,094 16,885 (18,189) -4.1% 0.4% 7.6% -1.3% 124,411 $ 59,864 408,407 72,266 664,948 $ 125,226 $ 61,937 186,959 36,639 71,709 408,098 890,568 $ 128,015 $ 63,909 186,641 73,256 412,064 863,885 $ 127,601 $ 65,998 467,369 73,533 143,508 878,009 $ 130,374 $ 64,514 170,547 67,944 74,440 418,164 925,983 $ (2,359) (605) 16,094 (67,944) (1,184) (6,100) (62,098) -1.8% -0.9% 8.6% N/A -1.6% -1.5% -7.2% - $ 39,984 39,984 $ 173,558 $ 109,400 47,575 330,533 $ 173,558 $ 109,809 47,575 330,942 $ 72,315 $ 112,536 47,575 232,426 $ 180,983 $ 116,377 49,156 346,516 $ (7,425) (6,568) (1,581) (15,574) -4.3% N/A -6.0% -3.3% -4.7% $ 3,966,221 $ 509,875 4,476,096 $ 4,914,986 $ 566,771 5,481,757 $ 4,937,087 $ 577,182 5,514,269 $ 3,576,242 $ 554,993 4,131,235 $ 4,423,383 $ 572,994 4,996,377 $ 513,704 4,188 517,892 10.4% 0.7% 9.4% TOTAL PROGRAMS $ 6,522,293 $ 8,074,892 $ 8,098,610 $ 6,451,886 $ 7,676,579 $ 422,031 5.2% $ $ $ Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2014 ACTUAL 10,151,629 10,151,629 FY 2015 ADOPTED FY 2015 REVISED $ $ 10,673,403 $ 10,673,403 $ 4,102 $ 372,456 376,558 $ - $ 341,597 341,597 $ 10,673,403 10,673,403 FY 2015 FORECAST $ $ - $ 341,597 341,597 $ 8,917,631 8,917,631 REVISED VS ADOPTED VAR % FY 2016 ADOPTED $ $ 6,624 $ 335,551 342,175 $ 10,454,090 $ 10,454,090 $ (219,313) (219,313) -2.1% -2.1% 12,000 326,599 338,599 $ 12,000 (14,998) (2,998) N/A -4.4% -0.9% $ ALL REVENUES $ 10,528,187 $ 11,015,000 $ 11,015,000 $ 9,259,806 $ 10,792,689 $ (222,311) -2.0% TOTAL SOURCES $ 10,528,187 $ 11,015,000 $ 11,015,000 $ 9,259,806 $ 10,792,689 $ (222,311) -2.0% 773 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 2,493,032 $ 21,759 920,862 3,784 59 3,439,496 $ 2,902,129 $ 26,000 1,045,528 1,140 3,974,797 $ 2,979,196 $ 26,000 1,067,301 1,140 4,073,637 $ 2,866,597 $ 44,675 1,023,365 5,429 1,690 3,941,756 $ 3,056,039 $ 26,000 1,168,409 1,140 4,251,588 $ (76,843) (101,108) (177,951) -2.6% 0.0% -9.5% 0.0% N/A -4.4% 253,013 $ 272,376 30,641 556,030 $ 797,191 $ 3,000 615,000 30,641 1,445,832 $ 797,191 $ 3,000 615,000 30,641 1,445,832 $ 338,081 $ 1,670 534,348 30,648 904,747 $ 980,187 $ 1,000 705,000 30,786 1,716,973 $ (182,996) 2,000 (90,000) (145) (271,141) -23.0% 66.7% -14.6% -0.5% -18.8% 699,965 $ 7,067 79,044 304,600 16,073 18,706 34,072 5,503 1,165,030 $ 557,962 $ 6,456 86,250 518,531 25,650 153,725 86,989 3,700 1,439,263 $ 557,962 $ 6,456 86,250 518,531 25,650 78,603 86,989 3,700 1,364,141 $ 568,073 $ 2,690 84,407 403,342 22,324 84,937 55,088 10,022 1,230,883 $ 311,497 $ 6,300 86,750 429,126 20,650 95,239 69,056 5,600 17,800 1,042,018 $ 246,465 156 (500) 89,405 5,000 (16,636) 17,933 (1,900) (17,800) 322,123 44.2% 2.4% -0.6% 17.2% 19.5% -21.2% 20.6% -51.4% N/A 23.6% $ 501,740 $ 835,121 24,876 1,361,737 $ - $ 1,180,000 35,000 1,215,000 $ - $ 1,180,000 35,000 1,215,000 $ - $ 374,500 374,500 $ - $ 666,000 666,000 $ 514,000 35,000 549,000 N/A 43.6% 100.0% 45.2% ALL EXPENDITURES $ 6,522,293 $ 8,074,892 $ 8,098,610 $ 6,451,886 $ 7,676,579 $ 422,031 5.2% TOTAL USES $ 6,522,293 $ 8,074,892 $ 8,098,610 $ 6,451,886 $ 7,676,579 $ 422,031 5.2% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ $ $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 6,916,165 $ 6,916,165 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 5,579,596 $ 5,579,596 $ 7,000,000 $ 7,000,000 $ $ FUND TOTAL SOURCES $ 3,612,022 $ 3,612,022 $ 4,015,000 $ 4,015,000 $ 4,015,000 $ 4,015,000 $ 3,680,210 $ 3,680,210 $ 3,792,689 $ 3,792,689 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 10,528,187 $ 10,528,187 $ FY 2014 ACTUAL 11,015,000 $ 11,015,000 $ FY 2015 ADOPTED 11,015,000 $ 11,015,000 $ FY 2015 REVISED 9,259,806 $ 9,259,806 $ FY 2015 FORECAST $ FUND TOTAL USES $ 1,831,582 $ 1,831,582 $ 2,134,232 $ 2,134,232 $ 2,157,950 $ 2,157,950 $ 2,019,372 $ 2,019,372 $ 2,185,621 $ 2,185,621 $ (27,671) (27,671) -1.3% -1.3% $ FUND TOTAL USES $ 3,178,587 $ 1,512,124 4,690,711 $ 3,792,689 $ 2,147,971 5,940,660 $ 3,792,689 $ 2,147,971 5,940,660 $ 3,300,748 $ 1,131,766 4,432,514 $ 3,792,689 $ 1,698,269 5,490,958 $ 449,702 449,702 0.0% 20.9% 7.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 5,010,169 $ 1,512,124 $ 6,522,293 $ 5,926,921 $ 2,147,971 $ 8,074,892 $ 5,950,639 $ 2,147,971 $ 8,098,610 $ 5,320,120 $ 1,131,766 $ 6,451,886 $ 5,978,310 $ 1,698,269 $ 7,676,579 $ (27,671) 449,702 422,031 -0.5% 20.9% 5.2% 236 RECORDERS SURCHARGE OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING 236 RECORDERS SURCHARGE OPERATING NON RECURRING NON PROJECT 774 (222,311) (222,311) 0.0% 0.0% -5.5% -5.5% 10,792,689 $ (222,311) -2.0% 10,792,689 $ (222,311) -2.0% FY 2016 REVISED VS ADOPTED ADOPTED VAR % Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Recorder Staffing by Program and Activity PROGRAM/ACTIVITY GENERAL OVERHEAD ELECTED OR STATUTORY 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 2.00 3.00 1.00 1.00 7.00 2.00 1.00 1.00 2.00 1.00 7.00 2.00 1.00 1.00 2.00 1.00 7.00 2.00 1.00 1.00 2.00 1.00 7.00 2.00 1.00 1.00 2.00 1.00 7.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 21.00 5.00 26.00 21.00 5.00 26.00 22.00 5.00 27.00 22.00 5.00 27.00 21.00 5.00 26.00 (1.00) (1.00) (4.5%) 0.0% (3.7%) 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 57.00 19.00 2.00 1.00 22.00 57.00 19.00 2.00 1.00 22.00 56.00 (1.00) 0.0% 0.0% 0.0% 0.0% (1.8%) FY 2014 ADOPTED 2.00 5.00 4.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 20.00 2.00 1.00 1.00 6.00 2.00 1.00 1.00 1.00 62.00 FY 2015 ADOPTED 2.00 3.00 1.00 3.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 16.00 2.00 1.00 1.00 6.00 2.00 1.00 1.00 1.00 56.00 FY 2015 FY 2015 REVISED FORECAST 2.00 2.00 3.00 3.00 1.00 1.00 3.00 3.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 16.00 16.00 2.00 2.00 1.00 1.00 1.00 1.00 6.00 6.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 57.00 57.00 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 2.00 0.0% 3.00 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% N/A 1.00 0.0% 1.00 0.0% 1.00 0.0% 4.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 16.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 6.00 0.0% 1.00 (1.00) (50.0%) 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 56.00 (1.00) (1.8% ) FY 2014 ADOPTED 35.00 27.00 62.00 FY 2015 ADOPTED 29.00 27.00 56.00 FY 2015 FY 2015 REVISED FORECAST 29.00 29.00 28.00 28.00 57.00 57.00 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 29.00 0.0% 27.00 (1.00) (3.6%) 56.00 (1.00) (1.8% ) Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Applications Development Mgr Business Systems Analyst Chief Deputy - Recorder Data Architect Database Administrator - Senior/Lead Elected 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 Administrator - Senior/Lead Web Designer/Developer Web Designer/Developer - Senior/Lead Department Total Staffing by Fund 100 236 DEPARTMENT/FUND GENERAL RECORDERS SURCHARGE Department Total General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. 775 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Recorder Base Adjustments: General Fund (100) Operating • Decrease Regular Benefits by $1,116 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $27,072 for the impact of the changes in health and dental premium rates. • Increase Internal Service Charges by $1,514 for the impact of the changes in risk management charges. Recorder’s Surcharge Fund (236) Operating • Decrease Regular Benefits by $1,897 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $67 for the impact of the changes in risk management charges. • Increase expenditures by $1,830 in Outside Services to absorb changes in benefits and risk. • Decrease revenues by $222,311 due to continued decrease in document recordings. Recorder’s Surcharge Fund (236) Non Recurring Non Project • The FY 2015 Non Recurring Non Project Budget for $1,698,269 includes: o IT-Hardware $666,000. o IT-Refresh Non-capital equipment: printers, laptops, and PC’s $705,000. o IT-Supplies and Services $327,269. Programs and Activities Recorder’s Program The purpose of the Recorder’s Program is to maintain a perpetual, comprehensive set of public records consisting of all documents appropriately presented for recording for the public so that any member of the public can readily access the information to conduct their personal and business activities with the assurance that, where appropriate, privacy will be protected and that their transactions were executed in accordance with the law. Program Results Measure Description Percentage of customers satisfied with the timeliness in returning documents presented Percentage of documents recorded digitally successfully recorded without error Percent of documents made available to the public on Recorder website within timeliness standards Percent of documents prepared for delivery within timeliness standards FY 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 96.0% REV VS ADOPTED VAR % (4.0%) -4.0% 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 • 776 Mail Out Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2016 Adopted Budget Document Operations Activity The purpose of the Document Operations Activity is to provide a public record of transactions for the general public so that they can conduct their personal and business activities expeditiously with the assurance that their transactions were executed in accordance with the law. Mandates: A.R.S. §11-461 which states 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 which states the numeration of indices; A.R.S. §11-463 which states the manner of keeping indices; A.R.S. §11-464 which states 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 which states 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 which states the Recorder shall file and record the certified copies of judgments affecting real property; A.R.S. §11-468 which states place of recording instruments; A.R.S. §11-469 which states 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 which states 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 which states the manner of recording; A.R.S. §11-472 which states keeping of blotter; A.R.S. §11-473 which states the inspection of records by any person; A.R.S. §11-474 which states certification of copies of documents; A.R.S. §11-475 which states the Recorder’s fees; A.R.S. §11-476 which states the preservation of County records, transcription and certification; A.R.S. §11-477 which states the liability for neglect or misfeasance; A.R.S. §11-478 which states the reproduction and microphotography of records; A.R.S. §11-479 which states the requirements and exceptions for destruction of records; A.R.S. §11-480 which states the requirements for form of instruments; A.R.S. §11-481 which states title and size prerequisites for recording maps and plats, recording fees, and exceptions; A.R.S. §11-482 which states 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 which states definitions for confidentiality for records maintained by County Recorder. Measure Type Result Result Output Output Demand Demand Expenditure Ratio Revenue Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of customers satisfied with the 100.0% 100.0% 100.0% 96.0% (4.0%) -4.0% timeliness in returning documents presented for recording Percentage of documents recorded digitally 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% successfully recorded without error Number of documents recorded. 929,901 1,000,000 930,792 1,000,000 0.0% Number of documents recorded digitally 730,135 750,000 717,178 750,000 0.0% Number of documents presented for recording 929,901 1,000,000 930,792 1,000,000 0.0% Number of documents presented for digital 730,135 750,000 717,178 750,000 0.0% recording Expenditure per document recorded $ 1.08 $ 0.87 $ 0.86 $ 0.91 $ (0.04) -4.1% 100 - GENERAL TOTAL SOURCES $ 6,720,222 $ 6,720,222 $ 6,829,599 $ 6,829,599 $ 5,401,313 $ 5,401,313 $ 6,829,600 $ 6,829,600 $ $ 100 - GENERAL TOTAL USES $ 1,000,491 $ 1,000,491 $ $ $ $ $ $ $ $ 1 1 0.0% 0.0% Expenditure 873,548 873,548 801,206 801,206 909,716 909,716 (36,168) (36,168) -4.1% -4.1% Activity Narrative: There is an increase in the FY 2016 expenditure budget, as compared to FY 2015 Revised, due to an increase in health and dental premium rates. 777 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 which states 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 2014 ACTUAL 100.0% $ 139,786 139,786 1.10 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ $ FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% $ 135,000 135,000 1.64 $ 123,124 123,124 1.45 118,753 118,753 $ $ 110,400 110,400 $ $ 153,142 153,142 $ $ 221,640 221,640 $ $ FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 125,000 125,000 1.64 (10,000) (10,000) 0.00 -7.4% -7.4% 0.2% $ 107,774 107,774 $ $ 110,400 110,400 $ $ - 0.0% 0.0% 178,876 178,876 $ $ 204,755 204,755 $ $ 16,885 16,885 7.6% 7.6% Expenditure Activity Narrative: The decrease in the FY 2016 Mail Out Activity expenditure budget and the number of documents prepared for delivery, as compared to FY 2015 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. Decrease in expenditure is primarily in postage and freight. Micrographics Activity The purpose of the Micrographics Activity is to provide film and computer disks for the general public, vendors and title companies so that they may gain access to recorded documents. Mandates: A.R.S. §11-478 which states 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 Expenditure per document scanned FY 2014 ACTUAL 100.0% $ 224,171 224,171 0.84 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL 236 - RECORDERS SURCHARGE TOTAL USES $ FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% $ 270,000 270,000 1.09 $ 223,680 223,680 1.03 77,190 77,190 $ $ 60,000 60,000 $ $ 45,283 142,349 187,632 $ 48,062 246,264 294,326 $ FY 2016 ADOPTED 100.0% REV VS ADOPTED % VAR 0.0% 0.0% $ 180,000 180,000 1.63 $ 70,509 70,509 $ $ 60,000 60,000 $ $ 46,913 183,221 230,134 $ 49,232 244,000 293,232 $ (90,000) (90,000) (0.54) - -33.3% -33.3% -49.4% 0.0% 0.0% Expenditure $ $ $ $ $ (1,170) 2,264 1,094 -2.4% 0.9% 0.4% Activity Narrative: The FY 2016 budget decrease in documents scanned compared to FY 2015 Revised reflects the trend of the declining number of documents received into the Recorder’s Office. The decrease in FY 2016 expenditures is primarily in Outside Services. 778 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 7,000,000 $ 23,718 $ 23,204 514 - $ 2,157,950 $ 7,000,000 $ 201 $ (514) 715 - $ 2,158,151 $ 7,000,000 $ (1,116) $ (1,116) 1,514 $ 1,514 - $ 2,158,549 $ 0.0% 7,000,000 0.0% $ 27,072 $ 27,072 - $ 2,185,621 $ 1.3% 7,000,000 0.0% C-49-15-002-2-00 C-49-15-033-2-00 Agenda Item: C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges 2,134,232 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: $ $ 1,514 FY 2016 Tentative Budget Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount Recorder’s Surcharge Fund (236) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 3,792,689 $ 4,015,000 FY 2015 Revised Budget $ 3,792,689 $ 4,015,000 FY 2016 Baseline Budget $ 3,792,689 $ 4,015,000 $ (1,897) $ (1,897) 1,897 $ 1,830 - 67 - Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Outside Services Internal Service Charges Increase Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ FY 2016 Adopted Budget Percent Change from Baseline Amount 779 $ 1,830 $ 67 $ - $ - (222,311) (222,311) $ 3,792,689 $ 0.0% 3,792,689 -5.5% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder’s Surcharge Fund (236) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 2,147,971 $ - FY 2015 Revised Budget $ 2,147,971 $ - $ (35,000) $ (35,000) - Adjustments: Base Adjustments Other Base Adjustments Information and Communications Technology Other IT Non Recurring Agenda Item: (2,112,971) FY 2016 Baseline Budget $ Adjustments: Information and Communications Technology Other IT Non Recurring IT Non Recurring - Hardware IT Non Recurring - Refresh IT Non Recurring - Supplies and Services - - $ - Agenda Item: $ 1,698,269 - 1,698,269 $ - 666,000 705,000 327,269 FY 2016 Adopted Budget $ Recorder’s Surcharge Fund (236) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 4,584,520 $ 3,611,775 $ 3,611,775 $ 3,505,831 $ 2,753,527 Sources: Operating Total Sources: $ $ 3,612,022 3,612,022 $ $ 4,015,000 4,015,000 $ $ 4,015,000 4,015,000 $ $ 3,680,210 3,680,210 $ $ 3,792,689 3,792,689 $ $ $ 3,300,748 1,131,766 4,432,514 $ $ 3,792,689 2,147,971 5,940,660 $ $ 3,792,689 2,147,971 5,940,660 $ $ 3,178,587 1,512,124 4,690,711 $ 3,792,689 1,698,269 5,490,958 Structural Balance $ 433,435 $ 222,311 $ 222,311 $ 379,462 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 3,505,831 3,505,831 $ $ 1,686,115 1,686,115 $ $ 1,686,115 1,686,115 $ $ 2,753,527 2,753,527 $ $ 1,055,258 1,055,258 Uses: Operating Non-Recurring Total Uses: 780 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Risk Management Risk Management Analysis by Zachary Wolfe, Senior 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 an 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: The cost of Risk Management as a percentage of County expenditures was 1.63% in FY 2014. This figure is significantly lower than the previous year of 2.60% due to the Maricopa Integrated Health System (MIHS) no longer being covered by Risk Management and a large claim payout for the Risk Management portion of the Gillespie Dam settlement. Additionally, Risk Management modified how they calculate this measure in FY 2014 and removed all internal services charges from the total County expenditures. This metric is projected to continue below 2.0% in FY 2015 due to limited County expenditure growth and a forecasted decrease in Risk Management expenditures. Moreover, recent efforts by Risk Management to implement cost-saving strategies to mitigate claims and claim settlements are expected to improve attainment of this goal. Two of these strategies are workers compensation services were brought back within the department and Risk Management increased training and education for environmental and safety claims. Department Specific The injury incident rate for FY 2012 was 3.37. By 2018, the injury incident rate will be reduced to at least 3.35 based on industry standard calculation. Status: In FY 2014, the injury incident rate was 4.11, which is significantly higher than the goal measure of 3.35 established in FY 2012. The higher than expected injury incident rate is primarily a result of Risk Management changing their 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 Risk Management to change their data collection practices; they now collect all injury data in order to ensure data validity. 781 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget Data through the third quarter of FY 2015 indicate the County has an average injury incident rate of 3.59. This value is expected to increase to 4.11 by year end. Risk Management continues to monitor injury data monthly to determine how to best allocate additional resources for training, safety management support and monitoring of risk-related activities. These data are also shared with County Departments to increase awareness of issues and empower departments to mitigate injuries. Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES ALCI - AUTO LIABILITY APDA - AUTO PROPERTY DAMAGE GLCI - GENERAL LIABILITY MMCI - MEDICAL MALPRACTICE PDCI - PROPERTY DAMAGE PROL - PROFESSIONAL LIABILITY WADM - WORKERS COMPENSATION 75CR - CLAIMS $ $ $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 1,152,876 $ 436,597 8,424,775 2,418,924 287,774 30,408 5,486,943 18,238,297 $ 1,128,846 $ 711,124 12,006,385 1,986,076 368,568 112,339 5,482,869 21,796,207 $ 1,128,846 $ 711,124 12,006,385 1,986,076 368,568 112,339 5,482,869 21,796,207 $ 1,128,841 $ 728,470 8,488,971 1,986,072 368,769 112,344 5,673,473 18,486,940 $ 1,413,370 $ 445,175 11,253,172 1,483,579 433,668 64,964 6,325,146 21,419,074 $ 284,524 (265,949) (753,213) (502,497) 65,100 (47,375) 842,277 (377,133) 25.2% -37.4% -6.3% -25.3% 17.7% -42.2% 15.4% -1.7% 973,661 $ 387,737 1,361,398 $ 973,661 $ 387,737 1,361,398 $ 973,656 $ 387,732 1,361,388 $ 1,192,891 $ 447,973 1,640,864 $ 219,230 60,236 279,466 22.5% 15.5% 20.5% 97,667 97,667 18.4% 18.4% ENLI - ENVIRONMENTAL LIABILITY ENPD - ENVIRON PROPERY DAMAGE CLAIMS 75EV - ENVIRONMENTAL MANAGEMENT $ 1,135,872 $ 5,752,825 6,888,697 $ UCIP - UNEMPLOYMENT 75IN - INSURANCE AND COVERAGE $ $ 621,420 $ 621,420 $ 531,085 $ 531,085 $ 531,085 $ 531,085 $ 531,084 $ 531,084 $ 628,752 $ 628,752 $ ODIR - EXECUTIVE MANAGEMENT RMGT - RISK MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 16,855 $ 4,466,507 4,483,362 $ 400,000 $ 1,684,065 2,084,065 $ 400,000 $ 1,684,065 2,084,065 $ 402,345 $ 402,345 $ 400,000 $ 400,000 $ (1,684,065) (1,684,065) 0.0% -100.0% -80.8% TOTAL PROGRAMS $ 30,231,776 $ 25,772,755 $ 25,772,755 $ 20,781,757 $ 24,088,690 $ (1,684,065) -6.5% $ 2,219,968 $ 136,952 (3,892,555) (514,591) 2,410,622 65,587 8,989,452 9,415,435 $ 1,209,474 $ 481,662 9,040,029 2,191,173 302,624 54,309 4,917,275 18,196,546 $ 1,248,446 $ 512,438 9,008,565 2,202,311 309,744 39,913 4,918,749 18,240,166 $ 1,122,892 $ 484,758 7,297,632 1,771,010 299,078 79,964 4,810,849 15,866,183 $ 1,533,012 $ 511,475 11,399,618 1,543,158 436,969 89,279 4,968,726 20,482,237 $ (284,566) 963 (2,391,053) 659,153 (127,225) (49,366) (49,977) (2,242,071) -22.8% 0.2% -26.5% 29.9% -41.1% -123.7% -1.0% -12.3% 265,406 $ 390,166 296,112 951,684 $ 1,210,000 $ 450,000 294,496 1,954,496 $ 1,210,000 $ 450,000 370,116 2,030,116 $ 1,070,000 $ 450,000 491,400 2,011,400 $ 1,210,000 $ 450,000 532,555 2,192,555 $ (162,439) (162,439) 0.0% 0.0% -43.9% -8.0% 5,139,695 $ 887,881 6,027,576 $ 5,152,636 $ 887,290 6,039,926 $ 5,598,609 $ 785,636 6,384,245 $ 6,006,660 $ 892,952 6,899,612 $ (854,024) (5,662) (859,686) -16.6% -0.6% -14.2% USES 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 $ $ INSC - INSURANCE AND COVERAGE UCIP - UNEMPLOYMENT 75IN - INSURANCE AND COVERAGE $ $ 75,510 $ 582,483 657,993 $ SAMA - SAFETY MANAGEMENT SERVICES 75SF - SAFETY MANAGEMENT $ $ 733,757 $ 733,757 $ 847,602 $ 847,602 $ 772,096 $ 772,096 $ 771,629 $ 771,629 $ 968,411 $ 968,411 $ (196,315) (196,315) -25.4% -25.4% BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT RECO - RECORDS MANAGEMENT RMGT - RISK MANAGEMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 244,074 $ 60,066 695,884 14,333 4,493,241 5,507,598 $ 247,122 $ 51,011 612,648 18,077 1,750,000 2,678,858 $ 233,858 $ 46,318 580,523 12,075 1,750,000 2,622,774 $ 215,488 $ 44,929 664,809 12,993 938,219 $ 307,811 $ 48,977 413,416 60,768 12,960 1,500 126,319 971,751 $ (73,953) (2,659) 167,107 (60,768) (885) (1,500) 1,750,000 (126,319) 1,651,023 -31.6% -5.7% 28.8% N/A -7.3% N/A 100.0% N/A 62.9% CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE 99GV - GENERAL OVERHEAD $ $ 1,816,220 $ 1,816,220 $ 1,879,351 $ 6,600 1,885,951 $ 1,879,351 $ 6,600 1,885,951 $ 1,879,351 $ 1 1,879,352 $ 1,731,831 $ 6,600 1,738,431 $ TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ - $ - $ - $ - $ - $ - $ - $ - $ 86,000 $ 86,000 $ (86,000) (86,000) N/A N/A TOTAL PROGRAMS $ 19,082,687 $ 31,591,029 $ 31,591,029 $ 27,851,028 $ 33,338,997 $ (1,747,968) -5.5% $ 782 147,520 147,520 7.8% N/A 0.0% 7.8% Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED 200,904 $ 19,969,885 20,170,789 $ 271,547 $ 19,899,242 20,170,789 $ 16,855 $ 5,577,625 5,594,480 $ 400,000 400,000 ALL REVENUES $ 25,765,269 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 4,466,507 4,466,507 $ $ 5,201,966 5,201,966 30,231,776 FY 2014 ACTUAL $ 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 $ $ $ 20,570,789 $ FY 2015 FORECAST REVISED VS ADOPTED VAR % FY 2016 ADOPTED 271,547 $ 19,899,242 20,170,789 $ 271,547 $ 19,899,242 20,170,789 $ 335,468 19,835,321 20,170,789 400,000 $ 400,000 $ 400,000 $ 210,968 610,968 $ 400,000 400,000 $ $ $ 63,921 (63,921) - 23.5% -0.3% 0.0% $ - 0.0% N/A 0.0% - 0.0% 20,570,789 $ 20,781,757 $ 20,570,789 $ $ $ 5,201,966 5,201,966 $ $ - $ $ 3,517,901 3,517,901 $ $ 25,772,755 $ FY 2015 ADOPTED 25,772,755 FY 2015 REVISED $ 20,781,757 FY 2015 FORECAST $ 24,088,690 FY 2016 ADOPTED $ (1,684,065) (1,684,065) -32.4% -32.4% (1,684,065) -6.5% REVISED VS ADOPTED VAR % 1,851,296 $ 15,426 1,948 600,580 394 2,469,644 $ 1,905,276 $ 6,000 642,368 2,553,644 $ 1,919,765 $ 6,000 644,765 2,570,530 $ 1,908,110 $ 3,114 656,896 2,500 (89) 2,570,531 $ 2,058,173 $ 6,000 707,623 2,771,796 $ (138,408) (62,858) (201,266) -7.2% N/A 0.0% -9.7% N/A N/A N/A -7.8% SUBTOTAL $ 147,363 $ 4,499 8,467 160,329 $ 121,900 $ 5,000 55,672 182,572 $ 113,846 $ 5,000 55,672 174,518 $ 131,900 $ 5,000 55,672 192,572 $ 215,397 $ 5,000 55,672 276,069 $ (101,551) (101,551) -89.2% 0.0% 0.0% -58.2% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 4,295,980 $ 216 9,989,618 33,197 1,810 250,060 1,841,009 3,948 7,102 4,018 (963,905) 963,905 16,426,958 $ 5,055,000 $ 21,426,649 41,000 2,500 390,213 1,915,951 16,000 5,500 2,000 28,854,813 $ 5,055,000 $ 21,408,406 31,499 1,994 390,213 1,915,951 14,125 5,500 2,000 28,824,688 $ 4,480,001 $ 18,205,608 41,500 2,500 390,213 1,916,451 16,000 6,000 3,500 25,061,773 $ 3,988,725 $ 24,071,263 41,500 2,500 390,213 1,770,431 16,000 7,000 3,500 30,291,132 $ 1,066,275 (2,662,857) (10,001) (506) 145,520 (1,875) (1,500) (1,500) (1,466,444) 21.1% N/A -12.4% -31.8% -25.4% 0.0% 7.6% -13.3% -27.3% -75.0% N/A N/A -5.1% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ - $ 25,756 25,756 $ - $ - $ - $ - $ 7,000 $ 19,152 26,152 $ - $ - $ ALL EXPENDITURES $ 19,082,687 $ 31,591,029 $ 31,569,736 $ 27,851,028 $ 33,338,997 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ - $ - $ - $ 21,293 $ 21,293 $ - $ - $ - $ - $ TOTAL USES $ 19,082,687 $ 31,591,029 $ 31,591,029 $ 27,851,028 $ 33,338,997 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ 783 (1,769,261) 21,293 21,293 (1,747,968) N/A N/A N/A -5.6% 100.0% 100.0% -5.5% Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2016 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 $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 25,765,269 $ 25,765,269 $ 20,570,789 $ 3,517,901 24,088,690 $ 20,570,789 $ 3,517,901 24,088,690 $ 20,781,757 $ 20,781,757 $ 20,570,789 $ 3,517,901 24,088,690 $ 4,466,507 $ 4,466,507 $ 1,684,065 $ 1,684,065 $ 1,684,065 $ 1,684,065 $ - $ - $ - $ - $ 25,765,269 $ 4,466,507 $ 30,231,776 $ FY 2014 ACTUAL 20,570,789 $ 5,201,966 $ 25,772,755 $ FY 2015 ADOPTED 20,570,789 $ 5,201,966 $ 25,772,755 $ FY 2015 REVISED 20,781,757 $ - $ 20,781,757 $ FY 2015 FORECAST $ FUND TOTAL USES $ 676 COUNTY MANAGER RISK MANAGEMENT NON RECURRING NON PROJECT $ FUND TOTAL USES $ 14,589,446 $ 14,589,446 $ 29,841,029 $ 29,841,029 $ 29,841,029 $ 29,841,029 $ 27,851,028 $ 27,851,028 $ 33,338,997 $ 33,338,997 $ 4,493,241 $ 4,493,241 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ - $ - $ - $ - $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 14,589,446 $ 4,493,241 $ 19,082,687 $ 29,841,029 $ 1,750,000 $ 31,591,029 $ 29,841,029 $ 1,750,000 $ 31,591,029 $ 27,851,028 $ - $ 27,851,028 $ 33,338,997 $ - $ 33,338,997 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 675 RISK MANAGEMENT OPERATING - 0.0% 0.0% 0.0% (1,684,065) -100.0% (1,684,065) -100.0% 20,570,789 $ 0.0% 3,517,901 $ (1,684,065) -32.4% 24,088,690 $ (1,684,065) -6.5% REVISED VS ADOPTED FY 2016 ADOPTED VAR % (3,497,968) (3,497,968) -11.7% -11.7% 1,750,000 1,750,000 100.0% 100.0% (3,497,968) 1,750,000 (1,747,968) -11.7% 100.0% -5.5% 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VAR % VARIANCE .53 .62 4.15 2.10 .20 .70 3.80 12.10 .73 .82 3.60 1.05 .20 .40 3.55 10.35 1.03 .92 2.71 1.16 .00 .30 3.90 10.03 1.03 .92 2.71 1.16 .30 3.90 10.03 1.03 .92 2.71 1.16 .30 3.90 10.03 - 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 2.20 2.20 2.30 2.30 4.10 4.10 4.10 4.10 4.10 4.10 - 0.0% 0.0% 2.15 2.30 .73 .57 5.75 2.75 4.00 .63 .27 7.65 2.50 3.58 .53 .17 6.78 2.50 3.58 .53 .17 6.78 2.50 3.58 .53 .17 6.78 - 0.0% 0.0% 0.0% 0.0% 0.0% .50 .30 .80 .75 .30 1.05 .95 .30 1.25 .95 .30 1.25 .95 .30 1.25 - 0.0% 0.0% 0.0% 8.15 8.15 29.00 8.40 8.40 29.75 7.60 7.60 29.75 7.60 7.60 29.75 8.60 8.60 30.75 1.00 1.00 1.00 13.2% 13.2% 3.4% 784 Maricopa County Annual Business Strategies FY 2016 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 Management Assistant Office Assistant Risk Environmental Analyst Sr Risk Management Manager Risk Mgmt Supervisor Safety Representative Special Projects Manager Department Total FY 2014 ADOPTED 1.00 1.00 4.00 6.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 7.00 1.00 29.00 FY 2015 ADOPTED 1.50 1.00 5.00 1.25 3.00 3.00 1.00 1.00 1.00 2.00 1.00 1.00 7.00 1.00 29.75 FY 2015 FY 2015 REVISED FORECAST 1.50 1.50 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 .25 .25 1.00 1.00 2.00 2.00 2.00 2.00 7.00 7.00 1.00 1.00 29.75 29.75 FY 2016 REVISED TO ADOPTED VAR % VARIANCE ADOPTED 0.0% 1.50 0.0% 1.00 0.0% 4.00 0.0% 1.00 1.00 0.0% 4.00 0.0% 1.00 0.0% 0.0% 1.00 0.0% 1.00 N/A 0.0% 1.00 0.0% .25 1.00 0.0% N/A 0.0% 2.00 0.0% 2.00 N/A 14.3% 1.00 8.00 0.0% 1.00 3.4% 30.75 1.00 FY 2014 ADOPTED 29.00 29.00 FY 2015 ADOPTED 29.75 29.75 FY 2015 FY 2015 REVISED FORECAST 29.75 29.75 29.75 29.75 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 30.75 1.00 3.4% 30.75 1.00 3.4% Staffing by Fund DEPARTMENT/FUND 675 RISK MANAGEMENT Department Total Significant Variances The additional Safety Representive is assigned to the Safety Management activity and will provide operational support to the Safety Specialists and Safety Manager, in addition to performing adminitrative duties. General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. Base Adjustments: Risk Management Fund (675) Operating • Decrease Regular Benefits by $2,032 for the impact of the changes in retirement contribution rates. • Increase Other Services by $3,500,000 for a legal settlement in FY 2015 which is expected to be paid in FY 2016. Risk Management Fund (675) Non Recurring Non Project • Carry forward 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. 785 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 Percent of AL claims Closed in the Year Percent of APD Claims Closed Percent of County expenditures spent on Risk Management (Cost of Risk) Percent of GL Claims Closed Percent of MM Claims Closed Percent of PD Claims Closed Percent of WC Claims Closed Percent of PL Claims Closed FY 2014 ACTUAL 78.7% 82.8% 1.6% 53.0% 47.4% 77.5% 83.7% 73.3% FY 2015 FY 2015 REVISED FORECAST 91.3% 91.3% 97.9% 97.9% 2.6% 2.6% 70.0% 83.3% 100.0% 100.0% 100.0% Activities that comprise this Program include: • Auto Liability • Auto Property Damage • General Liability • Medical Malpractice FY 2016 ADOPTED 93.8% 86.5% 1.7% 70.0% 83.3% 100.0% 100.0% 100.0% • • • REV VS ADOPTED VAR % 2.5% 2.7% (11.4%) -11.6% (0.9%) -36.3% 48.9% 100.0% 80.0% 100.0% 100.0% (21.1%) 16.7% (20.0%) 0.0% 0.0% -30.2% 20.0% -20.0% 0.0% 0.0% 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 Percent 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 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 78.7% 91.3% 91.3% 93.8% 2.5% 2.7% 74 73 73 75 2 2.7% 94 80 80 80 0.0% $ 30,000 $ 17,102 $ 15,382 $ 20,440 $ (3,338) -19.5% 675 - RISK MANAGEMENT TOTAL SOURCES $ 1,152,876 $ 1,152,876 $ 1,128,846 $ 1,128,846 $ 1,128,841 $ 1,128,841 $ 1,413,370 $ 1,413,370 $ $ 284,524 284,524 25.2% 25.2% 675 - RISK MANAGEMENT TOTAL USES $ 2,219,968 $ 2,219,968 $ 1,248,446 $ 1,248,446 $ 1,122,892 $ 1,122,892 $ 1,533,012 $ 1,533,012 $ $ (284,566) (284,566) -22.8% -22.8% Expenditure Activity Narrative: Expenditures for this activity are primarily used to insure against the repair of county vehicles. Historically, claims have been extremely volatile for this activity. FY 2014 marked a highpoint for expenditures over the previous 5 years. In FY 2015, expenditures per claim decreased by almost 50% when compared to the previous year. The expenditure estimate for FY 2016 closely approximates the linear trend line projection for the last six years of claims expenditures. 786 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 Expenditure Ratio Revenue Measure Description Percent of APD Claims Closed Number of APD Claims Closed Number of APD Claims Opened and Pending Expenditure per APD claim closed FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 82.8% 97.9% 97.9% 86.5% (11.4%) -11.6% 304 320 320 320 0.0% 367 327 327 370 43 13.1% $ 451 $ 1,601 $ 1,515 $ 1,598 $ 3.01 0.2% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 436,597 436,597 $ $ 711,124 711,124 $ $ 728,470 728,470 $ $ 445,175 445,175 $ $ 675 - RISK MANAGEMENT TOTAL USES $ $ 136,952 136,952 $ $ 512,438 512,438 $ $ 484,758 484,758 $ $ 511,475 511,475 $ $ (265,949) (265,949) -37.4% -37.4% Expenditure 963 963 0.2% 0.2% 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 $500,000 in FY 2015 and 2016. 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. Measure Type Result Result Output Demand Expenditure Ratio Revenue FY 2014 ACTUAL 1.6% FY 2015 FY 2015 REVISED FORECAST 2.6% 2.6% REV VS ADOPTED VAR % (0.9%) -36.3% Measure Description Percent of County expenditures spent on Risk Management (Cost of Risk) Percent of GL Claims Closed Number of GL Claims Closed Number of GL Claims Opened and Pending Expenditure Per Claim Closed $ 675 - RISK MANAGEMENT TOTAL SOURCES $ 8,424,775 $ 8,424,775 $ 12,006,385 $ 12,006,385 $ 8,488,971 $ 8,488,971 $ 11,253,172 $ 11,253,172 $ $ 675 - RISK MANAGEMENT TOTAL USES $ (3,892,555) $ 9,008,565 $ (3,892,555) $ 9,008,565 $ 7,297,632 $ 7,297,632 $ 11,399,618 $ 11,399,618 53.0% 327 617 (11,904) $ 70.0% 315 450 28,599 $ FY 2016 ADOPTED 1.7% 70.0% 315 450 23,167 $ 48.9% 330 675 34,544 $ (21.1%) 15 225 (5,946) -30.2% 4.8% 50.0% -20.8% (753,213) (753,213) -6.3% -6.3% $ (2,391,053) $ (2,391,053) -26.5% -26.5% Expenditure Activity Narrative: Actual General Liability Claims in FY 2014 included four large settlements which as a group total over $7 million. Note: The negative total uses figure of $(3,892,555) includes the yearend Incurred But Not Reported (IBNR) actuarial estimate used to adjust annual expenditures for expected liabilities. The FY 2015 forecast indicates a significant reduction in claim expenditures when compared to the 2015 revised budget. Consequently, a budgeted transfer of $3.5 million in revenue was not performed in FY 2015 due to lower claim expenditures. However, in FY 2016, the number of claims and claim 787 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget expenditures are expected to increase. In FY 2015, a large case was settled for $3.5 million and this claim is expected to be paid in FY 2016. Consequently, the Risk Management expenditure appropriation was increased. The revenue transfer of $3.5 million was carried forward to FY 2016 in contingency to address the possible need for additional cash in the Risk Trust. 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 Percent of MM Claims Closed Number of Claims Closed Number of MM Claims Opened and Pending Expenditure per MM Claim Closed FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 47.4% 83.3% 83.3% 100.0% 16.7% 20.0% 55 50 50 98 48 96.0% 116 60 60 98 38 63.3% $ (9,356) $ 44,046 $ 35,420 $ 15,747 $ 28,300 64.3% 675 - RISK MANAGEMENT TOTAL SOURCES $ 2,418,924 $ 2,418,924 675 - RISK MANAGEMENT TOTAL USES $ $ $ 1,986,076 $ 1,986,076 $ 1,986,072 $ 1,986,072 $ 1,483,579 $ 1,483,579 $ $ (502,497) (502,497) -25.3% -25.3% (514,591) $ 2,202,311 (514,591) $ 2,202,311 $ 1,771,010 $ 1,771,010 $ 1,543,158 $ 1,543,158 $ $ 659,153 659,153 29.9% 29.9% Expenditure Activity Narrative: In FY 2014, Medical Malpractice claim expenditures were the lowest they had been in the past four years. The negative total uses figure of $(514,591) includes the yearend Incurred But Not Reported (IBNR) actuarial estimate used to adjust annual expenditures for expected liabilities. The sharp reduction in expenditures in FY 2014 is primarily a result of the Maricopa Integrated Health System (MIHS) withdrawing from the County’s Risk Trust in FY 2013 and the final claims settling in FY 2014. 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 the methodology utilized in determining rates. 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 Percent of PL Claims Closed Number of PL Claims Closed Number of PL Claims Opened and Pending Expenditure per PL Claim Closed FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 73.3% 100.0% 100.0% 100.0% 0.0% 0.0% 11 10 10 10 0.0% 15 10 10 10 0.0% $ 5,962 $ 3,991 $ 7,996 $ 8,928 $ (4,937) -123.7% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 30,408 30,408 $ $ 112,339 112,339 $ $ 112,344 112,344 $ $ 64,964 64,964 $ $ (47,375) (47,375) -42.2% -42.2% 675 - RISK MANAGEMENT TOTAL USES $ $ 65,587 65,587 $ $ 39,913 39,913 $ $ 79,964 79,964 $ $ 89,279 89,279 $ $ (49,366) (49,366) -123.7% -123.7% Expenditure 788 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 expenditures per claim are slightly trending upwards. 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 Percent of PD Claims Closed Number of PD Claims Closed Number of PD Claims Opened and Pending Expenditure per PD Claim Closed FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 77.5% 100.0% 100.0% 80.0% (20.0%) -20.0% 117 139 139 120 (19) -13.7% 151 139 139 150 11 7.9% $ 20,604 $ 2,228 $ 2,152 $ 3,641 $ (1,413) -63.4% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 287,774 287,774 $ $ 368,568 368,568 $ $ 368,769 368,769 $ $ 433,668 433,668 $ $ 65,100 65,100 17.7% 17.7% 675 - RISK MANAGEMENT TOTAL USES $ 2,410,622 $ 2,410,622 $ $ 309,744 309,744 $ $ 299,078 299,078 $ $ 436,969 436,969 $ $ (127,225) (127,225) -41.1% -41.1% Expenditure Activity Narrative: Property Damage claim expenditures for FY 2014 are markedly higher than the FY 2015 Budget as a result of hailstorm damage and flood claims. Claims in FY 2015 and 2016 are expected to decrease in total expenditures. 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. Mandates: Administrative Mandate. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of WC Claims Closed Number of WC Claims Closed Number of WC Claims Opened and Pending Expenditure per WC Claim Closed FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 83.7% 100.0% 100.0% 100.0% 0.0% 0.0% 1,122 800 800 800 0.0% 1,341 800 800 800 0.0% $ 8,012 $ 6,148 $ 6,014 $ 6,211 $ (62) -1.0% 675 - RISK MANAGEMENT TOTAL SOURCES $ 5,486,943 $ 5,486,943 $ 5,482,869 $ 5,482,869 $ 5,673,473 $ 5,673,473 $ 6,325,146 $ 6,325,146 $ $ 842,277 842,277 15.4% 15.4% 675 - RISK MANAGEMENT TOTAL USES $ 8,989,452 $ 8,989,452 $ 4,918,749 $ 4,918,749 $ 4,810,849 $ 4,810,849 $ 4,968,726 $ 4,968,726 $ $ (49,977) (49,977) -1.0% -1.0% 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. Additionally, in FY 2014, the Maricopa Integrated Health System was no longer covered by Risk Management. While these changes led to decreases in claim expenditures in FY 2014, year-end Incurred But Not Reported (IBNR) actuarial estimates increased FY 2014 actuals by $4.2 million. Risk Management reports more efficient claims management by providing these services directly to staff. 789 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget Environmental Management Program The purpose of the Environmental Management Program is to provide environmental technical services to Maricopa County departments, districts, and trust members so they can minimize or eliminate liabilities. Program Results Measure Description Percent Reduction/Increase in possible Environmental Liability exposures Percent of EL Claims Closed in the Fiscal Year Percent of EPD Claims Closed FY 2014 ACTUAL (20.4%) FY 2015 FY 2015 REVISED FORECAST 1.0% 1.0% FY 2016 ADOPTED 2.2% REV VS ADOPTED VAR % 1.2% 118.1% 94.7% 100.0% 100.0% 100.0% 0.0% 0.0% 60.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this Program include: • Environmental Liability Claims • Environmental Management • 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. Measure Type Result Output Demand Expenditure Ratio Revenue Measure FY 2014 FY 2015 FY 2015 FY 2016 Description ACTUAL REVISED FORECAST ADOPTED Percent of EL Claims Closed in the Fiscal Year 94.7% 100.0% 100.0% 100.0% 1 1 Number of EL Claims Closed 54 1 Number of EL Claims Opened and Pending 57 1 1 1 Expenditure per EL Claim Closed $ 4,915 $ 1,210,000 $ 1,070,000 $ 1,210,000 REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 675 - RISK MANAGEMENT TOTAL SOURCES $ 1,135,872 $ 1,135,872 $ $ 973,661 973,661 $ $ 973,656 973,656 $ $ 1,192,891 1,192,891 $ $ 219,230 219,230 22.5% 22.5% 675 - RISK MANAGEMENT TOTAL USES $ $ $ $ 1,210,000 1,210,000 $ $ 1,070,000 1,070,000 $ $ 1,210,000 1,210,000 $ $ - 0.0% 0.0% Expenditure 265,406 265,406 Activity Narrative: A number of third-party liability claims were 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 or FY 2016. 790 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 Expenditure 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 2014 ACTUAL (20.4%) $ 675 - RISK MANAGEMENT TOTAL USES $ $ FY 2015 FY 2015 REVISED FORECAST 1.0% 1.0% (1,247,401) 6,105,839 60,000 6,000,000 (0.24) $ 296,112 296,112 $ $ REV VS ADOPTED VAR % 1.2% 118.1% FY 2016 ADOPTED 2.2% 60,000 6,000,000 160,114 7,339,886 6.17 $ 8.19 $ 3.33 $ 370,116 370,116 $ $ 491,400 491,400 $ $ 532,555 532,555 $ $ 100,114 1,339,886 166.9% 22.3% 2.84 46.1% (162,439) (162,439) -43.9% -43.9% Activity Narrative: This was a new activity measure in FY 2014, during which there was a significant year-over-year decrease in liability exposures due to mitigating asbestos and storm water liabilities. In FY 2016, the total amount of environmental liabilities is expected to increase by $162,439 to address a remediation issue for a County landfill. Environmental Property Damage Claims Activity The purpose of the Environmental Property Damage Claims Activity is to provide environmental property damage claims services to Maricopa County departments, districts and Risk Trust members so they can reduce or manage the cost of claims and expenses. Mandates: A.R.S. Title 49 (formerly Title 18) Protection of the Environment – Establishes guidelines for department employees, legal counsel, in addition to powers and duties of the department and director, state wide application of rules, hazardous materials emergency response operations, county regulations, standards, fees, audits, appeals of agency decisions, unpaid amounts, and penalties. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description % of EPD Claims Closed Number of EPD Claims Closed Number of EPD Claims Opened and Pending Expenditure per EPD Claim Closed FY 2014 FY 2015 FY 2015 FY 2016 ACTUAL REVISED FORECAST ADOPTED 60.0% 100.0% 100.0% 100.0% 3 1 1 1 5 1 1 1 $ 130,055 $ 450,000 $ 450,000 $ 450,000 REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 675 - RISK MANAGEMENT TOTAL SOURCES $ 5,752,825 $ 5,752,825 $ $ 387,737 387,737 $ $ 387,732 387,732 $ $ 447,973 447,973 $ $ 60,236 60,236 15.5% 15.5% 675 - RISK MANAGEMENT TOTAL USES $ $ $ $ 450,000 450,000 $ $ 450,000 450,000 $ $ 450,000 450,000 $ $ - 0.0% 0.0% Expenditure 390,166 390,166 Activity Narrative: In FY 2014, the surge in revenue of $5.7 million was from the Grace Asbestos settlement, which is expected to be a one-time occurrence. For FY 2015 and 2016 there is limited known risk for further claims exposure. Therefore, the forecast for FY 2015 and 2016 is one claim per year with modest expenditures. 791 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget Insurance and Coverages Program The purpose of the Insurance and Coverages Program is to provide Administration of the Self-Insured Insurance Coverages 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 Percent of Liability Avoided or Suspended Percent of insurance policies purchased/renewed prior to effective date FY 2014 ACTUAL N/A 100.0% FY 2015 FY 2015 REVISED FORECAST N/A N/A 100.0% 100.0% Activities that comprise this Program include: • Insurance and Coverage • FY 2016 ADOPTED 50.0% 100.0% REV VS ADOPTED VAR % N/A N/A 0.0% 0.0% 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. Measure Type Result Output Demand Expenditure Ratio Expenditure FY 2016 FY 2014 FY 2015 FY 2015 Measure REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 0.0% 100.0% 100.0% 100.0% 0.0% Percent of insurance policies 100.0% purchased/renewed prior to effective date 16 19 3 18.8% 16 Number of insurance policies 13 purchased/renewed 16 19 3 18.8% 16 Number of insurance policies 20 required/requested 322,040 $ 349,913 $ 316,140 $ 5,900 1.8% Cost of insurance policies purchased/renewed $ 5,808 $ 675 - RISK MANAGEMENT TOTAL USES $ $ 75,510 75,510 $ 5,152,636 $ 5,152,636 $ 5,598,609 $ 5,598,609 $ 6,006,660 $ 6,006,660 $ $ (854,024) (854,024) -16.6% -16.6% Activity Narrative: Risk Management actual expenditures in FY 2014 are considerably lower than FY 2015 and 2016 due to insurance premiums being paid out of another departmental activity. In FY 2016, there is a 16.6% increase in claim premiums from the prior year’s budget for increases in prospective claims liabilities. 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. 792 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Output Demand Expenditure Ratio Revenue Measure Description % of Liability Avoided or Suspended Total Liability Avoided or Suspended Total UN Claims Number of UN Claims Cost Per UN Claim FY 2014 ACTUAL N/A N/A N/A 537 N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A (346) -39.5% N/A N/A FY 2015 FY 2015 FY 2016 REVISED FORECAST ADOPTED N/A N/A 50.0% N/A N/A 900,000 N/A N/A 530 876 876 530 N/A N/A $ 1,685 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 621,420 621,420 $ $ 531,085 531,085 $ $ 531,084 531,084 $ $ 628,752 628,752 $ $ 97,667 97,667 18.4% 18.4% 675 - RISK MANAGEMENT TOTAL USES $ $ 582,483 582,483 $ $ 887,290 887,290 $ $ 785,636 785,636 $ $ 892,952 892,952 $ $ (5,662) (5,662) -0.6% -0.6% Expenditure Activity Narrative: Unemployment claims and total expenditures in FY 2015 and 2016 are expected to remain stable year-over-over as Maricopa County employment levels are forecasted to be relatively constant. There are various inconsistencies in the data collected in FY 2014 and 2015, and is therefore not available for analysis. Risk Management hires an outside company to perform unemployment claim mitigation. The contractor is expected to reduce claim liability by 50% or $900,000 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. Program Results Measure Description Percent of County employees not Injured Percent Reduction/Increase of County Injury Incident Rate compared to a 3 year average rate FY 2014 ACTUAL N/A N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A N/A N/A FY 2016 ADOPTED 94.4% 10.8% REV VS ADOPTED VAR % N/A N/A N/A N/A Activities that comprise this Program include: • Safety Management Activity Safety Management Activity The purpose of the Safety Management Activity is to provide assistance in innovatively developing safety programs to the Maricopa County departments, districts and Risk Trust members so they can mitigate risk, exposures, reduce loss and negative outcomes and increase productivity thus minimizing preventable injuries/accidents. Mandates: Occupational Safety and Health Administration (OSHA) Compliance Requirement: Section 5(a)(1) of the Occupational Safety and Health Act of 1970, often referred to as the General Duty Clause, requires employers to “furnish to each of his employees employment and a place of employment which are free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees”; OSHA Training requirement: Regulations Standard Section 1926.21(b)(2) requires that the employer shall instruct each employee in the recognition and avoidance of unsafe conditions and the regulations applicable to his work environment to control or eliminate any 793 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Risk Management hazards or other exposure to illness or injury; #49 CFR Transportation Mandates for Commercial Drivers Licensing and Drug & Alcohol Testing. Measure Type Result Result Output Output Output Demand Expenditure Ratio Expenditure Measure Description % of County employees not Injured Percent Reduction/Increase of County Injury Incident Rate compared to a 3 year average rate Number of County Employees not Injured FY Injury Incident Rate Three Year Average of County Injury Incident Rate Number of County Employees Cost per County employee not injured FY 2014 ACTUAL N/A N/A $ 675 - RISK MANAGEMENT TOTAL USES $ $ FY 2015 FY 2015 REVISED FORECAST N/A N/A N/A N/A 12,721 N/A N/A 13,565 58 $ 733,757 733,757 $ $ 12,579 N/A N/A 13,500 61 $ 772,096 772,096 $ $ 12,579 N/A N/A 13,500 61 $ 771,629 771,629 REV VS ADOPTED VAR % N/A N/A N/A N/A FY 2016 ADOPTED 94.4% 10.8% $ $ 13,235 4 4 13,500 73 968,411 968,411 $ 656 N/A N/A (11.79) 5.2% N/A N/A 0.0% -19.2% $ $ (196,315) (196,315) -25.4% -25.4% Activity Narrative: FY 2014 data indicate the percent of Maricopa County Staff not being injured to be around 94%. This result measure is expected to achieve consistent results for FY 2015 and 2016. At the end of FY 2013, Risk Management identified an inconsistency in reporting the injury incident rate from a department that self-reported data. Moreover, Risk Management identified that this department’s volunteer hours had not previously been included in calculating exposure hours. This led Risk Management to change its data collection practices, and now they currently collect data on all injuries to ensure the accuracy of data. This has also led to a higher percentage of individuals being categorized as injured. Data through FY 2016 could establish a new baseline value for comparison for future budget analyses. The Safety Division provides training and consultation to departments and monitors safety data daily. This allows for real-time response to injuries and mitigation of future risk. 794 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliation Risk Management Fund (675) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 29,841,029 $ 20,570,789 FY 2015 Revised Budget $ 29,841,029 $ 20,570,789 FY 2016 Baseline Budget $ 29,841,029 $ 20,570,789 $ (2,032) $ (2,032) 3,500,000 $ 3,500,000 - 33,338,997 $ 11.7% 20,570,789 0.0% Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Morrrison v. Arpaio Settlement Agenda Item: $ $ 3,500,000 FY 2016 Adopted Budget Percent Change from Baseline Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ - $ 3,517,901 FY 2015 Revised Budget $ - $ 3,517,901 FY 2016 Baseline Budget $ - $ 3,517,901 - $ - 3,517,901 3,517,901 - $ 3,517,901 0 0% Adjustments: Non Recurring Non Recurring Carry Forward $ $ FY 2016 Change Adopted Budget Percent from Baseline Amount $ Risk Management Fund (675) Fund Balance Summary FY 2014 ACTUAL $ 3,577,651 $ $ $ $ 25,765,269 25,765,269 Uses: Operating Total Uses: $ $ Structural Balance Accounting Adjustments Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance FY 2015 REVISED FY 2015 ADOPTED (239,351) $ FY 2015 FORECAST (239,351) $ 16,153,221 $ 9,083,950 $ $ $ 20,781,757 20,781,757 $ 20,570,789 3,517,901 24,088,690 $ $ 27,851,028 27,851,028 $ $ 33,338,997 33,338,997 $ $ 20,570,789 3,517,901 24,088,690 $ 20,570,789 3,517,901 24,088,690 14,589,446 14,589,446 $ $ 29,841,029 29,841,029 $ $ 29,841,029 29,841,029 $ 11,175,823 $ (9,270,240) $ $ 1,399,747 $ $ 16,153,221 16,153,221 $ $ $ - $ - $ (5,991,690) (5,991,690) $ 795 FY 2016 ADOPTED (9,270,240) $ (7,069,271) $ $ - $ - $ (5,991,690) (5,991,690) $ 9,083,950 9,083,950 $ - $ (12,768,208) - (166,357) (166,357) Maricopa County Annual Business Strategies FY 2016 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 2017, 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: The percent was down to 44% from 47% in the first two quarters of FY 2015. However, there was a 9% increase in incidents overall and a 24% increase in priority 1 calls for service in the first two quarters of FY 2015 compared with the same period of time in FY 2014. If this trend continues, this goal could be a challenge again in FY 2016. Safe Communities By 2017, 93.5% of Priority 1 emergency calls for service will be dispatched to field Officers within two minutes. Status: MCSO is on track to meet this goal based on first quarter FY 2015 data. 93.28% of priority 1 emergency calls were dispatched in two minutes or less. Market salary adjustments that went into effect in 2014 are expected to yield improvements both in retention and recruitment for Communications positions which is expected to have a positive impact on performance. 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: Actions are being taken to minimize inmate to inmate assaults including additional physical segregation during the first 24 hours of processing. The percent of inmates not assaulted while in custody averaged 99.88% in the first two quarters of FY 2015. 796 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 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: Mission critical infrastructure components include but are not limited to securing funding for the Jail Master Plan and ensuring continued progress on the multi-year JMS System replacement and implementation project. This system integrates jail management data and information from other justice system components to result in persons assigned to Sheriff’s custody being safely, properly and expeditiously processed through the system Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 ADOPTED FY 2015 FORECAST FY 2015 REVISED FY 2016 ADOPTED REVISED VS ADOPTED VAR % 670,206 $ 670,206 $ 635,000 $ 90,000 725,000 $ 635,000 $ 28,336 663,336 $ 685,847 $ 85,003 770,850 $ 695,000 $ 25,000 720,000 $ 60,000 (3,336) 56,664 9.4% -11.8% 8.5% - $ 250,072 353,358 11,382,817 28,001 43,964 29,105,028 41,163,240 $ - $ 516,852 305,400 11,159,504 19,000 48,454 32,519,672 44,568,882 $ 40,664 $ 329,672 207,330 11,159,504 19,000 91,794 32,519,672 44,367,636 $ - $ 502,655 444,489 11,437,956 24,782 69,925 30,901,678 43,381,485 $ 45,748 $ 354,054 304,200 11,504,271 26,774 86,708 209,585 31,952,296 44,483,636 $ 5,084 24,382 96,870 344,767 7,774 (5,086) 209,585 (567,376) 116,000 12.5% 7.4% 46.7% 3.1% 40.9% -5.5% N/A -1.7% 0.3% 254,384 $ 368,225 35,225 657,834 $ 142,538 $ 256,581 35,325 434,444 $ 147,343 $ 256,581 21,207 425,131 $ 150,898 $ 148,737 34,017 333,652 $ 173,344 $ 226,100 25,000 424,444 $ 26,001 (30,481) 3,793 (687) 17.6% -11.9% 17.9% -0.2% $ 320,600 $ 469,573 70,061 7,357,665 10,982,474 38,304 19,238,677 $ 273,217 $ 653,371 63,000 7,576,465 11,965,403 35,000 20,566,456 $ 273,217 $ 756,729 60,000 5,853,694 13,929,872 35,000 20,908,512 $ 271,691 $ 685,046 53,196 5,093,979 12,935,828 34,138 19,073,878 $ 423,522 $ 1,047,437 55,000 5,400,480 15,258,811 35,000 22,220,250 $ 150,305 290,708 (5,000) (453,214) 1,328,939 1,311,738 55.0% 38.4% -8.3% -7.7% 9.5% 0.0% 6.3% BLDR - BUILDINGS AND GROUNDS 70OM - FACILITIES OPERATION AND MAINT $ $ 130 $ 130 $ - $ - $ - $ - $ - $ - $ - $ - $ BDFS - BUDGET AND FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - INDIRECT SUPPORT $ $ 439,776 $ 22,662 92 462,530 $ 439,683 $ 76 439,759 $ 439,683 $ 76 439,759 $ 353,058 $ 174 353,232 $ 425,000 $ 20,900 445,900 $ (14,683) 20,900 (76) 6,141 -3.3% N/A -100.0% 1.4% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ (1,139,944) $ (1,139,944) $ 22,846 $ 22,846 $ 22,846 $ 22,846 $ 735,013 $ 735,013 $ 46,928 $ 46,928 $ 24,082 24,082 105.4% 105.4% TOTAL PROGRAMS $ 61,052,673 $ 66,757,387 $ 66,827,220 $ 64,648,110 $ 68,341,158 $ 1,513,938 2.3% CVPR - CIVIL PROCESS INTR - INMATE TRANSPORT 50CC - COURT COMPLIANCE AND SECURITY $ IARP - INMATE SUBST ABUSE RECOVERY IEPA - INMATE EDUCATION IIAR - INMATE INTAKE AND RELEASE INSS - INMATE CANTEEN AND OPTION SVCS ISTP - INMATE SKILLS AND TRAINING JIAS - JAIL INTELLIGENCE AND SECURITY MANS - INMATE RELATED MANDATES PRDM - INMATE DETENTION HOUSING 50CM - CUSTODY MANAGEMENT $ 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 $ $ $ $ 797 - N/A N/A Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Sheriff Sources and Uses by Program and Activity (continued) FY 2014 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 2015 ADOPTED 4,138,542 $ 6,135,981 1,940,019 15,370,071 27,584,613 $ FY 2016 ADOPTED REVISED VS ADOPTED VAR % 4,372,325 $ 6,281,045 2,388,646 16,547,538 29,589,554 $ (233,783) (145,064) (448,627) (1,177,467) (2,004,941) -5.6% -2.4% -23.1% -7.7% -7.3% 1,156,349 $ 1,302,988 $ 1,436,365 $ 1,186,761 $ 1,570,699 2,315,353 2,239,991 1,877,690 19,927,340 21,751,486 21,845,921 21,088,737 422,584 438,946 441,379 415,199 4,200,848 4,029,904 3,971,843 4,409,635 1,630,198 1,936,153 1,741,774 1,764,437 2,414,274 2,456,890 2,517,678 2,522,051 14,242,688 16,502,828 16,773,342 15,451,142 105,754,754 107,761,768 109,817,215 103,886,718 $ 151,319,734 $ 158,496,316 $ 160,785,508 $ 152,602,370 $ 1,481,312 $ 2,287,004 22,922,603 438,683 4,479,419 1,748,541 3,067,531 18,324,213 115,542,894 170,292,200 $ (44,947) (47,013) (1,076,682) 2,696 (507,576) (6,767) (549,853) (1,550,871) (5,725,679) (9,506,692) -3.1% -2.1% -4.9% 0.6% -12.8% -0.4% -21.8% -9.2% -5.2% -5.9% $ 3,867,118 $ 6,305,961 1,901,938 15,331,438 27,406,455 $ FY 2015 FORECAST 3,942,116 $ 5,094,291 1,895,242 15,526,984 26,458,633 $ $ 3,566,043 $ 4,586,447 2,006,407 13,922,921 24,081,818 $ FY 2015 REVISED 2,905,193 $ 310,722 2,111,189 1,097,782 4,177,997 6,084,276 16,687,159 $ 3,802,090 $ 146,848 378,956 6,195,512 1,656,729 4,511,337 6,891,124 23,582,596 $ 3,691,886 $ 177,089 344,045 6,217,537 1,487,315 4,204,567 7,321,687 23,444,126 $ 3,397,391 $ 194,178 372,796 1,892,835 1,182,597 4,862,247 6,679,567 18,581,611 $ 2,717,181 $ 225,412 361,495 2,379,162 1,563,982 4,022,009 6,875,892 18,145,133 $ 974,705 (48,323) (17,450) 3,838,375 (76,667) 182,558 445,795 5,298,993 26.4% -27.3% -5.1% 61.7% -5.2% 4.3% 6.1% 22.6% 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 $ 4,399,364 $ 2,258,717 3,923,907 24,144,398 51,468,171 5,270,740 4,169,727 1,890,673 97,525,697 $ 4,007,081 $ 2,393,068 3,535,339 24,377,933 48,652,789 5,142,232 3,701,676 1,856,563 93,666,681 $ 4,421,648 $ 2,580,385 3,424,777 25,881,165 52,406,348 283,606 4,052,319 1,906,638 94,956,886 $ (22,284) (321,668) 499,130 (1,736,767) (938,177) 4,987,134 117,408 (15,965) 2,568,811 -0.5% -14.2% 12.7% -7.2% -1.8% 94.6% 2.8% -0.8% 2.6% (446,828) (446,828) -18.1% -18.1% 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 $ $ 3,270,722 $ 1,629,521 3,959,414 23,280,734 45,971,528 124,639 3,132,638 1,721,482 83,090,678 $ BLDR - BUILDINGS AND GROUNDS 70OM - FACILITIES OPERATION AND MAINT $ $ 2,728,414 $ 2,728,414 $ 2,445,416 $ 2,445,416 $ 2,470,121 $ 2,470,121 $ 2,675,057 $ 2,675,057 $ 2,916,949 $ 2,916,949 $ 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 $ 1,450,949 $ 2,446,775 7,552,199 568,427 625,209 12,643,559 $ 2,210,853 $ 2,760,175 3,150,769 166,714 549,625 2,241,508 642,290 1,257,080 12,979,014 $ 2,205,212 $ 3,216,393 3,638,858 93,443 724,750 4,581,629 663,269 1,106,651 16,230,205 $ 2,108,187 $ 2,890,835 3,636,776 690,621 4,686,884 679,287 1,008,859 15,701,449 $ 2,067,113 $ 3,371,673 4,434,505 (391,587) 722,935 9,295,333 758,522 1,231,691 21,490,185 $ - $ 12,335,313 12,335,313 $ $ 3,609,363 136,731 8,570,756 12,316,850 $ $ 3,609,363 136,731 8,570,756 12,316,850 $ $ 3,684,128 150,621 8,565,524 12,400,273 $ (7,880,765) $ 3,794,262 151,957 8,950,216 5,015,670 $ 7,880,765 (184,899) (15,226) (379,460) 7,301,180 N/A -5.1% N/A -11.1% -4.4% 59.3% 2,671,666 $ 1,678,524 448,265 2,887,120 319,451 8,005,026 $ 3,610,653 $ 3,700,428 496,679 1,379,147 470,029 9,656,936 $ 3,693,693 $ 4,043,679 524,757 1,112,884 489,362 9,864,375 $ 4,036,867 $ 4,778,428 464,954 1,323,147 424,971 11,028,367 $ 3,512,801 $ 4,259,446 518,591 1,535,022 368,706 10,194,566 $ 180,892 (215,767) 6,166 (422,138) 120,656 (330,191) 4.9% -5.3% 1.2% -37.9% 24.7% -3.3% TOTAL PROGRAMS $ 310,891,701 $ 340,678,852 $ 350,221,495 $ 333,114,441 $ 352,601,143 $ (2,379,648) -0.7% $ GGPS - GENERAL PUBLIC SAFELY INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED OR STATUTORY 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 $ $ $ 798 138,099 6.3% (155,280) -4.8% (795,647) -21.9% 485,030 519.1% 1,815 0.3% (4,713,704) -102.9% (95,253) -14.4% (125,040) -11.3% (5,259,980) -32.4% Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ $ $ SUBTOTAL $ 74,000 74,000 $ $ 85,000 85,000 $ $ 85,000 85,000 $ $ 81,915 81,915 $ $ 85,000 85,000 INTERGOVERNMENTAL $ 0615 - GRANTS 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 1,141,170 5,601,222 6,742,392 $ 2,601,071 5,097,066 7,698,137 $ $ 3,646,707 4,797,556 8,444,263 $ $ 2,785,552 5,804,216 8,589,768 3,256,303 $ 5,236,026 8,492,329 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 37,102,208 11,460,758 355,332 48,918,298 $ 42,578,703 $ 11,522,619 199,420 54,300,742 $ 43,625,740 11,522,619 199,420 55,347,779 $ $ $ 41,566,319 11,723,306 336,084 53,625,709 4,304,383 4,304,383 $ $ 4,312,500 4,312,500 $ $ 2,443,688 2,443,688 $ $ 2,233,170 2,233,170 15,230 $ 485,441 500,671 $ 25,994 335,014 361,008 $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ $ $ $ $ 25,971 $ 335,014 360,985 $ $ - 470,751 (568,190) (97,439) 16.9% -9.8% -1.1% 2.8% 2.5% 50.4% 2.9% $ $ 44,851,756 11,807,874 300,000 56,959,630 $ $ 2,404,834 2,404,834 $ $ (38,854) (38,854) -1.6% -1.6% 30,631 $ 232,422 263,053 $ 48,549 350,816 399,365 $ $ 22,578 15,802 38,380 86.9% 4.7% 10.6% $ 1,226,016 285,255 100,580 1,611,851 0.0% 0.0% ALL REVENUES $ 60,539,744 $ 66,757,387 $ 66,827,220 $ 64,648,110 $ 68,341,158 $ 1,513,938 2.3% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 512,929 512,929 $ $ - $ - $ - $ $ - $ $ - $ $ - N/A N/A TOTAL SOURCES $ 61,052,673 $ 66,757,387 $ 66,827,220 $ 64,648,110 $ 68,341,158 $ 1,513,938 2.3% 799 Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VAR % FY 2016 ADOPTED 166,874,283 $ 246,957 5,057,481 76,709,656 1,841,333 (25,996,602) 24,246,420 248,979,528 $ 179,099,130 $ 423,629 5,817,685 86,021,271 1,845,519 (28,208,266) 26,571,106 271,570,074 $ 185,024,147 $ 468,519 5,003,088 88,163,764 2,964,517 (28,261,697) 26,460,459 279,822,797 $ 175,758,318 $ 254,857 8,618,498 84,271,234 2,150,267 (28,263,667) 26,567,151 269,356,658 $ 180,551,058 $ 385,026 9,339,482 100,913,507 2,707,641 (27,087,722) 25,454,940 292,263,932 $ 4,473,089 83,493 (4,336,394) (12,749,743) 256,876 (1,173,975) 1,005,519 (12,441,135) 2.4% 17.8% -86.7% -14.5% 8.7% -4.2% 3.8% -4.4% SUBTOTAL $ 21,877,687 $ 115,148 4,080,460 5,006,405 (2,259,903) 1,932,846 30,752,643 $ 19,311,108 $ 313,587 4,373,190 5,137,685 (2,243,931) 1,913,159 28,804,798 $ 19,751,719 $ 334,623 4,400,154 5,075,001 (2,226,034) 1,913,159 29,248,622 $ 18,795,657 $ 326,779 3,682,570 1,736,455 (2,214,520) 1,922,150 24,249,091 $ 20,234,254 $ 462,855 3,944,423 716,445 (1,868,659) 1,896,346 25,385,664 $ (482,535) (128,232) 455,731 4,358,556 (357,375) 16,813 3,862,958 -2.4% -38.3% 10.4% 85.9% -16.1% 0.9% 13.2% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 294,525 $ 1,404,159 1,232,741 2,676,718 3,382,031 436,776 12,467,060 1,195,151 493,256 286,765 725,596 (1,753,536) 1,753,876 24,595,118 $ 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 $ 557,266 $ 1,169,916 1,462,947 2,442,024 6,448,246 404,259 12,248,672 968,186 1,186,784 261,457 691,235 (1,768,541) 1,768,541 27,840,992 $ 595,659 $ 1,180,972 2,047,722 2,309,445 7,873,234 525,187 12,621,262 1,064,432 418,326 306,289 717,184 (1,784,353) 1,784,681 29,660,040 $ 155,210 $ 1,218,110 1,842,402 2,211,669 7,378,899 482,917 12,300,047 1,294,886 1,129,006 339,793 847,806 (1,671,015) 1,671,015 29,200,745 $ 402,056 (48,194) (379,455) 230,355 (930,653) (78,658) (51,375) (326,700) 57,778 (78,336) (156,571) (97,526) 97,526 (1,359,753) 72.1% -4.1% -25.9% 9.4% -14.4% -19.5% -0.4% -33.7% 4.9% -30.0% -22.7% -5.5% 5.5% -4.9% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ (3,110) $ 3,291,649 2,762,944 6,051,483 $ - $ 3,836,926 8,436,221 (50,664) 50,664 12,273,147 $ 101,155 $ 4,107,629 9,100,300 (50,664) 50,664 13,309,084 $ 105,079 $ 2,956,182 6,787,391 (34,836) 34,836 9,848,652 $ 1,236,498 $ 3,741,612 772,692 5,750,802 $ (1,135,343) 366,017 8,327,608 (50,664) 50,664 7,558,282 -1122.4% 8.9% 91.5% -100.0% 100.0% 56.8% ALL EXPENDITURES $ 310,378,772 $ 340,678,852 $ 350,221,495 $ 333,114,441 $ 352,601,143 $ (2,379,648) -0.7% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 512,929 $ 512,929 $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL USES $ 310,891,701 $ 340,678,852 $ 350,221,495 $ 333,114,441 $ 352,601,143 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 800 (2,379,648) N/A N/A -0.7% Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT FUND TOTAL 251 SHERIFF GRANTS OPERATING FUND TOTAL 203 SHERIFF DONATIONS OPERATING 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 FUND TOTAL 254 INMATE HEALTH SERVICES OPERATING FUND TOTAL 255 DETENTION OPERATIONS OPERATING FUND TOTAL 258 SHERIFF TOWING AND IMPOUND OPERATING FUND TOTAL FY 2014 ACTUAL $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % SOURCES $ 11,280,196 $ 11,280,196 $ 12,674,823 $ 12,674,823 $ 13,200,355 $ 521,505 13,721,860 $ 12,732,731 $ 506,505 13,239,236 $ 15,191,036 $ 366,768 15,557,804 $ 1,990,681 (154,737) 1,835,944 15.1% -29.7% 13.4% $ SOURCES $ 7,366,262 $ 7,366,262 $ 8,275,961 $ 8,275,961 $ 7,298,757 $ 7,298,757 $ 7,298,757 $ 7,298,757 $ 7,184,985 $ 7,184,985 $ (113,772) (113,772) -1.6% -1.6% $ SOURCES $ 28,821 $ 28,821 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 25,321 $ 25,321 $ 26,774 $ 26,774 $ 6,774 6,774 33.9% 33.9% $ SOURCES $ 66,947 $ 66,947 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 53,196 $ 53,196 $ 52,000 $ 52,000 $ (8,000) (8,000) -13.3% -13.3% $ SOURCES $ 1,556,848 $ 1,556,848 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ 1,492,538 $ 1,492,538 $ 1,750,000 $ 1,750,000 $ - 0.0% 0.0% $ SOURCES $ 1,592,007 $ 1,592,007 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 1,482,424 $ 1,482,424 $ 1,482,444 $ 1,482,444 $ - 0.0% 0.0% $ SOURCES $ 11,387,014 $ 11,387,014 $ 10,982,350 $ 10,982,350 $ 10,982,350 $ 10,982,350 $ 11,127,773 $ 11,127,773 $ 11,250,326 $ 11,250,326 $ 267,976 267,976 2.4% 2.4% $ SOURCES $ 356,547 $ 356,547 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 337,730 $ 337,730 $ 300,873 $ 300,873 $ 100,873 100,873 50.4% 50.4% $ SOURCES $ 27,197,002 $ 27,197,002 $ 31,055,228 $ 31,055,228 $ 31,055,228 $ 31,055,228 $ 29,442,985 $ 29,442,985 $ 30,509,852 $ 30,509,852 $ (545,376) (545,376) -1.8% -1.8% $ SOURCES $ 221,029 $ 221,029 $ 256,581 $ 256,581 $ 256,581 $ 256,581 $ 148,150 $ 148,150 $ 226,100 $ 226,100 $ (30,481) (30,481) -11.9% -11.9% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 61,052,673 $ - $ 61,052,673 $ 66,757,387 $ - $ 66,757,387 $ 66,305,715 $ 521,505 $ 66,827,220 $ 64,141,605 $ 506,505 $ 64,648,110 $ 67,974,390 $ 366,768 $ 68,341,158 $ 1,668,675 (154,737) 1,513,938 2.5% -29.7% 2.3% 801 Maricopa County Annual Business Strategies FY 2016 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 USES 251 SHERIFF GRANTS OPERATING FUND TOTAL USES 203 SHERIFF DONATIONS OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 206 OFFICER SAFETY EQUIPMENT OPERATING FUND TOTAL USES 212 SHERIFF RICO OPERATING FUND TOTAL USES 214 SHERIFF JAIL ENHANCEMENT OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 252 INMATE SERVICES OPERATING FUND TOTAL USES 254 INMATE HEALTH SERVICES OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 255 DETENTION OPERATIONS OPERATING MCSO IVR JAIL KITCHEN EQUIPMENT KITCHEN INSTALLATION MCSO JUDGMENT ORDER NON RECURRING NON RECURRING NON PROJECT JAIL WAGON VEHICLES LAUNDRY EQUIPMENT FUND TOTAL USES 258 SHERIFF TOWING AND IMPOUND OPERATING FUND TOTAL USES FY 2014 ACTUAL $ FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED $ - $ 88,124,661 3,000,484 3,398,849 94,523,994 $ 8,310,737 $ 90,500,556 850,000 146,847 247,978 5,000,000 4,200,000 676,000 109,932,118 $ 8,477,622 $ 95,608,253 850,000 146,847 247,978 5,000,000 5,717,163 521,505 676,000 117,245,368 $ $ $ 7,680,605 $ 7,680,605 $ 8,275,961 $ 8,275,961 $ 7,298,757 $ 7,298,757 $ 7,298,757 $ 7,298,757 $ 7,184,985 $ 7,184,985 $ $ $ - $ - $ 20,000 $ 100,000 120,000 $ 20,000 $ 100,000 120,000 $ 2,220 $ 100,000 102,220 $ 26,774 $ 26,774 $ $ $ - $ - $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ - $ - $ 52,000 $ 52,000 $ 8,000 8,000 13.3% 13.3% $ $ 1,553,229 $ 1,553,229 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ 1,750,000 $ 1,488,547 $ 1,488,547 $ 1,750,000 $ 1,750,000 $ - 0.0% 0.0% $ $ 725,524 $ 725,524 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 900,000 2,382,444 $ 1,482,444 $ 1,236,498 2,718,942 $ (1,236,498) (1,236,498) 0.0% N/A -83.4% $ $ 10,484,148 $ 10,484,148 $ 10,982,350 $ 10,982,350 $ 10,982,350 $ 10,982,350 $ 10,901,855 $ 10,901,855 $ 11,250,326 $ 11,250,326 $ (267,976) (267,976) -2.4% -2.4% $ 146,232 $ 146,232 $ 200,000 $ 140,000 340,000 $ 200,000 $ 140,000 340,000 $ 184,000 $ 390,000 574,000 $ 300,873 $ 300,000 600,873 $ $ 194,645,842 $ 1,051,243 195,697,085 $ 205,492,876 $ 905,000 300,000 340,000 140,000 350,000 207,527,876 $ 208,342,561 $ 905,000 300,000 340,000 356,912 140,000 350,000 210,734,473 $ $ $ 80,884 $ 80,884 $ 208,103 $ 208,103 $ 208,103 $ 208,103 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 303,441,125 $ 7,450,576 $ 310,891,701 $ 327,283,027 $ 13,395,825 $ 340,678,852 $ 334,430,090 $ 15,791,405 $ 350,221,495 $ $ $ 802 11,940,100 $ 14,510,847 $ 87,447,111 98,849,320 765,979 18,267 247,978 5,000,000 1,512,246 366,768 676,000 106,683,703 $ 114,650,913 $ REVISED VS ADOPTED VAR % 202,175,282 $ 212,498,230 $ 905,000 300,000 340,000 340,000 213,207 140,000 350,000 397,000 203,518,489 $ 214,140,230 $ (6,033,225) (3,241,067) 850,000 146,847 5,000,000 5,717,163 154,737 2,594,455 113,772 113,772 (6,774) 100,000 93,226 -71.2% -3.4% 100.0% 100.0% 0.0% 100.0% 100.0% 29.7% 0.0% 2.2% 1.6% 1.6% -33.9% 100.0% 77.7% (100,873) -50.4% (160,000) -114.3% (260,873) -76.7% (4,155,669) (40,000) 340,000 356,912 140,000 (47,000) (3,405,757) -2.0% 0.0% -13.3% 100.0% 100.0% N/A 100.0% -13.4% -1.6% 226,100 $ 226,100 $ (17,997) (17,997) -8.6% -8.6% 323,084,742 $ 348,131,899 $ 10,029,699 $ 4,469,244 $ 333,114,441 $ 352,601,143 $ (13,701,809) 11,322,161 (2,379,648) -4.1% 71.7% -0.7% 164,426 $ 164,426 $ Maricopa County Annual Business Strategies FY 2016 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 OR STATUTORY 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 2015 ADOPTED FY 2014 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VAR % VARIANCE 55.00 36.00 15.00 221.00 327.00 60.00 35.00 16.00 241.00 352.00 57.00 37.00 16.00 239.00 349.00 57.00 37.00 16.00 239.00 349.00 58.00 37.00 16.00 238.00 349.00 1.00 (1.00) - 1.8% 0.0% 0.0% (0.4%) 0.0% 20.00 1,492.00 35.00 350.00 7.00 224.00 16.00 16.00 35.00 2,195.00 24.00 1,559.00 39.00 350.00 7.00 272.00 23.00 17.00 34.00 2,325.00 24.00 1,544.00 39.00 346.00 7.00 272.00 20.00 19.00 37.00 2,308.00 24.00 1,544.00 39.00 346.00 7.00 272.00 20.00 19.00 37.00 2,308.00 24.00 1,551.00 39.00 353.00 7.00 278.00 20.00 19.00 40.00 2,331.00 7.00 7.00 6.00 3.00 23.00 0.0% 0.5% 0.0% 2.0% 0.0% 2.2% 0.0% 0.0% 8.1% 1.0% 20.00 47.00 10.00 53.00 17.00 4.00 151.00 20.00 1.00 53.00 9.00 57.00 17.00 5.00 162.00 19.00 2.00 48.00 12.00 60.00 15.00 4.00 160.00 19.00 2.00 48.00 10.00 60.00 15.00 4.00 158.00 19.00 2.00 47.00 9.00 60.00 15.00 4.00 156.00 (1.00) (3.00) (4.00) 0.0% 0.0% (2.1%) (25.0%) 0.0% 0.0% 0.0% (2.5%) 10.00 48.00 54.00 149.00 352.00 1.00 33.00 36.00 683.00 13.00 58.00 33.00 178.00 386.00 1.00 32.00 34.00 735.00 13.00 57.00 22.00 191.00 411.00 1.00 36.00 34.00 765.00 13.00 58.00 22.00 191.00 411.00 1.00 36.00 34.00 766.00 12.00 59.00 22.00 191.00 414.00 1.00 36.00 34.00 769.00 (1.00) 2.00 3.00 4.00 (7.7%) 3.5% 0.0% 0.0% 0.7% 0.0% 0.0% 0.0% 0.5% 42.00 42.00 44.00 44.00 44.00 44.00 44.00 44.00 44.00 44.00 - 0.0% 0.0% - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 22.00 40.00 40.00 9.00 6.00 117.00 32.75 19.00 41.00 17.00 9.00 8.00 7.00 133.75 29.75 23.00 46.00 13.00 12.00 28.00 7.00 158.75 29.75 23.00 46.00 13.00 12.00 29.00 7.00 159.75 29.75 23.00 46.00 13.00 12.00 26.00 7.00 156.75 (2.00) (2.00) 0.0% 0.0% 0.0% 0.0% 0.0% (7.1%) 0.0% (1.3%) 26.00 13.00 6.00 4.00 14.00 63.00 3,578.00 26.00 13.00 6.00 4.00 15.00 64.00 3,816.75 26.00 18.00 5.00 4.00 10.00 63.00 3,848.75 26.00 18.00 5.00 4.00 10.00 63.00 3,848.75 25.00 19.00 6.00 4.00 10.00 64.00 3,870.75 (1.00) 1.00 1.00 1.00 22.00 (3.8%) 5.6% 20.0% 0.0% 0.0% 1.6% 0.6% 803 Maricopa County Annual Business Strategies FY 2016 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 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 Environmental Specialist Equipment Operator 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 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 FY 2014 ADOPTED 4.00 11.00 1.00 20.00 2.00 4.00 6.00 1.00 1.00 1.00 1.00 4.00 2.00 4.00 1.00 1.00 1.00 3.00 4.00 4.00 8.00 9.00 3.00 5.00 4.00 1.00 1,894.00 13.00 65.00 203.00 1.00 17.00 14.00 2.00 1.00 1.00 4.00 29.00 6.00 4.00 2.00 1.00 2.00 4.00 1.00 1.00 1.00 16.00 3.00 14.00 10.00 1.00 1.00 12.00 1.00 37.00 5.00 1.00 1.00 1.00 FY 2015 ADOPTED 5.00 13.00 22.00 2.00 4.00 5.00 1.00 4.00 1.00 1.00 4.00 4.00 4.00 1.00 1.00 1.00 3.00 4.00 4.00 1.00 8.00 10.00 3.00 4.00 1.00 5.00 33.00 4.00 1.00 1,975.00 13.00 70.00 203.00 1.00 1.00 20.00 14.00 2.00 1.00 1.00 7.00 35.00 6.00 4.00 23.00 1.00 2.00 4.75 1.00 4.00 2.00 1.00 16.00 3.00 14.00 38.00 1.00 1.00 11.00 2.00 1.00 1.00 1.00 2.00 804 FY 2015 FY 2015 REVISED FORECAST 6.00 6.00 12.00 12.00 21.00 22.00 1.00 1.00 5.00 4.00 6.00 6.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 4.00 4.00 4.00 4.00 9.00 9.00 10.00 10.00 3.00 3.00 5.00 5.00 1.00 1.00 5.00 5.00 33.00 33.00 3.00 3.00 1.00 1.00 1,967.00 1,967.00 13.00 13.00 71.00 71.00 208.00 208.00 1.00 1.00 1.00 1.00 20.00 20.00 14.00 14.00 2.00 2.00 1.00 1.00 1.00 7.00 7.00 35.00 35.00 6.00 6.00 2.00 2.00 20.00 20.00 1.00 1.00 2.00 2.00 4.75 4.75 1.00 1.00 4.00 4.00 2.00 2.00 16.00 16.00 3.00 3.00 14.00 14.00 37.00 37.00 1.00 1.00 1.00 1.00 11.00 11.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 2.00 2.00 REVISED TO ADOPTED FY 2016 ADOPTED VARIANCE VAR % 6.00 0.0% 12.00 0.0% N/A 20.00 (1.00) (4.8%) 1.00 0.0% 4.00 (1.00) (20.0%) 6.00 0.0% 1.00 0.0% 4.00 0.0% 1.00 0.0% 1.00 0.0% 4.00 0.0% 4.00 0.0% 4.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 0.0% 4.00 0.0% 4.00 0.0% N/A 9.00 0.0% 10.00 0.0% 3.00 0.0% 9.00 4.00 80.0% 1.00 0.0% 5.00 0.0% 33.00 0.0% N/A 3.00 0.0% 1.00 0.0% 1,977.00 10.00 0.5% 13.00 0.0% 71.00 0.0% 208.00 0.0% 1.00 0.0% 1.00 0.0% 20.00 0.0% 14.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 1.00 N/A 7.00 0.0% 35.00 0.0% 6.00 0.0% 2.00 0.0% 21.00 1.00 5.0% 1.00 0.0% 2.00 0.0% 4.75 0.0% 1.00 0.0% 4.00 0.0% 2.00 0.0% N/A 16.00 0.0% 3.00 0.0% 14.00 0.0% 37.00 0.0% 1.00 0.0% 1.00 0.0% 11.00 0.0% 2.00 0.0% 2.00 0.0% N/A 1.00 0.0% 1.00 0.0% 2.00 0.0% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Market Range Title (continued) MARKET RANGE TITLE Help Desk Coordinator Help Desk Coordinator - Sr/Ld Human Resources Analyst Human Resources Manager Human Resources Specialist Human Resources Support Supv Inmate Class Spec Supv Inmate Classification Spec Internal Auditor Internal Auditor Senior – Specialized Investigator IT Division Manager IT Program Manager IT Senior Manager IT Services Supv Justice System Clerk Justice System Clerk Lead Justice System Clerk Senior Justice System Clerk Supervisor 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 Library Small Branch Manager Licensed Practical Nurse Management Analyst Management Assistant Mechanic - Aviation Mechanic Supervisor - Aviation Mental Health Professional Supervisor 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 Programmer/Analyst Programmer/Analyst - Senior/Lead Property & Evidence Custodian Psychologist Security Officer Sheriff Record Specialist Sheriff Record Specialist Lead Sheriff Record Specialist Supv Sheriff's Executive Chief of Admn Sheriff's Inmate Prog/Svcs Mgr Social Worker Social Worker Supervisor FY 2014 ADOPTED 3.00 2.00 8.00 2.00 1.00 1.00 1.00 2.00 2.00 63.00 7.00 4.00 22.00 30.00 550.00 88.00 12.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 56.00 27.00 3.00 1.00 4.00 3.00 5.00 4.00 3.00 3.00 1.00 5.00 1.00 3.00 5.00 4.00 5.00 2.00 49.00 3.00 8.00 44.00 11.00 FY 2015 ADOPTED 3.00 1.00 1.00 2.00 7.00 2.00 1.00 1.00 3.00 1.00 2.00 63.00 10.00 4.00 1.00 4.00 23.00 34.00 578.00 104.00 19.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 1.00 54.00 30.00 3.00 1.00 4.00 2.00 5.00 4.00 3.00 4.00 1.00 5.00 1.00 3.00 6.00 4.00 6.00 1.00 2.00 51.00 3.00 8.00 1.00 48.00 11.00 805 FY 2015 FY 2015 REVISED FORECAST 3.00 3.00 1.00 1.00 1.00 1.00 2.00 2.00 6.00 7.00 2.00 2.00 8.00 8.00 42.00 42.00 3.00 3.00 1.00 1.00 3.00 3.00 1.00 1.00 2.00 2.00 94.00 94.00 13.00 13.00 20.00 20.00 12.00 12.00 1.00 1.00 4.00 4.00 23.00 23.00 37.00 37.00 586.00 586.00 127.00 127.00 22.00 22.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 47.00 47.00 35.00 35.00 3.00 3.00 1.00 1.00 5.00 5.00 3.00 3.00 5.00 5.00 4.00 4.00 3.00 3.00 4.00 4.00 1.00 1.00 5.00 5.00 1.00 1.00 2.00 2.00 6.00 6.00 4.00 4.00 6.00 6.00 2.00 2.00 1.00 1.00 1.00 1.00 7.00 7.00 - FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 3.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 7.00 1.00 16.7% 2.00 0.0% (8.00) (100.0%) (42.00) (100.0%) N/A 3.00 0.0% N/A 1.00 0.0% 3.00 0.0% 1.00 0.0% 2.00 0.0% 101.00 7.00 7.4% 13.00 0.0% 20.00 0.0% 12.00 0.0% 1.00 0.0% 4.00 0.0% 23.00 0.0% 37.00 0.0% 588.00 2.00 0.3% 127.00 0.0% 22.00 0.0% 1.00 0.0% N/A 1.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 47.00 0.0% 35.00 0.0% 3.00 0.0% 1.00 0.0% 5.00 0.0% 3.00 0.0% 5.00 0.0% 4.00 0.0% 3.00 0.0% 4.00 0.0% 1.00 0.0% 5.00 0.0% 1.00 0.0% 2.00 0.0% 6.00 0.0% 4.00 0.0% 6.00 0.0% N/A 2.00 0.0% N/A N/A N/A 1.00 0.0% 1.00 0.0% 49.00 42.00 600.0% 8.00 8.00 N/A Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Market Range Title (continued) MARKET RANGE TITLE 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 Specialist Lead Warehouse/Inventory Supervisor Web Designer/Developer Department Total FY 2014 ADOPTED 1.00 1.00 3.00 5.00 2.00 1.00 3.00 7.00 1.00 18.00 1.00 2.00 3,578.00 FY 2015 ADOPTED 1.00 1.00 3.00 5.00 2.00 1.00 2.00 3.00 2.00 1.00 21.00 1.00 3,816.75 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 2.00 2.00 3.00 3.00 5.00 5.00 2.00 2.00 5.00 3.00 2.00 2.00 1.00 1.00 2.00 2.00 1.00 1.00 21.00 21.00 1.00 1.00 1.00 1.00 3,848.75 3,848.75 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 2.00 0.0% 3.00 0.0% 5.00 0.0% 2.00 0.0% 1.00 (4.00) (80.0%) 2.00 0.0% 3.00 2.00 200.0% 2.00 0.0% 1.00 0.0% 21.00 0.0% 1.00 0.0% 1.00 0.0% N/A 3,870.75 22.00 0.6% FY 2014 ADOPTED 1,044.00 24.00 118.00 2,390.00 2.00 3,578.00 FY 2015 ADOPTED 1,129.75 27.00 135.00 2,523.00 2.00 3,816.75 FY 2015 FY 2015 REVISED FORECAST 1,174.75 1,174.75 27.00 27.00 134.00 134.00 2,511.00 2,511.00 2.00 2.00 3,848.75 3,848.75 FY 2016 REVISED TO ADOPTED VARIANCE VAR % ADOPTED 1,174.75 0.0% 27.00 0.0% 0.0% 134.00 2,533.00 0.9% 22.00 0.0% 2.00 3,870.75 22.00 0.6% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 251 SHERIFF GRANTS 252 INMATE SERVICES 255 DETENTION OPERATIONS 258 SHERIFF TOWING AND IMPOUND Department Total Significant Variance Analysis The Sheriff’s Office will increase their staff by 22.00 FTE in FY 2016. In the Detention Fund (255), 4.0 FTE Criminal Intelligence Analyst were added to Jail Intelligence due to an increase in the workload caused by the new video visitation system. 8.0 Detention Officers were added to the Inmate Medical Transport. These positions will not have an impact on the Sheriff’s Office budget as these costs will be allocated to Correctional Health Services. 1.0 FTE Equipment Operator and 2.0 FTE Detention Officers have been added but will not have an impact on the budget as supplies and services have been reduced to fund these positions. A total of 7.0 FTE Justice System Clerks will be added for SIMS (3.0 FTE), Victim Notification Unit (3.0 FTE) and Sexually Violent Person Unit (1.0 FTE). General Adjustments Personnel: • FY 2016 personnel expenditures increased due to the annualization of County performance pay and market adjustments in FY 2015. Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $4,343,344 for the impact of the changes in retirement contribution rates. • Increase expenditure budget by $578,759 for an additional increase in overtime pay. • Increase expenditure budget by $170,432 for sexually violent person unfunded mandate from the Department of Public Safety (DPS). • Increase expenditure budget by $1,309,734 for requested overtime adjustment. • Increase expenditure budget by $342,268 for an additional eight (8) hours in FY 2016. • Increase expenditure budget by $418,418 for a requested pay rate reconciliation. • Decrease expenditure budget by $502,549 for the decrease in the cost of fuel. 806 Maricopa County Annual Business Strategies FY 2016 Adopted Budget • • • • • • • • • • • Department Strategic Plans and Budgets Sheriff Increase expenditure budget by $364,417 for and increase in IT repairs and maintenance. Decrease expenditure budget by $1,842,749 for a reduction in capital equipment. Increase expenditure budget by $117,256 for and increase in the cost of mobile data computing broadband access. Increase expenditure budget by $634,117 for the shortfall in grants. Increase expenditure budget by $476,372 for other base adjustments. Increase Internal Services Charges by $378,796 for the impact of the changes in risk management charges. Increase expenditure budget by $39,144 for the increase in personnel additions and related costs. Increase Personnel Savings by $3,137,878. In FY 2016, personnel savings has been budgeted at 6.98% from a requested rate of 4.46% for General Fund Operating. Increase revenue by $1,547,403 due to an increase in the cost of reimbursement from law enforcement contracts with cities and towns. Increase budget by $990,479 for the net administrative costs and dispatch allocation between General and Detention Fund. Increase Regular Benefits by $1,126,872 for the impact of the changes in health and dental premium rates. General Fund (100) MCSO Judgment Order Operating • Increase Regular Benefits by $408,729 for the impact of the changes in retirement contribution rates. • Increase expenditure budget by $311,285 for an additional increase in overtime pay. • Decrease expenditure budget by $315,128 for a requested pay rate reconciliation. • Increase expenditure budget by $1,230,513 for a requested increase in overtime. • Increase expenditure budget by $514,260 for the increase in the cost of maintenance for body cameras. • Decrease expenditure budget by $470,868 for decrease in other base adjustments. • Increase expenditure budget by $16,329 for an increase in personnel rate changes and related costs. • Increase Personnel Savings by $254,192. In FY 2016, personnel savings has been budgeted at 2.48% from a requested rate of 0% for General Fund MCSO Judgment Order Operating. • Reallocate $470,689 for 4.0 FTE Early Intervention System Staff from General Fund Operating to Melendres Operating. • Increase Regular Benefits by $78,960 for the impact of the changes in health and dental premium rates. Sheriff Grants Fund (251) Operating • Increase Regular Benefits by $84,264 for the impact of changes in retirement contribution rates. • Decrease Internal Service Charges by $14,911 for the impact of the changes in risk management charges. • Decrease revenue by $113,772 and expenditures by $183,125 to reflect a reduction in grant awards for FY 2016. Inmate Services Fund (252) Operating • Increase Regular Benefits by $36,650 for the impact of changes in retirement contribution rates. • Decrease Internal Service Charges by $11,801 for the impact of the changes in risk management charges. 807 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget • • Increase revenue by $267,976 due to an increase in charges for services and interest for inmates. Increase expenditures by $243,127 due to a net increase in personnel services. Inmate Health Services Fund (254) Operating • Increase revenue by $100,873 due to an increase in the collection of co-pays from inmates. • Increase expenditures by $100,873 due to an increase in medical supplies for inmates. Detention Fund (255) Operating • Increase Regular Benefits by $2,917,903 for the impact of the changes in retirement contribution rates. • Increase expenditure budget by $137,906 for an additional increase in overtime pay. • Increase expenditure budget by $2,499,608 for the increase in overtime adjustment. • Decrease expenditure budget by $204,084 for a requested Pay Rate reconciliation. • Increase expenditure budget by $544,529 for an increase in other base adjustments. • Increase Internal Service Charges by $26,530 for the impact of the changes in risk management charges. • Increase Personnel Savings by $5,516,645. In FY 2016, personnel savings has been budgeted at 8.98% from a requested rate of 5.93%. • Decrease expenditures by $990,479 for administrative cost and dispatch allocation between General Fund and Detention Fund. • Decrease revenue by $545,376 based on FY 2015 Forecast for housing and booking fees received from cities and towns. • Increase Regular Benefits by $2,525,592 for the impact of the changes in health and dental premium rates. 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 2014 ACTUAL 98.7% FY 2015 FY 2015 REVISED FORECAST 91.0% 97.2% FY 2016 ADOPTED 98.6% REV VS ADOPTED VAR % 7.7% 8.4% 71.3% 74.7% 73.7% 74.0% (0.7%) -0.9% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this Program include: • Civil Process • Court Security • • 808 Extraditions Inmate Transport Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget Civil Process Activity The purpose of the Civil Process Activity is to provide court orders, court process documents and other court directives, license application approvals, pawn shop inspections, tax collections and seized property sales to county residents so they can receive court and judicial documents and be in compliance with statutory requirements. Mandates: Mandated. 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 2014 ACTUAL 71.3% $ 20,625 29,860 222.37 100 - GENERAL TOTAL SOURCES $ $ 670,206 670,206 100 - GENERAL TOTAL USES $ 4,586,447 $ 4,586,447 FY 2015 FY 2015 REVISED FORECAST 74.7% 73.7% $ 21,896 32,032 280.23 $ $ 635,000 635,000 $ 23,696 32,732 214.99 $ $ 685,847 685,847 FY 2016 ADOPTED 74.0% $ 23,622 32,741 265.90 $ $ REV VS ADOPTED VAR % (0.7%) -0.9% $ 1,726 709 14.33 7.9% 2.2% 5.1% 695,000 695,000 $ $ 60,000 60,000 9.4% 9.4% $ 6,281,045 $ 6,281,045 $ $ (145,064) (145,064) -2.4% -2.4% Expenditure $ 6,135,981 $ 6,135,981 $ 5,094,291 $ 5,094,291 Activity Narrative: The Judicial Enforcement Division will be carrying forward one-time funding for the purchase of a new Records Management System Module. This module will be a component to the Computer Aided Dispatch (CAD) system purchased by the County. 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 2016 when compared to FY 2015 Revised, based on FY 2015 Forecast. Base Adjustment: General Fund (100) Records Management • Carry forward 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: Mandated. A.R.S. §11-441 establishes that the Sheriff’s Office is responsible to suppress breaches of peace. A.R.S. §11-441 also states the Sheriff’s Office shall attend all courts where an element of danger is anticipated. Measure Type Result Output 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 ACTUAL 100.0% $ 1,477 512 6,964.93 $ 3,566,043 $ 3,566,043 FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% $ 1,478 512 8,083.09 $ 4,138,542 $ 4,138,542 809 $ 1,170 481 8,195.67 $ 3,942,116 $ 3,942,116 FY 2016 ADOPTED 100.0% 1,460 500 8,744.65 $ 4,372,325 $ 4,372,325 $ REV VS ADOPTED VAR % 0.0% 0.0% $ (18) (12) (661.56) -1.2% -2.3% -8.2% $ $ (233,783) (233,783) -5.6% -5.6% Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activity Narrative: The output for the number of court arrests/removals is expected to decrease in FY 2016, when compared to FY15 Revised, as a decrease in high-profile cases is anticipated in FY 2016. 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: Mandated. A.R.S. Title 13, Chapter 38, Article 5 (§§13-3841 through 13-3870.02) establishes the rules for and conditions under which a law enforcement agency is required to facilitate extraditions from other jurisdictions. Measure Type Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of subjects returned within court requested time frame Number subjects returned Number requests for return of subjects Total activity expenditure per subject returned 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES FY 2014 ACTUAL 100.0% $ 556 556 3,608.65 2,035 2,004,372 $ 2,006,407 $ FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% $ 532 532 3,646.65 7,260 1,932,759 $ 1,940,019 $ $ $ 525 525 3,609.98 6,152 1,889,090 $ 1,895,242 REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 100.0% $ $ 552 552 4,327.26 7,260 2,381,386 $ 2,388,646 $ $ $ 20 20 (680.60) 3.8% 3.8% -18.7% (448,627) (448,627) 0.0% -23.2% -23.1% Activity Narrative: MCSO purchased a new aircraft that became operational in January 2015. With the new aircraft, the Extraditions Unit will be able decrease the use of private transport companies for the return of prisoners to Maricopa County. Expenditures are expected to increase in FY 2016 due to an increase in travel needed to meet the increase in demand for the number requests for return of subjects. Note: The aircraft was purchased in the Aviation Activity. Base Adjustments: Detention Fund (255) Operating • Increase expenditure budget by $233,788 for the increase in Extradition travel. Inmate Transport Activity The purpose of the Inmate Transport Activity is to provide confined and secured prisoner/inmate transportation, primarily to court, to prisoners and inmates so they can arrive at scheduled destination points without incident. Mandates: Mandated. 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. 810 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2015 FY 2015 REVISED FORECAST 91.0% 97.2% FY 2014 ACTUAL 98.7% $ 141,918 144,280 98.11 $ 143,756 145,996 106.92 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ 139,735 142,694 111.12 - $ $ 28,336 28,336 $ $ 9,763 13,913,158 $ 13,922,921 $ 28,336 30,375 15,311,360 $ 15,370,071 $ FY 2016 ADOPTED 98.6% REV VS ADOPTED VAR % 8.4% 7.7% $ (1,553) (2,087) (9.45) -1.1% -1.4% -8.8% 25,000 25,000 $ $ (3,336) (3,336) -11.8% -11.8% 25,000 30,375 16,492,163 $ 16,547,538 $ 3,336 (1,180,803) $ (1,177,467) 11.8% 0.0% -7.7% -7.7% $ 142,203 143,909 116.37 85,003 85,003 $ $ 56,138 66,264 15,404,582 $ 15,526,984 $ Expenditure $ Activity Narrative: The Jail Wagon Program became a permanent program in FY 2015. This program has helped reduce the amount of time law enforcement staff spend booking defendants into jail. In FY 2016, a decrease is expected in the demand for the number of inmates required to be in court, and the output for the number of inmates transported, when compared to FY 2015 Revised, due to a decrease in the average daily population in FY 2015. Expenditures are increasing due to an increase in overtime and general supplies, based on FY 2015 Forecast. 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: Mandated. 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. 811 Maricopa County Annual Business Strategies FY 2016 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 three years on any charge 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 75.1% 75.0% FY 2016 ADOPTED 75.0% REV VS ADOPTED VAR % (0.1%) -0.1% N/A N/A N/A 65.8% N/A N/A 3.5% 5.7% 4.7% 8.0% 2.3% 40.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% 25.8% 46.3% 48.0% 51.6% 5.3% 11.5% N/A 100.0% 100.0% 100.0% 0.0% 0.0% 10.8% 99.8% 10.0% 99.7% 13.1% 99.9% 12.0% 100.0% 2.0% 0.3% 20.3% 0.3% 0.6% 0.7% 0.7% 0.8% 0.1% 14.6% 100.0% 99.9% 51.4% 99.9% 0.0% 0.0% 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. 812 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Output Output Demand Expenditure Ratio Revenue Measure Description Percent of inmate canteen and optional services revenue expended on inmate benefit and welfare programs Number of inmate services dollars expended on inmate benefit and welfare programs Number of inmate canteen packages delivered Number of dollars collected from inmate canteen and services operations Number of orders for inmate canteen packages Total activity expenditure per inmate canteen dollar generated FY 2014 ACTUAL 25.8% $ FY 2015 FY 2015 REVISED FORECAST 46.3% 48.0% FY 2016 ADOPTED 51.6% REV VS ADOPTED VAR % 5.3% 11.5% 4,987,262 5,101,134 5,396,926 5,396,926 295,792 5.8% 305,847 359,644 412,497 412,498 52,854 14.7% 11,661,790 11,459,500 11,498,890 11,403,400 (56,100) -0.5% 305,847 359,644 412,498 412,498 52,854 14.7% 0.36 $ 0.35 $ 0.38 $ 0.39 $ 252 - INMATE SERVICES 254 - INMATE HEALTH SERVICES TOTAL SOURCES $ 11,382,817 $ 11,382,817 $ 10,959,504 200,000 $ 11,159,504 $ 11,100,226 337,730 $ 11,437,956 $ 11,203,398 300,873 $ 11,504,271 $ 252 - INMATE SERVICES 254 - INMATE HEALTH SERVICES TOTAL USES $ 4,200,848 $ 4,200,848 $ 3,771,843 200,000 $ 3,971,843 $ 4,225,635 184,000 $ 4,409,635 $ 3,878,546 600,873 $ 4,479,419 $ $ (0.05) 243,894 100,873 344,767 -13.3% 2.2% 50.4% 3.1% Expenditure $ (106,703) (400,873) (507,576) -2.8% -200.4% -12.8% Activity Narrative: Expenditures are expected to increase in FY 2016 due an increase need in patient medical equipment such as wheelchairs, infirmary beds and stretchers. The demand for the number of orders for inmate canteen packages is expected to remain at the same amount as in FY 2015 Forecast. Base Adjustments: Inmate Health Services Fund (254) Non Recurring Non Project • One-time funding of $52,100 for the purchase of exam tables, cots and stretchers. • One-time funding of $40,950 for the purchase of wheelchairs. • One-time funding of $74,000 for the purchase of diagnostic equipment. • One-time funding of $850 for the purchase of privacy screens. • One-time funding of $125,500 for the purchase of infirmary beds and mattresses. • One-time funding of $6,600 for the purchase of refrigerator/freezer. 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: Mandated. This Activity supports the mandate of the Sheriff’s Office under A.R.S. §§11-441 and 31-121, which require the Sheriff’s Office to be responsible for County jails and inmate detention. 813 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 99.8% FY 2015 REVISED 99.7% FY 2015 FORECAST 99.9% REV VS ADOPTED VAR % 0.3% 0.3% FY 2016 ADOPTED 100.0% 9,922,935 3,137,971 N/A 9,949,862 3,101,560 33,628 9,442,038 3,060,503 33,686 9,376,904 3,036,187 33,686 (572,958) (65,373) 58 -5.8% -2.1% 0.2% 8,161 8,245 8,076 8,118 (127) -1.5% N/A $ 3,265.65 $ $ 3,083.97 $ $ 3,430.00 $ (164.35) -5.0% $ (567,376) (567,376) 0.0% N/A -1.8% -1.7% $ (1,236,498) (45,359) (4,443,822) $ (5,725,679) -106.5% -3.9% N/A -4.1% -5.2% 214 - SHERIFF JAIL ENHANCEMENT 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL SOURCES 1,592,007 355,332 27,157,689 $ 29,105,028 1,482,444 31,037,228 $ 32,519,672 1,482,424 29,419,254 $ 30,901,678 1,482,444 30,469,852 $ 31,952,296 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ $ $ 1,905,207 1,079,913 100,901,598 $103,886,718 $ $ $ $ Expenditure 450,999 1,004,955 146,232 104,152,568 $105,754,754 1,160,797 1,171,698 107,484,720 $109,817,215 2,397,295 1,217,057 111,928,542 $115,542,894 Activity Narrative: The jail population is decreasing causing a decline in meals served and pounds of items laundered. Also, the output for number of meals served is expected to decrease in FY 2016 as meals to juveniles will no longer be provided by MCSO. Expenditures are expected to increase due to one-time funding for jail kitchen and laundry equipment. Base Adjustments: Sheriff Jail Enhancement Fund (214) Non Recurring Non Project • One-time funding of $1,236,498 for capital improvements for Graves v. Arpaio. Detention Fund (255) Operating • Increase expenditure budget by $626,425 for an increase in laundry and janitorial supplies. • Increase expenditure budget by $154,492 for an increase in food services. Detention Fund (255) Laundry Equipment • One-time funding of $397,000 for the purchase of air compressor, sorting bins, conveyors, rails and life system for the jails. Detention Fund (255) Jail Kitchen Equipment • One-time funding of $340,000 for the purchase of food service chuckwagons, food service trays and tray wash dish machines. Inmate Education Activity The purpose of the Inmate Education Activity is to provide general education and special education classes to qualifying jailed juvenile and adult inmates so they can complete required hours to earn their GEDs or diplomas. Mandates: Mandated. 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. 814 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Output Demand Demand Expenditure Ratio Revenue Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of adult inmate participants who 3.5% 5.7% 4.7% 8.0% 2.3% 40.0% receive GEDs Number of inmates participating in education 1,406 1,336 1,125 1,320 (16) -1.2% classes Number of adult inmates that participate in N/A 1,400 1,408 1,400 0.0% GED classes Number of inmates for which education 1,453 1,348 1,296 1,284 (64) -4.7% classes are mandated Number of qualifying inmates participating in 536 540 405 544 4 0.7% mandatory special education classes Total activity expenditure per inmate education $ 1,117.14 $ 1,676.64 $ 1,669.06 $ 1,732.58 $ (55.94) -3.3% participant 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 250,072 250,072 $ $ 251 - SHERIFF GRANTS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 329,672 329,672 $ $ 287,350 1,273,536 9,813 $ 1,570,699 $ 502,655 502,655 $ $ 329,672 1,905,867 4,452 $ 2,239,991 $ 354,054 354,054 $ $ 24,382 24,382 342,346 1,533,489 1,855 $ 1,877,690 $ 339,930 1,947,074 $ 2,287,004 $ (10,258) (41,207) 4,452 (47,013) 7.4% 7.4% Expenditure $ -3.1% -2.2% 100.0% -2.1% Activity Narrative: The demand for the number of inmates for which education classes are mandated is expected to decrease in FY 2016, based on the FY 2015 Forecast. Revenues will be increasing by 7.4% when compared to FY 2015 Revised due to an increase in grant awards received for education. 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: Mandated. This Activity supports the mandate of the Sheriff’s Office under A.R.S. §§11441, 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. Measure Type Result Result Output Output 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 prisoners refused for booking Total number of inmates processed into (assigned to housing) and out of the jails (inmate releases) Number of inmate ten prints taken 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 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 99.9% 51.4% 100.0% 107,765 FY 2016 ADOPTED 99.9% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 107,368 100.0% 104,275 100.0% 107,269 0.0% (99) 0.0% -0.1% 16 213,872 28 209,007 16 214,288 416 0.0% 0.2% N/A 107,765 107,775 N/A $ N/A 107,468 108,604 102.14 $ N/A 104,275 104,732 100.90 $ 107,269 107,269 107,019 106.97 336,707 16,651 353,358 $ 189,330 18,000 207,330 $ 420,758 23,731 444,489 $ 284,200 20,000 304,200 $ 221,288 21,968 19,684,084 $ 19,927,340 $ 189,330 61,914 21,594,677 $ 21,845,921 $ 247,019 40,215 20,801,503 $ 21,088,737 $ 288,210 61,914 22,572,479 $ 22,922,603 $ 25 N/A 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL SOURCES $ 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ $ $ $ $ $ $ N/A (199) (1,585) (4.83) N/A -0.2% -1.5% -4.7% 94,870 2,000 96,870 50.1% 11.1% 46.7% Expenditure 815 (98,880) (977,802) $ (1,076,682) -52.2% 0.0% -4.5% -4.9% Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activity Narrative: The Sheriff Grants Fund is expected to increase in FY 2016 by 50.1% due to an increase in grant awards when compared to the FY 2015 Revised budget. The Detention Operations Fund will carry forward one time funding for 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. Expenditures are expected to increase in FY 2016 due to additional 7.0 FTE Justice System Clerks added to SIMS Unit, Victim Notification Unit and Sexually Violent Person Unit. Base Adjustment: Detention Fund (255) Operating • Increase expenditure budget by $119,698 for additional SIMS staff. • Increase expenditure budget by $119,698 for additional Victim Notification Unit staff. • Increase expenditure budget by $39,899 for additional Sexually Violent Person staff. Detention Fund (255) MCSO IVR • Carry forward 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. Measure Type Result Output Demand Expenditure Ratio Expenditure 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 255 - DETENTION OPERATIONS TOTAL USES FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% 640,606 924,490 665,480 929,356 REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 100.0% 645,278 1,010,331 648,613 953,857 (16,867) 24,501 -2.5% 2.6% $ 0.66 $ 0.66 $ 0.64 $ 0.68 $ (0.01) -2.0% $ $ 422,584 422,584 $ $ 441,379 441,379 $ $ 415,199 415,199 $ $ 438,683 438,683 $ $ 2,696 2,696 0.6% 0.6% Activity Narrative: As the gathering of data for this Activity improved significantly in FY 2015, 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 decrease in FY 2016, based on FY 2015 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: Mandated. This Activity supports the overall mandate of the Custody Management Program. 816 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Demand Demand Expenditure Ratio Revenue 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 FY 2015 FY 2015 REVISED FORECAST 10.0% 13.1% 8,098 8,010 FY 2014 ACTUAL 10.8% 8,059 $ 8,010 15,795 1,929.00 - $ $ 6,797 653,900 140,000 15,972,645 $ 16,773,342 $ $ 8,098 16,200 2,071.00 - $ $ 22,877 762,828 13,456,983 $ 14,242,688 $ $ 8,067 16,031 1,767.00 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ FY 2016 ADOPTED 12.0% 8,118 REV VS ADOPTED VAR % 2.0% 20.3% 20 0.2% $ 8,118 15,959 2,257.00 $ 20 (241) (186.00) - $ $ 209,585 209,585 $ $ 209,585 209,585 21,694 777,470 390,000 14,261,978 $ 15,451,142 $ 209,585 6,797 683,539 17,424,292 $ 18,324,213 $ 0.2% -1.5% -9.0% N/A N/A Expenditure (209,585) (29,639) 140,000 (1,451,647) $ (1,550,871) N/A 0.0% -4.5% 100.0% -9.1% -9.2% Activity Narrative: Expenditures are expected to increase in FY 2016, due an increase in overtime and general supplies needed to meet mandated services to inmates. MCSO is struggling in filling and retaining Detention Officer positions for the Medical Team, this shortage in detention staff is causing an increase in overtime. The Medical Team was implemented in FY 2015 due to additional detention staff supervision needed as a result of an increase in emergency room runs and other hospital/medical related transports, and inmates being held in standard room rather than the secure ward at the Maricopa Integrated Healthcare Systems (MIHS) that has closed. 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 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 8,943 8,560 11,037 10,286 1,726 20.2% 8,943 8,560 11,037 10,286 1,726 20.2% $ 182.29 $ 203.48 $ 159.87 $ 169.99 $ 33.49 16.5% 203 - SHERIFF DONATIONS 252 - INMATE SERVICES TOTAL SOURCES $ 28,001 28,001 $ 19,000 19,000 $ 24,748 34 24,782 $ 26,774 26,774 $ 7,774 7,774 40.9% N/A 40.9% 203 - SHERIFF DONATIONS 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES TOTAL USES $ 1,848 1,628,350 $ 1,630,198 $ 114,676 1,690 1,625,408 $ 1,741,774 $ 100,000 3,491 1,660,946 $ 1,764,437 $ 26,774 1,690 1,720,077 $ 1,748,541 $ 87,902 (94,669) (6,767) 76.7% 0.0% -5.8% -0.4% $ $ $ $ $ Expenditure $ Activity Narrative: The demand for the number of inmates eligible for skills training programs is expected to increase in FY 2016, when compared to FY 2015 Revised, as an increase in participants was seen in FY 2015. Expenditures in Sheriff Donations Fund (203) are decreasing in FY 2016 due to 817 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget the one-time funding for the purchase of new vehicles for the Maricopa Animal Safe Haven Unit (MASH) in FY 2015. Base Adjustment: Sheriff Donation Fund (203) Operating • Increased Revenue and Expenditures by $6,774 based on historical trends. 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 stay out of jail after they are released. Mandates: Discretionary. Measure Type Result Result Output 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 three years on any charge. Number of inmates that complete the Alpha program and graduate Number of qualifying Alpha participants Cost per Alpha program graduate FY 2014 ACTUAL N/A 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ FY 2015 FY 2015 REVISED FORECAST 75.1% 75.0% N/A N/A N/A N/A 225 252 N/A N/A N/A N/A - N/A N/A $ 40,664 40,664 $ $ 6,759 1,429,366 240 $ 1,436,365 $ $ $ - REV VS ADOPTED VAR % (0.1%) -0.1% FY 2016 ADOPTED 75.0% $ $ 65.8% N/A N/A 244 19 8.4% 1,548 6,070.95 N/A N/A N/A N/A 5,084 5,084 12.5% 12.5% 45,748 45,748 $ $ 46,816 6,759 1,390,611 37,126 $ 1,481,312 $ Expenditure 16,851 1,139,498 $ 1,156,349 $ 16,037 1,170,531 193 $ 1,186,761 $ $ (46,816) N/A 0.0% 38,755 2.7% (36,886) -15369.2% (44,947) -3.1% Activity Narrative: The measures for this activity are new for FY 2016 and historical data is not available for comparison. 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: Mandated. This Activity supports the mandate of the Sheriff’s Office under A.R.S. §§11-441 and 31-121, which require the Sheriff’s Office to be responsible for County jails and inmate detention. 818 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 ACTUAL 0.6% FY 2015 FY 2015 REVISED FORECAST 0.7% 0.7% FY 2016 ADOPTED 0.8% REV VS ADOPTED VAR % 0.1% 14.6% 163,059 146,550 150,974 174,648 28,098 19.2% 35 173,059 20 146,550 107 150,974 40 174,648 20 28,098 100.0% 19.2% $ 14.81 $ 17.18 $ 16.71 $ 17.56 $ (0.38) -2.2% 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 43,964 43,964 $ $ 91,794 91,794 $ $ 69,925 69,925 $ $ 86,708 86,708 $ $ (5,086) (5,086) -5.5% -5.5% 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ 52,394 10,087 2,351,793 $ 2,414,274 $ 91,794 14,197 2,411,687 $ 2,517,678 $ 62,815 39,341 2,419,895 $ 2,522,051 $ 86,708 14,197 2,966,626 $ 3,067,531 $ 5,086 (554,939) (549,853) 5.5% 0.0% -23.0% -21.8% Expenditure $ Activity Narrative: 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 2016 due to the new video visitation system that went live in FY 2015. Expenditures are expected to increase due to an additional 4.0 FTE Criminal Intelligence Analysts and an increase in the Jail Intelligence Lease. Base Adjustment: Detention Fund (255) Operating • Increase expenditure budget by $135,534 for Jail Intelligence Lease. • Increase expenditure budget by $254,011 for the additional Criminal Intelligence Analyst staff. 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 2014 ACTUAL 58.8% FY 2015 FY 2015 REVISED FORECAST 57.6% 58.9% FY 2016 ADOPTED 58.7% REV VS ADOPTED VAR % 1.1% 1.9% 99.7% 99.6% 99.7% 99.8% 0.2% 0.2% 42.5% 0.0% 44.7% 100.0% 34.7% 100.0% 49.1% 100.0% 4.4% 0.0% 9.8% 0.0% N/A 75.0% N/A N/A N/A N/A 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% 90.9% 95.7% 100.0% 9.1% 10.0% 819 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 Community Outreach 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. Measure Type Result Output Output Output Output Demand Demand Demand Expenditure Ratio Expenditure Measure Description Percent of flight mission requests met for extraditions Number of prisoner transport missions flown Number of missions flown Number of prisoners returned Number of 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 212 - SHERIFF RICO TOTAL USES FY 2014 ACTUAL 0.0% FY 2015 FY 2015 REVISED FORECAST 90.9% 95.7% 58 1,412 68 N/A 34 $ 1,215 N/A 2,057.50 $ $ 2,904,838 355 $ 2,905,193 REV VS ADOPTED VAR % 9.1% 10.0% FY 2016 ADOPTED 100.0% 60 1,400 60 1,292 36 76 1,404 95 1,312 83 60 1,418 60 1,312 36 18 20 - 0.0% 1.3% 0.0% 1.5% 0.0% 1,220 960 2,637.06 1,248 1,172 2,419.79 1,230 972 1,916.21 10 12 720.85 0.8% 1.3% 27.3% 974,705 974,705 26.4% 0.0% 26.4% $ 3,690,974 912 $ 3,691,886 $ $ 3,396,839 552 $ 3,397,391 $ $ 2,716,269 912 $ 2,717,181 $ $ $ Activity Narrative: The output for the number of missions flown is expected to increase in FY 2016 due to the replacement of airplane and a helicopter in FY 2015. With the new airplane and new helicopter MCSO will be able to achieve 100% of flight missions requests met for extraditions, as the new airplane and new helicopter will require less maintenance and repair. Expenditures are decreasing in FY 2016 due to the one time funding in FY 2015 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. 820 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Output Demand Demand Expenditure Ratio Expenditure Measure Description Percent of applicants hired Number of internal affairs cases completed Number of Employee Professional Standards reviews 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 2015 FY 2015 FORECAST REVISED 44.7% 34.7% 304 290 1,141 1,106 FY 2014 ACTUAL 42.5% 265 N/A 311 N/A $ $ 4,176,405 750 842 $ 4,177,997 340 3,801.60 $ 4,201,301 3,266 $ 4,204,567 $ 357 4,261.39 $ 4,860,785 1,362 100 $ 4,862,247 REV VS ADOPTED % VAR 9.8% 4.4% 4.8% 14 3.2% 35 912 1,278 896 939 FY 2016 ADOPTED 49.1% 304 1,141 $ 357 3,524.99 $ 4,018,743 3,266 $ 4,022,009 $ $ $ 16 1.8% 17 276.61 5.0% 7.3% 182,558 182,558 4.3% 0.0% N/A 4.3% Activity Narrative: The demand for the number of internal affairs cases initiated is expected to increase in FY 2015, based on FY 2015 Forecast. The number of applicants hired is expected to increase in FY 2016 by 9.8% when compared to FY 2015 Revised, as 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. 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 Measure Description Percent of information system availability (24x7) Number of days information/telecommunications systems operational (24x7) Number of days information/telecommunications systems required Number of radio units supported Number of PC units supported Number of users supported by Sheriff's IT MCSI cost per operational day FY 2014 ACTUAL 99.7% FY 2015 FY 2015 REVISED FORECAST 99.6% 99.7% REV VS ADOPTED VAR % 0.2% 0.2% FY 2016 ADOPTED 99.8% 365 365 365 365 - 0.0% 364 365 365 365 - 0.0% $ 17,907 18,192 13,016 13,500 N/A 11,028 5,784.08 $ 17,034.35 $ 18,366 13,700 11,028 5,185.85 $ 18,196 13,700 11,028 6,518.25 4 200 $ 10,516.10 0.0% 1.5% 0.0% 61.7% 100 - GENERAL TOTAL SOURCES $ $ 254,384 254,384 $ $ 150,898 150,898 $ $ 173,344 173,344 $ $ 17.6% 17.6% 100 - GENERAL 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 1,895,512 184,526 31,151 $ 2,111,189 $ $ 147,343 147,343 26,001 26,001 Expenditure $ 6,055,287 162,250 $ 6,217,537 $ 1,694,594 6,891 191,350 $ 1,892,835 $ 2,182,079 168,663 28,420 $ 2,379,162 $ 3,873,208 (6,413) (28,420) $ 3,838,375 64.0% N/A -4.0% N/A 61.7% Activity Narrative: Revenues are expected to increase by 17.6% in FY 2016, due an increase in law enforcement services contracts with cities and towns. Expenditures are decreasing in FY 2016, as MCSO purchased body cameras for all officers as required per MCSO Judgment Order in FY 2015. 821 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget Mandated Enforcement and Detention Training Activity The purpose of the Mandated Enforcement and Detention Training Activity is to provide detention and enforcement basic and incumbent training programs, firearms and non-lethal weapons training facilities and records, employee course certification records, and bullet proof/stab proof vest acquisitions and assignments primarily to Maricopa County Sheriff's Office compensated sworn and detention personnel so they can be prepared/certified to perform jobs safely and maintain proficiency standards for mandated certifications. Mandates: Administrative mandate. Measure Type Result Output Output Demand Demand Demand Expenditure Ratio Revenue Measure REV VS ADOPTED FY 2014 FY 2015 FY 2015 FY 2016 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Sheriff's personnel who meet 0.0% 100.0% 100.0% 100.0% 0.0% 0.0% annual training requirements Number of detention academy attendees that 168 170 172 184 14 8.2% graduate Number of law enforcement academy 25 35 38 40 5 14.3% attendees that graduate Number of MCSO personnel who are required 2,747 2,749 8 2,764 2,757 0.3% to meet mandated proficiency standards Number of detention officer candidates who 267 265 270 287 22 8.3% enter detention academies Number of law enforcement deputy candidates 54 58 60 65 7 12.1% who enter sworn academies Total activity expenditure per certified $ 2,209.25 $ 2,663.40 $ 2,422.77 $ 2,493.98 $ 169.42 6.4% enforcement and detention FTE 100 - GENERAL 251 - SHERIFF GRANTS TOTAL SOURCES $ 100 - GENERAL 251 - SHERIFF GRANTS 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ 3,837,538 30,838 2,599 134,076 2,079,225 $ 6,084,276 $ 35,225 35,225 $ $ 21,207 21,207 $ $ 295 33,722 34,017 $ $ 25,000 25,000 $ $ 3,793 3,793 N/A 17.9% 17.9% Expenditure $ 4,877,871 21,207 5,970 134,968 2,281,671 $ 7,321,687 $ 3,994,058 16,037 2,796 240,807 2,425,869 $ 6,679,567 $ 4,370,337 25,000 5,970 134,968 2,339,617 $ 6,875,892 $ $ 507,534 (3,793) (57,946) 445,795 10.4% -17.9% 0.0% 0.0% -2.5% 6.1% Activity Narrative: In FY 2016, the demand for the number of law enforcement deputy candidates who enter sworn academies and the demand for the number of detention officer candidates who enter detention academies are expected to increase in FY 2016, as MCSO will be recruiting for deputy and detention academies to fill vacant positions needed 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: Mandated. 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. 822 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Output Demand Demand Demand Expenditure Ratio Revenue Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of requests to produce/furnish 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% evidentiary items in storage met Number of sworn and detention items 21,906 23,368 25,152 25,152 1,784 7.6% destroyed, disposed of and/or released Number of evidentiary item safekeeping 74,288 85,144 95,691 95,692 10,548 12.4% transactions completed Number of new items received for 30,829 36,452 36,971 36,972 520 1.4% safekeeping (sworn and detention) Number of requests for evidentiary items to be 21,553 30,976 33,568 33,568 2,592 8.4% produced/furnished Number of mandated towed vehicle impounds 1,728 1,160 1,232 1,232 72 6.2% received Total activity expenditure per evidentiary item $ 14.78 $ 17.47 $ 12.36 $ 16.34 $ 1.12 6.4% safekeeping transaction completed 100 - GENERAL 258 - SHERIFF TOWING AND IMPOUND TOTAL SOURCES $ 147,196 221,029 368,225 $ 100 - GENERAL 212 - SHERIFF RICO 258 - SHERIFF TOWING AND IMPOUND TOTAL USES $ 1,016,898 80,884 $ 1,097,782 $ $ 256,581 256,581 $ $ 587 148,150 148,737 $ $ 226,100 226,100 $ $ (30,481) (30,481) N/A -11.9% -11.9% (60,874) (15,793) (76,667) -4.8% 0.0% -7.6% -5.2% Expenditure $ 1,276,062 3,950 207,303 $ 1,487,315 $ 1,016,862 1,647 164,088 $ 1,182,597 $ 1,336,936 3,950 223,096 $ 1,563,982 $ $ Activity Narrative: Based on FY 2015 Forecast, the demand for the number of requests for evidentiary items to be produced/furnished is expected to increase in FY 2016. Historical trends have shown that the number of sworn and detention items destroyed, disposed of and/or released have steadily increased and is expected to continue to increase in FY 2016. Revenues are expected to decrease in FY 2016, based on FY 2015 Forecast. Base Adjustment: Sheriff Towing and Impound (258) Operating • Increase Regular Benefits by $6,487 for the impact of changes in retirement contribution rates. • Increase Internal Services Charges by $2,018 for the impact of changes in risk management charges • Increase expenditures budget by $9,492 due to a net increase in Personal Services. • Decrease revenues by $30,481 due to changes in towing contracts. General Fund (100) Property and Evidence • Carry forward 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. 823 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 58.8% FY 2015 FY 2015 REVISED FORECAST 58.9% 57.6% 757 790 FY 2016 ADOPTED 58.7% 807 REV VS ADOPTED VAR % 1.1% 1.9% 21 811 2.7% $ 759 410.46 $ 790 435.55 $ 807 461.81 $ 808 445.74 $ 18 (10.19) 2.3% -2.3% $ $ 310,722 310,722 $ $ 344,045 344,045 $ $ 372,796 372,796 $ $ 361,495 361,495 $ $ (17,450) (17,450) -5.1% -5.1% Community Outreach Activity The purpose of the Community Outreach Activity is to provide events and means for one-way, two-way and multi-modal communication to the public including citizen groups or individuals, inmate families and other interested persons or parties so they can be more knowledgeable and can provide feedback regarding support and concerns of Sheriff's Office Enforcement and Detention/Jail programs. Mandates: Administrative Mandate Measure Type Result Output Output Demand Demand Expenditure Ratio Expenditure Measure Description Percent of responses indicating the individual is more knowledgeable about Sheriff's Office programs Number of Community Outreach events completed Number of respondents who are more knowledgeable about Sheriff's Office programs Number of outreach event public input/feedback mechanisms received Number of Invitations to the Sheriff or Sheriff's officials to attend or speak at public or community meetings or events Activity Cost per Outreach event completed 100 - GENERAL TOTAL USES FY 2014 ACTUAL N/A $ $ FY 2015 FY 2015 REVISED FORECAST 75.0% N/A REV VS ADOPTED VAR % N/A N/A FY 2016 ADOPTED N/A N/A 12 - - (12) -100.0% N/A 300 - - (300) -100.0% N/A 80 - - (80) -100.0% N/A 40 - - (40) -100.0% N/A $ 14,757.42 N/A N/A N/A N/A (48,323) (48,323) -27.3% -27.3% - $ $ 177,089 177,089 $ $ 194,178 194,178 $ $ 225,412 225,412 $ $ Activity Narrative: The measures for the Activity are being reconsidered based on data collection issues and a change in the philosophy of the activity. The measures will be reviewed during the FY 2017 Strategic Business Plan update process. The purpose of this activity is to perform community outreach beyond what is required by the Melendres v. Arpaio court order. 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. 824 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results Measure Description Percent of level 1 priority calls dispatched under threshold Percent of days MCSO is prepared to respond Percent of patrol districts that benefit from posse assistance 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 warrant confirmations and orders of protection completed Percent of no-Injury Specialized Weapons and Tactics Division responses/assists (officers or civilians) FY 2014 ACTUAL 29.8% FY 2015 FY 2015 REVISED FORECAST 90.0% 93.3% FY 2016 ADOPTED 95.0% REV VS ADOPTED VAR % 5.0% 5.5% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% 20.2% 18.8% 20.5% 34.3% 15.5% 82.3% 46.5% 50.0% 47.3% 51.6% 1.6% 3.2% 100.0% N/A 100.0% 93.8% 100.0% 98.0% 100.0% 98.0% 0.0% 4.1% 0.0% 4.4% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this Program include: • Disaster and Community Threat Disruption Response • Dispatch • Enforcement Support • Investigations • • • • Patrol Search and Rescue Special Weapons and Tactics (SWAT) Warrant and Records Information Processing Disaster and Community Threat Disruption Response Activity The purpose of the Disaster and Community Threat Disruption Response Activity is to provide response preparedness and intelligence to law enforcement agencies and the State of Arizona Homeland Security so they can at all times avoid acts of terrorism and other serious criminal activity, reduce vulnerabilities to critical hazards, and minimize damage to allow recovery. Mandates: Mandated. 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 FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of days MCSO is prepared to 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% respond 0.0% Number of days in the year MCSO is prepared 365 365 365 365 to respond 0.0% Number of days in the year 365 365 365 365 (881.28) -14.2% Total activity (DSTR) expenditure per day $ 4,464.44 $ 6,188.27 $ 6,556.35 $ 7,069.55 $ 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 469,573 469,573 100 - GENERAL 251 - SHERIFF GRANTS TOTAL USES $ 1,178,101 451,420 $ 1,629,521 $ $ 756,729 756,729 $ $ 685,046 685,046 $ 1,047,437 $ 1,047,437 $ $ 290,708 290,708 38.4% 38.4% $ 1,436,140 956,928 $ 2,393,068 $ 1,532,948 1,047,437 $ 2,580,385 $ (30,960) (290,708) (321,668) -2.1% -38.4% -14.2% Expenditure $ 1,501,988 756,729 $ 2,258,717 825 $ Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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: Mandated. 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 Expenditure Ratio Revenue Measure Description Percent of level 1 priority calls dispatched under threshold Number of police service communications dispatched Total average number of incoming switchboard and complaint calls handled Number of incoming police service communications Total activity expenditure per Police Service call dispatched FY 2014 ACTUAL 29.8% FY 2015 FY 2015 REVISED FORECAST 90.0% 93.3% 242,698 N/A 242,644 FY 2016 ADOPTED 95.0% REV VS ADOPTED VAR % 5.0% 5.5% 235,288 218,646 241,528 6,240 2.7% 125,000 228,608 134,788 9,788 7.8% 235,288 218,646 241,528 6,240 2.7% $ 13.48 $ 18.70 $ 18.33 $ 18.31 $ 0.39 2.1% 100 - GENERAL TOTAL SOURCES $ $ 320,600 320,600 $ $ 273,217 273,217 $ $ 271,691 271,691 $ $ 423,522 423,522 $ $ 150,305 150,305 55.0% 55.0% 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 2,006,837 1,263,885 $ 3,270,722 $ 2,702,318 1,719,330 $ 4,421,648 $ 109,204 (131,488) (22,284) 3.9% -8.3% -0.5% Expenditure $ 2,811,522 1,587,842 $ 4,399,364 $ 2,419,323 1,587,758 $ 4,007,081 $ Activity Narrative: The demand for the number of incoming police service communications, and the output for the number of police service communications dispatched are expected to increase in FY 2016, based on FY 2015 Forecast. The total average number of incoming switchboard and complaint calls handles is expected to increase in FY 2016, based on FY 2015 Forecast. 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: Mandated. 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. 826 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Output Output Demand Demand Demand Expenditure Ratio Revenue FY 2014 ACTUAL N/A Measure Description Percent of Patrol Districts that benefit from posse assistance Number of animals seized Number of enforcement support division responses and assists 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 2015 FY 2015 REVISED FORECAST 100.0% 100.0% 98 23 104 - 106 - 108 - 4 - 3.8% N/A N/A 1,357 N/A N/A 161,708 1,360 3,000 28 161,708 1,799 3,000 28 161,708 1,360 3,000 28 - 0.0% 0.0% 0.0% 0.0% N/A $ 24.27 $ 21.86 $ 21.18 $ 3.09 12.7% 60,000 60,000 $ 53,196 53,196 $ 3,000 52,000 55,000 $ 3,000 (8,000) (5,000) N/A N/A -13.3% -8.3% $ 3,319,954 3,000 52,000 49,823 $ 3,424,777 $ 498,347 (3,000) 5,324 8,000 (9,699) 158 499,130 13.1% N/A 100.0% 13.3% -24.2% 100.0% 12.7% 251 - SHERIFF GRANTS 203 - SHERIFF DONATIONS 206 - OFFICER SAFETY EQUIPMENT TOTAL SOURCES $ 100 - GENERAL 251 - SHERIFF GRANTS 203 - SHERIFF DONATIONS 206 - OFFICER SAFETY EQUIPMENT 212 - SHERIFF RICO 255 - DETENTION OPERATIONS TOTAL USES $ 3,928,555 $ 3,818,301 (13,737) 5,324 60,000 44,596 40,124 158 $ 3,959,414 $ 3,923,907 $ REV VS ADOPTED % VAR 0.0% 0.0% FY 2016 ADOPTED 100.0% 3,000 114 66,947 70,061 $ $ $ $ $ Expenditure $ 3,488,900 2,220 44,152 67 $ 3,535,339 $ Base Adjustments: Officer Safety Equipment (206) Operating • Decrease revenues by $8,000 due to a decrease in collections of civil traffic fines and penalties. • Decrease expenditures by $8,000 due to a decrease in revenue. 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: Mandated. This Activity supports the overall mandate of the Enforcement Program. Also, A.R.S. §13-4405 mandates the Sheriff’s Office, in instances where the Sheriff’s Office is the investigator of an offense, provide victims with required legal process and resource information. Measure Type Result Output Demand 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 2014 ACTUAL 20.2% FY 2015 FY 2015 REVISED FORECAST 18.8% 20.5% $ 251 - SHERIFF GRANTS 212 - SHERIFF RICO TOTAL SOURCES $ 5,800,817 1,556,848 $ 7,357,665 $ 4,103,694 1,750,000 $ 5,853,694 100 - GENERAL 251 - SHERIFF GRANTS 212 - SHERIFF RICO TOTAL USES $ 16,886,613 5,301,737 1,092,384 $ 23,280,734 $ 18,552,687 4,006,090 1,585,621 $ 24,144,398 7,065 6,933 3,295.22 6,932 6,924 $ 3,483.03 FY 2016 ADOPTED 34.3% 9,345 9,575 $ 2,608.66 REV VS ADOPTED VAR % 15.5% 82.3% 6,964 6,944 $ 32 20 0.5% 0.3% 3,716.42 $ (233.39) -6.7% $ 3,601,441 1,492,538 $ 5,093,979 $ 3,650,480 1,750,000 $ 5,400,480 $ (453,214) (453,214) -11.0% 0.0% -7.7% $ 18,416,261 4,579,006 1,382,666 $ 24,377,933 $ 20,572,808 3,728,934 1,579,423 $ 25,881,165 $ (2,020,121) 277,156 6,198 $ (1,736,767) -10.9% 6.9% 0.4% -7.2% $ Expenditure 827 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activity Narrative: Based on the FY 2015 Forecast, the demand for the number of cases assigned/undertaken (cases to be handled) is expected to increase in FY 2016, when compared to FY 2015 Revised. Expenditures are increasing due to an increase in retirement contribution rates for Arizona Public Safety Personnel Retirement System (PSPRS) and to cover the shortfall in grants. 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: Mandated. 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. Measure Type Result Output Output Output Demand Demand Expenditure Ratio Revenue Measure Description Percent of Priority 1 calls responded to within 5 minutes or less Number of radio calls for service responses (number of responses) Number of Part 1 (Violent) crimes reported Number of on-view (deputy viewed) incident responses Number radio calls for service dispatched to patrol (number of incidents) Number of patrol vehicle miles driven Total activity expenditure per call for service response FY 2015 FY 2015 REVISED FORECAST 50.0% 47.3% FY 2014 ACTUAL 46.5% $ FY 2016 ADOPTED 51.6% REV VS ADOPTED VAR % 1.6% 3.2% 178,512 184,228 189,484 190,604 6,376 3.5% 7,326 94,516 6,800 92,872 6,826 94,490 6,968 95,696 168 2,824 2.5% 3.0% 178,512 184,412 189,508 190,604 6,192 3.4% 192,608 4.42 3.9% 1.6% 5,508,715 257.53 $ 4,876,204 279.37 $ 4,972,507 256.76 $ 5,068,812 274.95 $ 100 - GENERAL 251 - SHERIFF GRANTS TOTAL SOURCES $ 9,410,214 1,572,260 $ 10,982,474 $ 12,206,224 1,723,648 $ 13,929,872 $ 11,755,121 1,180,707 $ 12,935,828 $ 13,805,038 1,453,773 $ 15,258,811 $ 1,598,814 (269,875) $ 1,328,939 13.1% -15.7% 9.5% 100 - GENERAL 251 - SHERIFF GRANTS 212 - SHERIFF RICO TOTAL USES $ 44,324,136 1,300,379 347,013 $ 45,971,528 $ 49,677,412 1,723,648 67,111 $ 51,468,171 $ 47,657,171 985,794 9,824 $ 48,652,789 $ 50,970,088 1,369,149 67,111 $ 52,406,348 $ (1,292,676) 354,499 $ (938,177) -2.6% 20.6% 0.0% -1.8% Expenditure 828 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget Activity Narrative: In FY 2016, 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 in FY 2016, based on the FY 2015 Forecast. Base Adjustment: General Fund (100) Operating • Increase revenue by $1,547,503 due to an increase in cost reimbursement from Law Enforcement Contracts with Cities and Towns. • Reallocate $2,574,188 for 20.0 FTE Sergeants from General Fund Operating to Melendres Operating. General Fund (100) MCSO Judgment Order Operating • Reallocate $2,574,188 for 20.0 FTE Sergeants from General Fund Operating to Melendres Operating. General Fund (100) Non Recurring Non Project • Carry forward $366,768 in revenue and expenditures for the purchase and reimbursement of equipment for the Queen Creek IGA. 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: Mandated. 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 2014 ACTUAL 100.0% 62 FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% 60 56 62 60 56 $ 2,010.31 $ 87,845.67 $ 91,825.57 $ $ 124,639 124,639 $ 5,270,740 $ 5,270,740 $ 5,142,232 $ 5,142,232 FY 2016 ADOPTED 100.0% 63 REV VS ADOPTED VAR % 0.0% 0.0% 3 5.0% 63 3 5.0% $ 4,501.68 $ 83,343.98 94.9% $ $ 283,606 283,606 $ 4,987,134 $ 4,987,134 94.6% 94.6% Activity Narrative: Expenditures will be decreasing in FY 2016 due to the one-time funding for the purchase of a new helicopter in FY 2015. 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: Mandated. This Activity supports the overall mandate of the Enforcement Program. 829 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Output Demand Demand Expenditure Ratio Expenditure Measure REV VS ADOPTED FY 2014 FY 2015 FY 2015 FY 2016 Description ACTUAL REVISED FORECAST ADOPTED VAR % 100.0% 100.0% Percent of no-injury Specialized Weapons and 100.0% 100.0% 0.0% 0.0% Tactics Division Responses/Assists (officers or civilians) Number of K-9 Sniffs (K-9 Calls for Service) 876 1,040 1,160 1,040 0.0% Number of chemical, biological, radioactive, 137 72 125 132 60 83.3% nuclear explosive and explosive ordnance Number of calls for service and/or Incidents 158 164 180 164 0.0% Requiring Specialized Weapons and Tactics (SWAT) Number of chemical, biological, radioactive, 137 72 134 132 60 83.3% nuclear explosive and explosive ordnance reported incidents Total activity expenditure per SWAT Division $ 19,826.82 $ 25,425.16 $ 20,564.87 $ 24,709.26 $ 715.90 2.8% incident response or assist 100 - GENERAL 212 - SHERIFF RICO 255 - DETENTION OPERATIONS TOTAL USES $ 3,081,520 51,118 $ 3,132,638 $ 3,891,387 22,807 255,533 $ 4,169,727 $ 3,433,285 9,507 258,884 $ 3,701,676 $ 3,763,266 22,807 266,246 $ 4,052,319 $ $ 128,121 (10,713) 117,408 3.3% 0.0% -4.2% 2.8% Activity Narrative: In FY 2016, MCSO expects a decrease in their demand for the number of chemical, biological, radioactive, nuclear explosive and explosive ordinance reported incidents when compared to FY 2015 Forecast as Glendale, Arizona hosted Super Bowl XLIX and the NFL Pro Bowl. These events caused an increase in high risk security and tactical law enforcement response 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: Mandated. A.R.S. §41-1750 mandates that all criminal information be reported to the Department of Public Safety. Measure Type Result Output Output Output Demand Demand Demand Expenditure Ratio Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of warrant confirmations and orders of N/A 93.8% 98.0% 98.0% 4.1% 4.4% protection completed Number of sex offender registration actions 5,814 5,820 5,920 5,920 100 1.7% completed Number of warrant confirmations completed 46,785 45,323 43,012 43,012 (2,311) -5.1% Number of warrants and orders of protection N/A 65,428 64,839 64,840 (588) -0.9% actions Number of warrants and orders of protection 63,778 65,428 64,839 64,840 (588) -0.9% received Number of sex offender registration actions 5,834 5,820 5,920 5,920 100 1.7% submitted by registrants to process Number of criminal records requests 160,713 173,506 148,500 148,500 (25,006) -14.4% Total activity expenditure per warrant $ 25.99 $ 28.22 $ 29.23 $ 30.02 $ (1.79) -6.4% confirmation and orders of protection items completed (processed) Revenue 100 - GENERAL TOTAL SOURCES $ $ 38,304 38,304 100 - GENERAL TOTAL USES $ 1,721,482 $ 1,721,482 $ $ 35,000 35,000 $ $ 34,138 34,138 $ $ 35,000 35,000 $ $ $ 1,906,638 $ 1,906,638 $ $ - 0.0% 0.0% Expenditure $ 1,890,673 $ 1,890,673 830 $ 1,856,563 $ 1,856,563 (15,965) (15,965) -0.8% -0.8% Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan Intergovernmental Agreements Law Enforcement IGA Queen Creek 90,500,556 $ 12,674,823 $ 4,582,165 $ 4,568,925 8,305 4,935 525,532 $ 525,532 525,532 525,532 $ 95,608,253 $ 13,200,355 $ 35,374 $ 1,393 (4,935) 38,916 443,278 $ 443,278 443,278 443,278 96,086,905 $ 13,643,633 Agenda Item: C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 $ C-50-15-008-3-00 FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan Intergovernmental Agreements Law Enforcement IGA/Queen Creek $ Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 $ C-50-08-010-2-01 FY 2016 Baseline Budget $ 831 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Sheriff General Fund (100) (continued) Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Employee Salary Adjustments Overtime Pay Adjustment Base Adjustments Other Base Adjustments Sexually Violent Persons Unfunded Mandate $ 170,432 Requested Overtime Adjustment 1,309,734 Eight (8) Additional Hours in FY 2016 342,268 Pay Rate Reconcililation in Request 418,418 Fuel (502,549) IT Repairs and Maintenance 364,417 Capital Equipment Reduction (1,842,749) Mobile Data Computing Broadband Access 117,256 Grant Shortfall 634,177 Other Base Adjustments 476,372 Internal Service Charges Increase Risk Mangement Charges 378,796 $ Personnel Additions and Related Costs Personnel Savings Increase savings rate from FY16 Requested rate of 4.46% to 6.98% for General Fund Total 0000* Increase savings rate from FY16 Requested rate of 4.14% to 6.60% for General Fund Total all functions* Fees and Other Revenues ProgRevenue Volume Inc/Dec Cost Reimbursement from Law Enforcement Contracts with Cities and Towns 1,547,403 $ Reallocations Reallocation Between Functions Reallocate 20.0 FTE Sergeants from Operating to Melendres Operating $ (2,574,188) Reallocate 4.0 FTE Early Intervention System Staff from Operating to Melendres (470,689) Reallocation Between Funds Net Administrative Costs and Dispatch between General and Detention Fund 990,479 $ FY 2016 Tentative Budget $ $ $ - 378,796 - 39,144 (3,137,878) - $ - $ - 1,547,403 1,547,403 $ (2,054,398) $ (3,044,877) - 990,479 - $ 97,722,448 $ 1.7% 15,191,036 11.3% $ 1,126,872 $ 1,126,872 - $ 98,849,320 $ 2.9% 15,191,036 11.3% Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums 4,343,344 $ 4,343,344 578,759 $ 578,759 (1,232,162) $ 1,487,776 Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 832 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Sheriff General Fund (100) (continued) Expenditures Revenue MCSO JUDGMENT ORDER OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan 8,310,737 $ - $ 166,885 $ 166,885 - $ 8,477,622 $ - $ 1,468,460 $ 1,468,460 - $ 9,946,082 $ - $ 408,729 $ 408,729 311,285 $ 311,285 720,914 $ 958,777 - Agenda Item: C-49-15-002-2-00 FY 2015 Revised Budget Adjustments: Base Adjustments Sheriff's Office Compliance and Bureau of Internal Oversight $ Agenda Item: C-50-15-011-2-00 FY 2016 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Employee Salary Adjustments Overtime Pay Adjustment Base Adjustments Other Base Adjustments Pay Rate Reconcilliation in Request $ (315,128) Requested Overtime Adjustment 1,230,513 Body Camera Maintenance 514,260 Other Base Adjustments (470,868) Personnel Additions and Related Costs Personnel Savings Increase budgeted savings rate from FY16 Request of 0% to 2.46%* Increase budgeted rate from FY16 Request of 4.14% to 6.60% for General Fund all functions* Reallocations Reallocation Between Functions Reallocate 20.0 FTE Sergeants from Operating to Melendres Operating $ 2,574,188 Reallocate 4.0 FTE Early Intervention System Staff from Operating to Melendres 470,689 FY 2016 Tentative Budget $ $ 16,329 (254,192) $ 3,044,877 $ 3,044,877 - $ 14,431,887 $ 45.1% - $ 78,960 $ 78,960 - $ 14,510,847 $ 45.9% - Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums - Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 833 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Sheriff General Fund (100) (continued) Revenue Expenditures NON RECURRING NON PROJECT FY 2015 Adopted Budget Adjustments: Intergovernmental Agreements Law Enforcement IGA Queen Creek - $ - $ 521,505 521,505 $ 521,505 521,505 $ 521,505 $ 521,505 Agenda Item: C-50-15-008-3-00 FY 2015 Revised Budget Adjustments: Intergovernmental Agreements Law Enforcement IGA Queen Creek $ Agenda Item: $ C-50-15-008-3-00 (521,505) $ (521,505) (521,505) (521,505) $ - $ - $ 366,768 366,768 $ 366,768 366,768 $ 366,768 Expenditures $ 366,768 Revenue FY 2015 Adopted Budget $ 247,978 $ - FY 2015 Revised Budget $ 247,978 $ - (247,978) $ (247,978) - FY 2016 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Law Enforcement IGA Queen Creek Agenda Item: $ 366,768 FY 2016 Adopted Budget PROPERTY AND EVIDENCE Adjustments: Information and Communications Technology Technology Projects Other Technology Projects Agenda Item: $ FY 2016 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Camera/Security System $ - $ - $ 247,978 247,978 $ - $ 247,978 $ Agenda Item: $ 247,978 FY 2016 Adopted Budget Expenditures Revenue MCSO RECORDS MANAGEMENT FY 2015 Adopted Budget $ 676,000 $ - FY 2015 Revised Budget $ 676,000 $ - (676,000) $ (676,000) - Adjustments: Technology Projects Other Technology Projects Agenda Item: $ FY 2016 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Records Management System $ - $ - $ 676,000 676,000 $ - $ 676,000 $ - Agenda Item: $ FY 2016 Adopted Budget 834 676,000 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Donations Fund (203) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 20,000 $ 20,000 FY 2015 Revised Budget $ 20,000 $ 20,000 FY 2016 Baseline Budget $ 20,000 $ 20,000 $ 6,774 $ 6,774 6,774 6,774 $ 26,774 $ 33.9% 26,774 33.9% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Donations Agenda Item: $ 6,774 FY 2016 Adopted Budget Percent Change from Baseline Amount Sheriff Donations Fund (203) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 126,590 $ 139,248 $ 139,248 $ 155,410 $ 78,511 Sources: Operating Total Sources: $ $ 28,821 28,821 $ $ 20,000 20,000 $ $ 20,000 20,000 $ $ 25,321 25,321 $ $ 26,774 26,774 $ $ $ 2,220 100,000 102,220 $ $ 20,000 100,000 120,000 $ $ 20,000 100,000 120,000 $ $ - $ 26,774 26,774 Structural Balance $ 28,821 $ - $ - $ 23,101 $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 39,248 39,248 $ $ 39,248 39,248 $ $ 78,511 78,511 $ $ 78,511 78,511 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: 155,410 155,410 $ $ Sheriff Officer Safety Equipment Fund (206) OPERATING FY 2015 Adopted Budget $ 60,000 $ 60,000 FY 2015 Revised Budget $ 60,000 $ 60,000 FY 2016 Baseline Budget $ 60,000 $ 60,000 $ - $ (8,000) $ (8,000) (8,000) (8,000) - 52,000 $ -13.3% 52,000 -13.3% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ 835 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Officer Safety Equipment Fund (206) Fund Balance Summary FY 2014 ACTUAL FY 2015 FORECAST FY 2015 REVISED FY 2015 ADOPTED FY 2016 ADOPTED Beginning Spendable Fund Balance $ 88,191 $ 149,826 $ 149,826 $ 155,139 $ 208,335 Sources: Operating Total Sources: $ $ 66,947 66,947 $ $ 60,000 60,000 $ $ 60,000 60,000 $ $ 53,196 53,196 $ $ 52,000 52,000 Uses: Operating Total Uses: $ $ - $ $ 60,000 60,000 $ $ 60,000 60,000 $ $ - $ $ 52,000 52,000 Structural Balance $ 66,947 $ - $ - $ 53,196 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 155,139 155,139 $ $ 149,826 149,826 $ $ 149,826 149,826 $ $ 208,335 208,335 $ $ 208,335 208,335 Expenditures Revenue Sheriff RICO Fund (212) OPERATING FY 2015 Adopted Budget $ 1,750,000 $ 1,750,000 FY 2015 Revised Budget $ 1,750,000 $ 1,750,000 FY 2016 Baseline Budget $ 1,750,000 $ 1,750,000 FY 2016 Adopted Budget Percent Change from Baseline Amount $ 1,750,000 $ 0.0% 1,750,000 0.0% Sheriff RICO Fund (212) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED Beginning Spendable Fund Balance $ (7,611) $ Sources: Operating Total Sources: $ $ 1,556,848 1,556,848 Uses: Operating Total Uses: $ $ Structural Balance FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED - $ - $ $ $ 1,750,000 1,750,000 $ $ 1,750,000 1,750,000 $ $ 1,492,538 1,492,538 $ $ 1,750,000 1,750,000 1,553,229 1,553,229 $ $ 1,750,000 1,750,000 $ $ 1,750,000 1,750,000 $ $ 1,488,547 1,488,547 $ $ 1,750,000 1,750,000 $ 3,619 $ - $ - $ 3,991 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (3,991) (3,991) $ - $ - $ - $ - 836 (3,991) $ - Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Jail Enhancement Fund (214) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 1,482,444 $ 1,482,444 FY 2015 Revised Budget $ 1,482,444 $ 1,482,444 FY 2016 Baseline Budget $ 1,482,444 $ 1,482,444 FY 2016 Adopted Budget Percent Change from Baseline Amount $ 1,482,444 $ 0.0% 1,482,444 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - FY 2016 Tentative Budget $ - $ - $ 1,236,498 1,236,498 $ - $ 1,236,498 $ - Adjustments: Base Adjustments Other Base Adjustments Capital Improvements for Graves v. Arpaio Agenda Item: $ 1,236,498 FY 2016 Adopted Budget Sheriff Jail Enhancement Fund (214) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 1,834,904 $ 2,482,285 $ 2,482,285 $ 2,701,398 $ 1,801,378 Sources: Operating Total Sources: $ $ 1,592,007 1,592,007 $ $ 1,482,444 1,482,444 $ $ 1,482,444 1,482,444 $ $ 1,482,424 1,482,424 $ $ 1,482,444 1,482,444 $ $ 1,482,444 900,000 2,382,444 $ $ 1,482,444 1,482,444 $ $ 1,482,444 1,482,444 $ $ 725,524 725,524 $ 1,482,444 1,236,498 2,718,942 Structural Balance $ 866,483 $ - $ - $ (20) $ - Accounting Adjustments $ 11 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,701,398 2,701,398 $ $ 2,482,285 2,482,285 $ $ 2,482,285 2,482,285 $ $ 1,801,378 1,801,378 $ $ 564,880 564,880 Uses: Operating Non-Recurring Total Uses: 837 $ Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Grants Fund (251) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 8,275,961 $ 8,275,961 $ (977,204) $ 130,000 15,000 (1,122,204) (977,204) 130,000 15,000 (1,122,204) FY 2015 Revised Budget $ 7,298,757 $ 7,298,757 FY 2016 Baseline Budget $ 7,298,757 $ 7,298,757 $ 84,264 $ 84,264 (14,911) $ (14,911) - Agenda Item: Adjustments: Grants FY 2015 DUI Abatement Grant Treasury Law Enforcement Grant Sheriff Grant Reconciliation C-50-14-080-G-00 C-50-14-081-G-00 C-50-15-045-G-00 Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Risk Management Charges Grants Grant Reconciliation Agenda Item: $ $ (14,911) FY 2016 Adopted Budget Percent Change from Baseline Amount $ (183,125) $ (183,125) (113,772) (113,772) $ 7,184,985 $ -1.6% 7,184,985 -1.6% Sheriff Grants Fund (251) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 7,366,262 7,366,262 Uses: Operating Total Uses: $ $ 7,680,605 7,680,605 Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ (450,310) $ FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED 379,787 $ 379,787 $ $ $ 8,275,961 8,275,961 $ $ 7,298,757 7,298,757 $ $ 7,298,757 7,298,757 $ $ 7,184,985 7,184,985 $ $ 8,275,961 8,275,961 $ $ 7,298,757 7,298,757 $ $ 7,298,757 7,298,757 $ $ 7,184,985 7,184,985 (314,343) $ - $ - $ - $ - $ - $ - $ - $ - - $ (764,637) (764,637) $ 379,787 379,787 $ 379,787 379,787 $ 16 838 $ $ (764,637) $ - $ (764,637) (764,637) $ (764,637) (764,637) (764,637) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Services Fund (252) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 10,982,350 $ 10,982,350 FY 2015 Revised Budget $ 10,982,350 $ 10,982,350 FY 2016 Baseline Budget $ 10,982,350 $ 10,982,350 $ 36,650 $ 36,650 (11,801) $ (11,801) - $ 243,127 $ 243,127 267,976 267,976 $ 11,250,326 $ 2.4% 11,250,326 2.4% Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ (11,801) FY 2016 Adopted Budget Percent Change from Baseline Amount Inmate Services Fund (252) Fund Balance Summary FY 2015 ADOPTED FY 2014 ACTUAL FY 2015 REVISED FY 2016 ADOPTED FY 2015 FORECAST Beginning Spendable Fund Balance $ 7,268,783 $ 8,046,735 $ 8,046,735 $ 8,171,654 $ 8,397,572 Sources: Operating Total Sources: $ $ 11,387,014 11,387,014 $ $ 10,982,350 10,982,350 $ $ 10,982,350 10,982,350 $ $ 11,127,773 11,127,773 $ $ 11,250,326 11,250,326 Uses: Operating Total Uses: $ $ 10,484,148 10,484,148 $ $ 10,982,350 10,982,350 $ $ 10,982,350 10,982,350 $ $ 10,901,855 10,901,855 $ $ 11,250,326 11,250,326 Structural Balance $ 902,866 $ - $ - $ 225,918 $ - Accounting Adjustments $ 5 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 8,171,654 8,171,654 $ $ 8,046,735 8,046,735 $ $ 8,046,735 8,046,735 $ $ 8,397,572 8,397,572 $ $ 8,397,572 8,397,572 Expenditures Revenue Inmate Health Services Fund (254) OPERATING FY 2015 Adopted Budget $ 200,000 $ 200,000 FY 2015 Revised Budget $ 200,000 $ 200,000 FY 2016 Baseline Budget $ 200,000 $ 200,000 $ 100,873 $ 100,873 100,873 100,873 $ 300,873 $ 50.4% 300,873 50.4% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 839 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2016 Adopted Budget Inmate Health Services Fund (254) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 140,000 $ - FY 2015 Revised Budget $ 140,000 $ - (140,000) $ (140,000) - Adjustments: Base Adjustments MCSO Medical Team Agenda Item: $ FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Exam Tables, Cots and Stretchers Wheelchairs Diagnostic Equipment Privacy Screens Infirmary Beds and Mattresses Refrigerator/Freezers $ - $ - $ 300,000 300,000 $ - $ 300,000 $ - Agenda Item: $ 52,100 40,950 74,000 850 125,500 6,600 FY 2016 Adopted Budget Inmate Health Services Fund (254) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 428,011 $ 605,709 $ 605,709 $ 638,325 $ 402,055 Sources: Operating Total Sources: $ $ 356,547 356,547 $ $ 200,000 200,000 $ $ 200,000 200,000 $ $ 337,730 337,730 $ $ 300,873 300,873 $ $ $ 184,000 390,000 574,000 $ $ 200,000 140,000 340,000 $ $ 200,000 140,000 340,000 $ $ 146,232 146,232 $ 300,873 300,000 600,873 Structural Balance $ 210,315 $ - $ - $ 153,730 $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 465,709 465,709 $ $ 465,709 465,709 $ $ 402,055 402,055 $ $ 102,055 102,055 Uses: Operating Non-Recurring Total Uses: 638,325 638,325 $ $ 840 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Sheriff Detention Fund (255) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 205,492,876 $ 31,055,228 $ 2,849,685 $ 2,746,961 65,222 37,502 - $ 208,342,561 $ 31,055,228 $ 181,543 $ 11,051 (37,502) 207,994 349,721 $ 349,721 - $ 208,873,825 $ 31,055,228 $ 2,917,903 $ 2,917,903 137,906 $ 137,906 (966,517) $ 4,523,598 - 26,530 - Agenda Item: C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan Base Adjustments Sheriff's Office Compliance and Bureau of Internal Oversight $ Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 $ C-50-15-011-2-00 FY 2016 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Employee Salary Adjustments Overtime Pay Adjustment Base Adjustments Other Base Adjustments Requested Overtime Adjustment Laundry and Janitorial Supplies Pay Rate Reconciliation in Request Extradition Travel Jail Intelligence Lease Food Services Other Base Adjustments SIMS Staffing Victim Notification Unit Staffing Sexually Violent Persons Unit Staffing Criminal Intelligence Analysts Internal Service Charges Increase Risk Management Charges Personnel Savings Increase savings from FY16 Request rate of 5.93% to 8.98%* Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease Revenue in Book ings and Per Diem charged to Cities and Towns Reallocations Reallocation Between Funds Net Administrative Costs and Dispatch between General and Detention Fund FY 2016 Tentative Budget $ $ $ $ 2,499,608 626,425 (204,084) 233,788 135,534 154,492 544,529 119,698 119,698 39,899 254,011 26,530 (5,516,645) $ $ $ $ - $ - (545,376) (545,376) $ (990,479) $ (990,479) - $ 209,972,638 $ 0.5% 30,509,852 -1.8% $ 2,525,592 $ 2,525,592 - $ 212,498,230 $ 1.7% 30,509,852 -1.8% (545,376) (990,479) Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums - (5,516,645) Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 841 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Sheriff Detention Fund (255) (continued) Revenue Expenditures MCSO IVR FY 2015 Adopted Budget $ 905,000 $ - FY 2015 Revised Budget $ 905,000 $ - (905,000) $ (905,000) - Adjustments: Information and Communications Technology Technology Projects Other Technology Projects Agenda Item: $ FY 2016 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Interactive Voice Response System $ - $ - $ 905,000 905,000 $ - $ 905,000 $ Agenda Item: $ 905,000 FY 2016 Adopted Budget Expenditures Revenue JAIL KITCHEN EQUIPMENT FY 2015 Adopted Budget $ 300,000 $ - FY 2015 Revised Budget $ 300,000 $ - (300,000) $ (300,000) - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: $ FY 2016 Baseline Budget $ - $ - $ 340,000 340,000 $ - 340,000 $ Expenditures $ FY 2015 Adopted Budget $ 350,000 $ - FY 2015 Revised Budget $ 350,000 $ - (350,000) $ (350,000) - Adjustments: Non Recurring Other Non Recurring Food Service Chuckwagons Food Service Trays Tray Wash Dish Machines Agenda Item: $ 70,000 50,000 220,000 FY 2016 Adopted Budget - Revenue LAUNDRY EQUIPMENT Adjustments: Non Recurring Other Non Recurring Agenda Item: $ FY 2016 Baseline Budget Adjustments: Agenda Item: Non Recurring Other Non Recurring Air Compressor, Sorting Bins, Conveyors and Rail and Lift System FY 2016 Adopted Budget 842 $ $ - $ - $ 397,000 397,000 $ - $ 397,000 $ - 397,000 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Towing & Impound Fund (258) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 208,103 $ 256,581 FY 2015 Revised Budget $ 208,103 $ 256,581 FY 2016 Baseline Budget $ 208,103 $ 256,581 $ 6,487 $ 6,487 2,018 $ 2,018 - Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Increase Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ 2,018 FY 2016 Adopted Budget Percent Change from Baseline Amount $ 9,492 $ 9,492 (30,481) (30,481) $ 226,100 $ 8.6% 226,100 -11.9% Sheriff Towing & Impound Fund (258) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ - $ 130,981 $ 130,981 $ 140,145 $ 123,869 Sources: Operating Total Sources: $ $ 221,029 221,029 $ $ 256,581 256,581 $ $ 256,581 256,581 $ $ 148,150 148,150 $ $ 226,100 226,100 Uses: Operating Total Uses: $ $ 80,884 80,884 $ $ 208,103 208,103 $ $ 208,103 208,103 $ $ 164,426 164,426 $ $ 226,100 226,100 Structural Balance $ 140,145 $ 48,478 $ 48,478 $ (16,276) $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 140,145 140,145 $ $ 179,459 179,459 $ $ 179,459 179,459 $ $ 123,869 123,869 843 $ $ 123,869 123,869 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Analysis by Cole St. Arnold, 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 after 24 months. Status: At FY 2015 mid-year, the Superior Court resolved 91.45% of civil cases within 18 months and 95.3% in 24 months. Goals will be updated during the FY 2017 Strategic Business Plan process. Safe Communities By June 30, 2015, 96% of family cases filed in Superior Court will be resolved within 12 months and 99% after 24 months. Status: At FY 2015 midyear, the Superior Court continues to meet this goal and resolve 97% of family cases within 12 months, and 99% within 24 months. The Superior Court has implemented numerous innovative programs in the family court division and it is anticipated that the case resolution rate will continue to meet the projected goals as long as the programs remain intact. Goals will be updated during the FY 2017 Strategic Business Plan process. 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: At FY 2015 mid-year, the Superior Court did not meet the goal to resolve 85% of the felony matters within 180 days. Only 75% 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. 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). However, with an increase in filings and case complexity, the time to disposition rate has declined due to an increased trial rate. Meeting this goal continues to be a problem because of the numerous high profile and complex cases that have not concluded for various reasons. The resolution rate is also dependent upon the Department’s justice partners and the ability of those agencies to resolve matters timely. Goals will be updated during the FY 2017 Strategic Business Plan process. 844 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Specific Department Strategic Plans and Budgets Superior Court 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 and the RCC/EDC 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 2019. Goals will be updated during the FY 2017 Strategic Business Plan process. Department Specific 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 and court users ranked the Court at 85% on this measure. Court surveys have been conducted in March 2015 for the next update. Goals will be updated during the FY 2017 Strategic Business Plan process. 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 and users ranked the Court at 86% on this measure. Court surveys have been conducted in March 2015 for the next update. Goals will be updated during the FY 2017 Strategic Business Plan process. 845 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES CPAD - CAPITAL ADJUDICATION FELA - FELONY ADJUDICATION 80CJ - CRIMINAL JUSTICE $ CVAD - CIVIL ADJUDICATION 80CV - CIVIL AND TAX JUSTICE FPRE - FAMILY PRE DECREE JUDGMENT FPST - FAMILY POST DECREE JUDGMENT 80FA - FAMILY ADJUDICATION JDEL - JUV DELINQUENCY ADJUDICATION JDEP - JUV DEPENDENCY ADJUDICATION 80JJ - JUVENILE JUSTICE FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ 192,597 $ 2,275,628 2,468,225 $ 196,396 $ 2,739,246 2,935,642 $ 196,681 $ 2,861,786 3,058,467 $ 196,681 $ 2,875,867 3,072,548 $ 197,366 $ 2,832,108 3,029,474 $ 685 (29,678) (28,993) 0.3% -1.0% -0.9% $ $ 2,748,536 $ 2,748,536 $ 2,668,800 $ 2,668,800 $ 2,668,800 $ 2,668,800 $ 2,573,525 $ 2,573,525 $ 2,498,404 $ 2,498,404 $ (170,396) (170,396) -6.4% -6.4% $ 2,847,839 $ 1,841,339 4,689,178 $ 2,660,918 $ 1,687,949 4,348,867 $ 3,103,628 $ 1,826,334 4,929,962 $ 3,049,940 $ 1,900,481 4,950,421 $ 2,966,814 $ 1,829,342 4,796,156 $ (136,814) 3,008 (133,806) -4.4% 0.2% -2.7% 498,962 $ 1,137,384 1,636,346 $ 516,061 $ 1,257,249 1,773,310 $ 518,268 $ 1,269,036 1,787,304 $ 397,475 $ 1,269,006 1,666,481 $ 507,127 $ 1,270,223 1,777,350 $ (11,141) 1,187 (9,954) -2.1% 0.1% -0.6% 500 $ 600 694,280 1,562,000 2,257,380 $ 500 $ 600 694,280 1,512,000 2,207,380 $ - $ 2,152 799,244 1,401,543 2,202,939 $ 500 $ 600 703,030 1,379,971 2,084,101 $ 8,750 (132,029) (123,279) 0.0% 0.0% 1.3% -8.7% -5.6% -4.0% -4.0% $ $ $ CITR - CT INTERPRETATION TRANSLATION CSEC - COURT SECURITY JURR - JURORS PICO - PUB INFO AND COMMUNITY OUTRCH 80OS - COURT OPERATIONS SUPPORT $ $ 770 $ 3,148 809,313 1,479,299 2,292,530 $ PBMH - PROBATE AND MENTAL HEALTH 80PM - PROBATE MENTAL HEALTH COURT $ $ 491,997 $ 491,997 $ 459,200 $ 459,200 $ 419,700 $ 419,700 $ 393,570 $ 393,570 $ 403,000 $ 403,000 $ (16,700) (16,700) HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT 99AS - INDIRECT SUPPORT $ - $ 62 62 $ 1,000 $ 75,000 100 76,100 $ 1,000 $ 45,000 100 46,100 $ 1,000 $ 45,000 14 46,014 $ 46,000 $ 70,846 100 116,946 $ 45,000 4500.0% (45,000) -100.0% 70,846 N/A 0.0% 70,846 153.7% (38,493) $ (38,493) $ - $ 3,224 3,224 $ - $ 4,629 4,629 $ (23,989) $ 4,629 (19,360) $ - $ 4,629 4,629 $ - N/A 0.0% 0.0% - 0.0% 0.0% 0.0% $ GGOV - GENERAL GOVERNMENT RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ $ BUAS - BUSINESS APPLICATION DEV SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ - $ 1,870,193 1,870,193 $ 50,000 $ 1,800,000 1,850,000 $ 10,000 $ 1,800,000 1,810,000 $ 10,000 $ 1,818,491 1,828,491 $ 10,000 $ 1,800,000 1,810,000 $ TOTAL PROGRAMS $ 16,158,574 $ 16,372,523 $ 16,932,342 $ 16,714,629 $ 16,520,060 $ $ 846 (412,282) -2.4% Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2014 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 $ $ $ FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 575,502 $ 22,717,997 23,293,499 $ 493,052 $ 22,338,986 22,832,038 $ 496,798 $ 21,788,412 22,285,210 $ 490,223 $ 21,844,717 22,334,940 $ 503,114 $ 22,992,145 23,495,259 $ (6,316) (1,203,733) (1,210,049) -1.3% -5.5% -5.4% 9,648,665 $ 542,860 10,191,525 $ 9,311,002 $ 535,761 9,846,763 $ 9,419,065 $ 541,711 9,960,776 $ 9,521,739 $ 540,595 10,062,334 $ 9,011,390 $ 547,313 9,558,703 $ 407,675 (5,602) 402,073 4.3% -1.0% 4.0% 10,552,311 $ 4,722,838 15,275,149 $ 10,416,732 $ 5,180,423 15,597,155 $ 11,085,176 $ 5,383,811 16,468,987 $ 10,277,569 $ 5,013,243 15,290,812 $ 10,811,294 $ 5,059,992 15,871,286 $ 273,882 323,819 597,701 2.5% 6.0% 3.6% 1,279,114 $ 4,751,962 4,918,245 10,949,321 $ 1,223,257 $ 4,958,880 5,689,399 11,871,536 $ 1,240,353 $ 5,116,126 5,845,843 12,202,322 $ 1,061,501 $ 5,071,839 6,663,383 12,796,723 $ 1,174,145 $ 5,078,421 6,011,007 12,263,573 $ 66,208 37,705 (165,164) (61,251) 5.3% 0.7% -2.8% -0.5% 3,707,408 $ 6,813,524 4,363,421 3,865,914 18,750,267 $ 3,843,799 $ 6,916,374 4,392,127 3,863,685 19,015,985 $ 4,051,543 $ 6,793,033 4,222,648 2,678,562 17,745,786 $ 4,318,246 $ 7,124,869 4,918,051 3,464,439 19,825,605 $ (474,447) (208,495) (525,924) 399,246 (809,620) -12.3% -3.0% -12.0% 10.3% -4.3% CITR - CT INTERPRETATION TRANSLATION CSEC - COURT SECURITY JURR - JURORS PICO - PUB INFO AND COMMUNITY OUTRCH 80OS - COURT OPERATIONS SUPPORT $ 3,998,652 $ 6,790,610 4,659,650 3,197,990 18,646,902 $ PBMH - PROBATE AND MENTAL HEALTH 80PM - PROBATE MENTAL HEALTH COURT $ $ 3,917,874 $ 3,917,874 $ 4,158,268 $ 4,158,268 $ 4,194,148 $ 4,194,148 $ 4,073,251 $ 4,073,251 $ 4,327,197 $ 4,327,197 $ (133,049) (133,049) -3.2% -3.2% 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 $ 202,170 $ 1,573,811 3,956,565 300,898 287,720 6,321,164 $ 493,799 $ 1,051,781 1,934,404 1,325,846 414,095 257,430 313,452 969,578 6,760,385 $ 663,603 $ 1,136,819 2,010,114 1,488,950 243,734 313,452 982,605 6,839,277 $ 581,069 $ 1,106,673 1,925,766 1,300,747 311,991 324,185 2,473,802 8,024,233 $ 733,355 $ 1,094,538 1,995,228 240,012 (20,846) 251,627 313,452 2,037,346 6,644,712 $ (69,752) 42,281 14,886 1,248,938 20,846 (7,893) (1,054,741) 194,565 -10.5% 3.7% 0.7% 83.9% N/A -3.2% 0.0% -107.3% 2.8% - $ 1,313,942 1,313,942 $ - $ 1,167,634 190,862 256,245 1,614,741 $ 27,081 $ 1,167,634 190,862 256,245 1,641,822 $ - $ 1,171,197 194,956 259,165 1,625,318 $ - $ 1,239,803 192,035 269,705 1,701,543 $ 27,081 (72,169) (1,173) (13,460) (59,721) 100.0% -6.2% N/A -0.6% -5.3% -3.6% $ 3,256,579 $ 855,772 793,499 4,905,850 $ 5,219,544 $ 1,533,365 1,572,266 760,219 9,085,394 $ 5,533,509 $ 1,601,113 1,706,406 760,856 9,601,884 $ 5,092,252 $ 1,529,480 1,556,426 764,379 8,942,537 $ 6,622,604 $ 472,367 1,717,513 768,822 9,581,306 $ (1,089,095) 1,128,746 (11,107) (7,966) 20,578 -19.7% 70.5% -0.7% -1.0% 0.2% TOTAL PROGRAMS $ 94,815,226 $ 100,516,547 $ 102,210,411 $ 100,895,934 $ 103,269,184 $ (1,058,773) -1.0% GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED OR STATUTORY 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 $ FY 2015 ADOPTED $ $ $ $ 847 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category FY 2014 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2015 ADOPTED $ SUBTOTAL $ 1,572,470 1,572,470 $ $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 2,433,028 12,092,981 14,526,009 $ $ SUBTOTAL $ $ FY 2015 REVISED $ $ 1,974,520 1,974,520 $ $ 1,974,520 1,974,520 $ $ 2,762,566 12,141,906 14,904,472 $ $ 2,900,592 11,783,243 14,683,835 $ $ 2,367,888 $ 12,032,087 14,399,975 $ 13,630 13,630 $ $ 1,850 $ 1,850 $ 1,850 1,850 $ $ 3,018 3,018 $ $ 1,850 1,850 $ $ 38,000 13,500 51,500 $ 34,684 18,572 53,256 $ $ 39,600 13,500 53,100 $ SUBTOTAL $ 9,056 37,409 46,465 $ 37,463 17,725 55,188 ALL REVENUES $ 16,158,574 $ 16,372,523 $ 16,932,342 $ 16,714,629 $ TOTAL SOURCES $ 16,158,574 FY 2014 ACTUAL $ 16,372,523 $ FY 2015 ADOPTED 16,932,342 FY 2015 REVISED $ 16,714,629 FY 2015 FORECAST $ FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE CATEGORY PERSONAL SERVICES $ 0701 - REGULAR PAY 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 1,917,598 1,917,598 FY 2016 ADOPTED FY 2015 FORECAST $ $ 2,040,793 2,040,793 REVISED VS ADOPTED VAR % $ $ 66,273 66,273 3.4% 3.4% (63,348) (418,895) (482,243) -2.3% -3.4% -3.2% $ $ - 0.0% 0.0% $ $ (537) 4,225 3,688 -1.4% 31.3% 7.2% 16,520,060 $ (412,282) -2.4% 2,699,218 $ 11,723,011 14,422,229 $ 16,520,060 $ (412,282) -2.4% FY 2016 REVISED VS ADOPTED VAR % ADOPTED 62,297,713 $ 486,115 164,674 24,074,547 64,740 (14,996,512) 8,495,799 80,587,076 $ 63,651,748 $ 486,686 216,759 24,058,599 555,374 (13,944,840) 8,161,320 83,185,646 $ 65,004,032 $ 456,767 221,759 24,732,265 43,006 (14,012,340) 8,228,820 84,674,309 $ 63,465,341 $ 455,413 219,144 23,847,554 51,753 (14,068,937) 8,151,016 82,121,284 $ 64,708,884 $ 441,931 201,430 25,851,303 53,300 (14,546,876) 8,764,356 85,474,328 $ 295,148 14,836 20,329 (1,119,038) (10,294) 534,536 (535,536) (800,019) 0.5% 3.2% 9.2% -4.5% -23.9% 3.8% -6.5% -0.9% 2,093,774 $ 15,714 83,984 2,193,472 $ 2,467,600 $ 24,500 2,446,231 4,938,331 $ 2,207,080 $ 24,500 2,446,231 4,677,811 $ 2,314,429 $ 18,719 1,838,383 4,171,531 $ 4,370,426 $ 30,500 4,400,926 $ (2,163,346) (6,000) 2,446,231 276,885 -98.0% -24.5% 100.0% 5.9% 5,553,527 $ 152,547 2,828,051 200,365 739,466 1,440,822 163,783 129,023 398,248 80,270 287,720 11,973,822 $ 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 $ 4,773,793 $ 359,173 4,006,229 216,737 851,765 1,511,492 240,890 120,180 463,580 1,000 313,452 12,858,291 $ 5,418,338 $ 145,039 4,137,635 202,350 768,050 1,443,413 199,148 134,235 390,286 324,185 13,162,679 $ 4,879,086 $ 146,181 2,377,665 218,037 881,765 1,481,074 376,992 142,129 452,680 292,895 11,248,504 $ (105,293) 212,992 1,628,564 (1,300) (30,000) 30,418 (136,102) (21,949) 10,900 1,000 20,557 1,609,787 -2.2% 59.3% 40.7% -0.6% -3.5% 2.0% -56.5% -18.3% 2.4% 100.0% 6.6% 12.5% $ 60,856 $ 60,856 $ - $ - $ - $ - $ - $ 1,440,440 1,440,440 $ 2,145,426 $ 2,145,426 $ (2,145,426) (2,145,426) N/A N/A N/A ALL EXPENDITURES $ 94,815,226 $ 100,516,547 $ 102,210,411 $ 100,895,934 $ 103,269,184 $ (1,058,773) -1.0% TOTAL USES $ 94,815,226 $ 100,516,547 $ 102,210,411 $ 100,895,934 $ 103,269,184 $ (1,058,773) -1.0% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ $ $ 848 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 2,093,369 $ 2,093,369 $ 1,880,100 $ 1,880,100 $ 1,880,100 $ 1,880,100 $ 1,875,604 $ 1,875,604 $ 1,880,100 $ 1,880,100 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 2,626,732 $ 2,626,732 $ 2,989,816 $ 2,989,816 $ 3,432,507 $ 3,432,507 $ 3,432,507 $ 3,432,507 $ 3,432,507 $ 3,432,507 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 505,016 $ 505,016 $ 506,200 $ 506,200 $ 506,200 $ 506,200 $ 487,440 $ 487,440 $ 476,000 $ 476,000 $ (30,200) (30,200) -6.0% -6.0% $ FUND TOTAL SOURCES $ 441,997 $ 441,997 $ 409,200 $ 409,200 $ 409,200 $ 409,200 $ 392,248 $ 392,248 $ 392,000 $ 392,000 $ (17,200) (17,200) -4.2% -4.2% $ $ 1,543,585 $ 1,543,585 $ 1,441,200 $ 1,441,200 $ 1,441,200 $ 1,441,200 $ 1,400,165 $ 1,400,165 $ 1,372,000 $ 1,372,000 $ (69,200) (69,200) -4.8% -4.8% $ $ 4,994,342 $ 4,994,342 $ 4,759,800 $ 4,759,800 $ 4,759,800 $ 4,759,800 $ 4,674,661 $ 4,674,661 $ 4,598,154 $ 4,598,154 $ (161,646) (161,646) -3.4% -3.4% $ $ 1,265,585 $ 1,265,585 $ 1,296,000 $ 1,296,000 $ 1,296,000 $ 1,296,000 $ 1,209,184 $ 1,209,184 $ 1,165,971 $ 1,165,971 $ (130,029) (130,029) -10.0% -10.0% $ $ 1,565,673 $ 1,565,673 $ 2,101,600 $ 2,101,600 $ 2,218,728 $ 2,218,728 $ 2,218,728 $ 2,218,728 $ 2,218,728 $ 2,218,728 $ - 0.0% 0.0% $ $ 671,574 $ 671,574 $ 585,000 $ 585,000 $ 585,000 $ 585,000 $ 637,135 $ 637,135 $ 600,000 $ 600,000 $ 15,000 15,000 2.6% 2.6% $ $ 109,915 $ 109,915 $ 108,000 $ 108,000 $ 108,000 $ 108,000 $ 102,530 $ 102,530 $ 99,000 $ 99,000 $ (9,000) (9,000) -8.3% -8.3% $ $ 611 $ 611 $ - $ - $ - $ - $ 470 $ 470 $ - $ - $ $ $ 140,077 $ 140,077 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 107,924 $ 107,924 $ 105,000 $ 105,000 $ $ $ 200,098 $ 200,098 $ 180,600 $ 180,600 $ 180,600 $ 180,600 $ 176,033 $ 176,033 $ 180,600 $ 180,600 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 16,158,574 $ 16,158,574 $ 16,372,523 $ 16,372,523 $ 16,932,342 $ 16,932,342 $ 16,714,629 $ 16,714,629 $ 16,520,060 $ 16,520,060 $ 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 ADMIN COSTS OPERATING FUND TOTAL SOURCES 281 CHILDRENS ISSUES EDUCATION OPERATING FUND TOTAL SOURCES 282 DOM REL MEDIATION EDUCATION OPERATING FUND TOTAL SOURCES 849 (10,007) (10,007) (412,282) (412,282) N/A N/A -8.7% -8.7% 0.0% 0.0% -2.4% -2.4% Maricopa County Annual Business Strategies FY 2016 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 238 SUPERIOR COURT GRANTS OPERATING FUND TOTAL 208 JUDICIAL ENHANCEMENT OPERATING NON RECURRING NON PROJECT FUND TOTAL 256 PROBATE FEES OPERATING NON RECURRING NON PROJECT FUND TOTAL 257 CONCILIATION COURT FEES OPERATING NON RECURRING NON PROJECT FUND TOTAL 259 SUPERIOR COURT SPECIAL REVENUE OPERATING NON RECURRING NON PROJECT INTEGRATED COURT INFO REWRITE FUND TOTAL 261 LAW LIBRARY OPERATING NON RECURRING NON PROJECT FUND TOTAL 264 SUPERIOR COURT FILL THE GAP OPERATING NON RECURRING NON PROJECT FUND TOTAL 271 EXPEDITED CHILD SUPPORT OPERATING NON RECURRING NON PROJECT FUND TOTAL 276 SPOUSAL MAINT ENF ENHANCEMENT OPERATING NON RECURRING NON PROJECT FUND TOTAL 277 EMANCIPATION ADMIN COSTS NON RECURRING NON PROJECT FUND TOTAL 281 CHILDRENS ISSUES EDUCATION OPERATING NON RECURRING NON PROJECT FUND TOTAL 282 DOM REL MEDIATION EDUCATION OPERATING NON RECURRING NON PROJECT FUND TOTAL FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VAR % FY 2016 ADOPTED USES $ 76,988,998 $ 2,423,966 91,000 79,503,964 $ 80,343,393 $ 1,136,091 1,305,640 9,000 1,840,000 84,634,124 $ 81,477,438 $ 1,136,091 1,305,640 9,000 1,840,000 85,768,169 $ 81,477,438 $ 1,062,521 1,305,640 9,000 1,805,064 85,659,663 $ 83,111,344 $ 668,000 1,500,000 245,926 1,899,500 87,424,770 $ $ USES $ 2,573,124 $ 2,573,124 $ 2,989,816 $ 2,989,816 $ 3,432,507 $ 3,432,507 $ 3,432,507 $ 3,432,507 $ 3,432,507 $ 3,432,507 $ $ 394,011 $ 394,011 $ 506,200 $ 506,200 $ 506,200 $ 506,200 $ 426,132 $ 426,132 $ 476,000 $ 29,901 505,901 $ 30,200 (29,901) 299 6.0% N/A 0.1% 435,011 $ 30,885 465,896 $ 409,200 $ 100,000 509,200 $ 409,200 $ 100,000 509,200 $ 392,248 $ 87,891 480,139 $ 392,000 $ 138,756 530,756 $ 17,200 (38,756) (21,556) 4.2% -38.8% -4.2% 1,409,260 $ 300,000 1,709,260 $ 1,441,200 $ 175,000 1,616,200 $ 1,441,200 $ 175,000 1,616,200 $ 1,400,165 $ 175,000 1,575,165 $ 1,372,000 $ 206,566 1,578,566 $ 69,200 (31,566) 37,634 4.8% -18.0% 2.3% 4,294,063 $ 193,680 1,256,395 5,744,138 $ 4,759,800 $ 440,000 5,199,800 $ 4,759,800 $ 440,000 5,199,800 $ 4,674,661 $ 224,884 4,899,545 $ 4,598,154 $ 696,603 5,294,757 $ 161,646 (256,603) (94,957) 3.4% -58.3% N/A -1.8% 913,074 $ 913,074 $ 1,296,000 $ 250,000 1,546,000 $ 1,296,000 $ 250,000 1,546,000 $ 596,578 $ 250,000 846,578 $ 1,165,971 $ 1,165,971 $ 130,029 250,000 380,029 10.0% 100.0% 24.6% 1,578,061 $ 500,908 2,078,969 $ 2,101,600 $ 2,101,600 $ 2,218,728 $ 2,218,728 $ 2,169,952 $ 2,169,952 $ 2,218,728 $ 2,218,728 $ - 0.0% N/A 0.0% 585,000 $ 136,400 721,400 $ 585,000 $ 325,000 910,000 $ 585,000 $ 325,000 910,000 $ 585,000 $ 325,000 910,000 $ 600,000 $ 113,621 713,621 $ (15,000) 211,379 196,379 -2.6% 65.0% 21.6% USES $ 105,001 $ 105,001 $ 108,000 $ 50,000 158,000 $ 108,000 $ 50,000 158,000 $ 102,530 $ 50,000 152,530 $ 99,000 $ 9,000 108,000 $ 9,000 41,000 50,000 8.3% 82.0% 31.6% $ USES $ 700 $ 700 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ 115,007 $ 300,000 415,007 $ 115,007 $ 25,000 140,007 $ 115,007 $ 25,000 140,007 $ 113,123 $ 25,000 138,123 $ 105,000 $ 10,007 115,007 $ 10,007 14,993 25,000 8.7% 60.0% 17.9% USES $ 190,682 $ 190,682 $ 180,600 $ 25,000 205,600 $ 180,600 $ 25,000 205,600 $ 180,600 $ 25,000 205,600 $ 180,600 $ 180,600 $ 25,000 25,000 0.0% 100.0% 12.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 89,581,292 $ 5,233,934 $ 94,815,226 $ 94,835,816 $ 5,680,731 $ 100,516,547 $ 96,529,680 $ 5,680,731 $ 102,210,411 $ $ USES $ $ USES $ $ USES $ $ USES $ $ USES $ $ USES $ $ USES $ $ USES $ $ 850 95,550,934 $ 97,751,304 $ 5,345,000 $ 5,517,880 $ 100,895,934 $ 103,269,184 $ (1,633,906) 468,091 (194,360) (236,926) (59,500) (1,656,601) - (1,221,624) 162,851 (1,058,773) -2.0% 41.2% -14.9% -2632.5% -3.2% N/A -1.9% 0.0% 0.0% -1.3% 2.9% -1.0% Maricopa County Annual Business Strategies FY 2016 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 OR STATUTORY 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 106.00 5.00 111.00 104.00 5.00 109.00 102.00 5.00 107.00 102.00 5.00 107.00 100.00 5.00 105.00 (2.00) (2.00) (2.0%) 0.0% (1.9%) 152.00 41.00 14.00 35.50 242.50 153.00 41.00 14.00 35.50 243.50 154.00 41.00 14.00 39.00 248.00 154.00 42.00 14.00 41.00 251.00 154.00 41.00 14.00 39.50 248.50 0.50 0.50 0.0% 0.0% 0.0% 1.3% 0.2% 6.00 279.50 285.50 5.00 263.50 268.50 5.00 268.50 273.50 5.00 265.50 270.50 5.00 272.50 277.50 4.00 4.00 0.0% 1.5% 1.5% 57.00 117.00 174.00 58.00 118.00 176.00 57.60 117.00 174.60 57.60 117.00 174.60 59.60 116.00 175.60 2.00 (1.00) 1.00 3.5% (0.9%) 0.6% - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 34.00 41.00 34.00 10.00 119.00 38.00 12.00 18.00 35.00 8.00 10.00 121.00 39.00 11.00 18.00 35.00 11.00 9.00 123.00 40.00 11.00 18.00 35.00 11.00 9.00 124.00 40.00 1.00 18.00 34.00 20.00 9.00 122.00 1.00 (10.00) (1.00) 9.00 (1.00) 2.6% (90.9%) 0.0% (2.9%) 81.8% 0.0% (0.8%) 41.00 11.00 28.00 80.00 46.00 5.00 8.00 37.00 96.00 46.00 6.00 8.00 38.00 98.00 45.00 6.00 8.00 36.00 95.00 45.00 6.00 8.00 38.00 97.00 (1.00) (1.00) (2.2%) 0.0% 0.0% 0.0% (1.0%) 17.00 64.00 64.00 145.00 18.00 67.00 75.00 160.00 18.00 68.00 73.00 159.00 18.00 68.00 73.00 159.00 18.00 68.00 74.00 160.00 1.00 1.00 0.0% 0.0% 1.4% 0.6% 53.00 53.00 1,210.00 54.00 54.00 1,229.00 53.00 53.00 1,237.10 55.00 55.00 1,237.10 57.00 57.00 1,243.60 4.00 4.00 6.50 7.5% 7.5% 0.5% 851 Maricopa County Annual Business Strategies FY 2016 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 Lead Court Reporter Manager Data Architect Database Administrator Database Administrator - Senior/Lead Deputy Director - Superior Court Director - Superior Court Educator Bachelor's Executive Assistant - Elected Official 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 Support Supv Intern IT Division Manager IT Program Manager IT Security Analyst IT Senior Manager IT Services Supv Judicial Assistant Judicial Assistant Senior/Lead Justice System Administrator Justice System Clerk Justice System Clerk Associate Justice System Clerk Associate Justice System Clerk Lead Justice System Clerk Senior Justice System Clerk Supervisor Justice System Manager FY 2014 ADOPTED 7.00 16.00 15.00 1.00 3.00 3.00 1.00 3.00 6.00 117.00 2.00 4.00 7.00 1.00 2.00 2.00 1.00 5.00 13.00 4.00 59.00 11.00 33.00 1.00 3.00 6.00 51.50 1.00 3.00 1.00 4.00 1.00 6.00 3.00 2.00 3.00 2.00 7.00 3.00 6.00 2.00 3.00 1.00 5.00 2.00 1.00 3.00 3.00 156.00 4.00 8.00 151.00 21.00 29.00 13.00 FY 2015 ADOPTED 7.00 16.00 18.00 1.00 3.00 3.00 1.00 3.00 6.00 120.00 3.00 4.00 6.00 1.00 2.00 2.00 1.00 4.00 1.00 13.00 4.00 59.00 14.00 33.00 1.00 3.00 6.00 51.50 1.00 3.00 1.00 7.00 1.00 5.00 3.00 2.00 3.00 2.00 6.00 3.00 7.00 1.00 3.00 1.00 4.00 1.00 3.00 1.00 1.00 3.00 163.00 4.00 8.00 151.00 21.00 28.00 11.00 852 FY 2015 FY 2015 REVISED FORECAST 7.00 7.00 16.00 16.00 16.00 17.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 3.00 7.00 7.00 121.60 120.60 5.00 5.00 4.00 4.00 6.00 6.00 1.00 1.00 2.00 2.00 2.00 2.00 1.00 1.00 4.00 4.00 1.00 1.00 13.00 13.00 4.00 4.00 59.00 59.00 14.00 14.00 34.00 34.00 1.00 1.00 3.00 3.00 6.00 6.00 50.50 50.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 7.00 7.00 1.00 1.00 6.00 6.00 2.00 2.00 3.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 6.00 6.00 3.00 3.00 8.00 8.00 1.00 1.00 3.00 3.00 3.00 3.00 2.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 163.00 163.00 4.00 4.00 8.00 8.00 67.00 63.00 84.00 87.00 18.00 19.00 6.00 5.00 31.00 31.00 11.00 11.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 7.00 0.0% 16.00 0.0% 17.00 1.00 6.3% 1.00 0.0% 3.00 0.0% 3.00 0.0% N/A 3.00 0.0% 7.00 0.0% 120.60 (1.00) (0.8%) 4.00 (1.00) (20.0%) 4.00 0.0% 6.00 0.0% 1.00 0.0% 2.00 0.0% 2.00 0.0% 1.00 0.0% 4.00 0.0% 1.00 0.0% 13.00 0.0% 4.00 0.0% 61.00 2.00 3.4% 14.00 0.0% 34.00 0.0% 1.00 0.0% 3.00 0.0% 6.00 0.0% 50.50 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% N/A 1.00 0.0% 7.00 0.0% 1.00 0.0% 6.00 0.0% 2.00 0.0% 3.00 0.0% 3.00 0.0% 3.00 0.0% 2.00 0.0% 6.00 0.0% 3.00 0.0% 8.00 0.0% 1.00 0.0% 3.00 0.0% N/A 3.00 0.0% 1.00 (1.00) (50.0%) 1.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 0.0% 165.00 2.00 1.20% 4.00 0.0% 8.00 0.0% 65.00 (2.00) (3.0%) 86.00 2.00 1.20% 2.00 2.00 N/A 19.00 1.00 5.6% 5.00 (1.00) (16.7%) 31.00 0.0% 11.00 0.0% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Superior Court Staffing by Market Range Title (continued) MARKET RANGE TITLE Legal Assistant Legal Assistant Supv Librarian Library Clerk Library Paraprofessional Library Small Branch Manager 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 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 Administrator Systems Administrator - Senior/Lead Trades Generalist Trades Specialist Trades Supervisor Trainer Training Officer Warehouse/Inventory Specialist Warehouse/Inventory Supervisor Web Designer/Developer Department Total FY 2014 ADOPTED 12.00 5.00 .50 5.00 9.00 2.00 1.00 3.00 18.00 1.00 2.00 9.00 2.00 1.00 4.00 2.00 9.00 5.00 12.00 1.00 3.00 1.00 1.00 2.00 131.00 4.00 11.00 6.00 1.00 2.00 95.00 3.00 1.00 6.00 1.00 2.00 5.00 1.00 5.00 1.00 3.00 1,210.00 FY 2015 ADOPTED 12.00 4.00 .50 5.00 1.00 10.00 2.00 1.00 3.00 18.00 1.00 1.00 7.00 2.00 1.00 4.00 2.00 12.00 5.00 12.00 1.00 2.00 3.00 1.00 1.00 2.00 128.00 4.00 12.00 7.00 2.00 1.00 98.00 3.00 1.00 7.00 1.00 2.00 4.00 2.00 5.00 1.00 3.00 1,229.00 FY 2015 FY 2015 REVISED FORECAST 11.00 11.00 1.00 1.00 4.00 4.00 4.00 4.00 1.00 1.00 9.00 9.00 3.00 3.00 1.00 2.00 1.00 1.00 4.00 4.00 14.00 15.00 1.00 1.00 1.00 1.00 7.00 7.00 2.00 2.00 1.00 1.00 3.00 3.00 2.00 2.00 10.00 11.00 5.00 5.00 14.00 13.00 1.00 1.00 2.00 2.00 3.00 3.00 1.00 1.00 1.00 1.00 2.00 2.00 130.00 130.00 4.00 4.00 11.00 11.00 7.00 7.00 2.00 2.00 1.00 1.00 1.00 1.00 98.00 98.00 3.00 3.00 1.00 1.00 7.00 7.00 1.00 1.00 2.00 2.00 2.00 2.00 3.00 3.00 5.00 5.00 1.00 1.00 2.00 2.00 1,237.10 1,237.10 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 12.00 1.00 9.1% 1.00 0.0% 4.00 0.0% .50 .50 N/A 4.00 0.0% 1.00 0.0% 9.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 (1.00) (25.0%) 15.00 1.00 7.1% 1.00 0.0% 1.00 0.0% N/A 7.00 0.0% 2.00 0.0% 1.00 0.0% 3.00 0.0% 2.00 0.0% 11.00 1.00 10.0% 5.00 0.0% 14.00 0.0% 1.00 0.0% 2.00 0.0% 3.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 130.00 0.0% 4.00 0.0% 11.00 0.0% 7.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 98.00 0.0% 3.00 0.0% 1.00 0.0% 7.00 0.0% 1.00 0.0% 2.00 0.0% 2.00 0.0% 3.00 0.0% 5.00 0.0% 1.00 0.0% 2.00 0.0% 1,243.60 6.50 0.5% FY 2014 ADOPTED 1,145.00 6.00 26.00 33.00 1,210.00 FY 2015 ADOPTED 1,163.00 6.00 27.00 33.00 1,229.00 FY 2015 FY 2015 REVISED FORECAST 1,169.10 1,169.10 6.00 6.00 26.00 26.00 3.00 3.00 33.00 33.00 1,237.10 1,237.10 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1,177.60 8.50 0.7% 6.00 0.0% 26.00 0.0% 1.00 1.00 N/A 3.00 0.0% 30.00 (3.00) (9.1%) 1,243.60 6.50 0.5% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 208 JUDICIAL ENHANCEMENT 238 SUPERIOR COURT GRANTS 256 PROBATE FEES 261 LAW LIBRARY 264 SUPERIOR COURT FILL THE GAP Department Total Significant Variance Analysis There was a 6.0 FTE increase in the General Fund (100) due to the addition of two Initial Appearance Courts. 1.0 FTE was added to the Probate and Mental Health Activity. This increase is offset by a reduction of 0.5 FTE as a result of reducing 3.0 FTE in Fill the Gap to 2.5 FTE and moving these positions to the General Fund. 853 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Superior Court General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance based retention pay plan and market study adjustments made in FY 2015. Base Adjustments General Fund (100) Operating • Decrease Regular Benefits by $37,527 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $13,460 for the impact of the changes in risk management charges. • Increase expenditures by $461,138 for Parent Conference Reports. • Decrease Personnel Charges by $1,656,041 based on the prior years’ actual expenditures and the FY 2015 forecast. This results in changing the budgeted personnel savings rate from 4.23% in FY 2015 to 6.00% in FY 2016. • Decrease expenditures by $15,000 for allocation out to Expedited Child Support Fund. • Increase Regular Benefits by $1,213,728 for the impact of the changes in health and dental premium rates. General Fund (100) Superior Court for the Record Equipment • Increase expenditures by $1,500,000 for eCourtroom refresh. General Fund (100) Disaster Recovery Equipment • Increase expenditures by $668,000 for continuity of operations. General Fund (100) Superior Court Case Management System • Increase expenditures by $1,899,500 for iCISng project continuation. Superior Court Judicial Enhancement Fund (208) Operating • Decrease Regular Benefits by $299 for the impact of the changes in retirement contribution rates. • Decrease expenditures by $29,901 for the allocation to Judicial Enhancement Fund (208) Non Recurring for use of fund balance. • Decrease revenue by $30,200 due to a reduction of revenue in FY 2015. Superior Court Judicial Enhancement Fund (208) Non Recurring Non Project • Increase expenditures by $29,901 for the allocation in from Judicial Enhancement Fund (208) Operating utilizing fund balance. Superior Court Grants Fund (238) Operating • Decrease Regular Benefits by $1,029 for the impact of the changes in retirement contribution rates. • Increase expenditures by $1,029 due to grant reconciliation. Conciliation Court Fees Fund (257) Operating • Decrease revenue by $69,200 due to reduced revenue collection in FY 2015. • Decrease expenditures by $69,200 for the allocation to Non Recurring Non Project to use fund balance. 854 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Superior Court Conciliation Court Fees Fund (257) Non Recurring Non Project • Increase expenditures by $137,366 for Parent Conference Reports. • Increase Personnel budget by $69,200 due to allocation from Conciliation Court Fees Fund (257) Operating utilizing fund balance. Superior Court Special Revenue Fund (259) Operating • Decrease Supplies and Services by $32,918. • Decrease Personnel budget by $128,728 due to the allocation to Non Recurring Non Project to use fund balance. • Decrease revenue by $161,646 due to reduction in revenue received in FY 2015. Superior Court Special Revenue Fund (259) Non Recurring Non Project • Increase expenditures by $37,875 for Parent Conference Reports. • Decrease Personnel budget by $128,728 for the allocation from Superior Court Special Revenue Fund (259) Operating utilizing fund balance. Law Library Fees Fund (261) • Decrease expenditures by $146 for the impact of the changes in retirement contribution rates. • Decrease expenditures by $129,883 to maintain structural balance. • Decrease revenue by $130,029 due to reduction in revenue received in FY 2015. Expedited Child Support Fund (271) • Increase revenue by $15,000 based on increased collection in FY 2015. • Increase expenditures by $15,000 for the allocation in from General Fund. Expedited Child Support Fund (271) Non Recurring Non Project • Increase expenditures by $113,621 for Parent Conference Reports. Spousal Maintenance Enforcement Enhancement Fund (276) Operating • Decrease revenue by $9,000 due to reduced revenue collection in FY 2015. • Decrease Personnel budget by $9,000 due to the allocation to Non Recurring Non Project to use fund balance. Spousal Maintenance Enforcement Enhancement Fund (276) Non Recurring Non Project • Increase expenditures by $9,000 for the allocation in from Spousal Maintenance Enforcement Enhancement Fund (276) Operating utilizing fund balance. Children’s Issues Education Fund (281) Operating • Decrease revenue by $10,007 due to decreased revenue collection in FY 2015. • Decrease Personnel budget by $10,007 due to the allocation to Non Recurring Non Project to use fund balance. Children’s Issues Education Fund (281) Non Recurring Non Project • Increase expenditures by $10,007 for the allocation in from Children’s Issues Education Fund (281) Operating utilizing fund balance. 855 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Programs and Activities Civil and Tax Justice Program The purpose of the Civil and Tax Justice Program is to provide resolutions in civil and tax cases to litigants so they can have fair and timely justice. Mandates: Arizona Constitution, Article VI, Section 14 gives the Superior Court jurisdiction 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 2014 ACTUAL 92.4% FY 2015 REVISED 90.0% FY 2015 FORECAST 90.7% FY 2016 ADOPTED 91.0% 48.5% 43.4% 47.2% 44.3% Activities that comprise this program include: • Civil Adjudication • REV VS ADOPTED VAR % 1.1% 1.0% 0.9% 2.1% Tax Adjudication Civil Adjudication Activity The purpose of the Civil Adjudication Activity is to provide resolution of Superior Court civil cases to litigants so they can be 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. 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL SOURCES FY 2014 ACTUAL 92.4% $ $ 39,342 41,036 245.25 19,239 2,729,297 FY 2015 FY 2015 REVISED FORECAST 90.0% 90.7% $ $ 42,000 44,240 224.26 24,000 2,644,800 $ $ 37,792 36,984 251.95 15,493 2,558,032 FY 2016 ADOPTED 91.0% $ $ 41,000 42,260 219.79 REV VS ADOPTED VAR % 1.0% 1.1% $ (1,000) (1,980) 4.47 -2.4% -4.5% 2.0% 24,000 2,474,404 $ (170,396) 0.0% -6.4% $ 2,748,536 $ 2,668,800 $ 2,573,525 $ 2,498,404 $ (170,396) -6.4% $ 6,781,274 69,056 2,798,335 $ 6,703,530 70,735 2,644,800 $ 6,875,850 70,811 2,575,078 $ 6,294,541 72,049 2,644,800 $ 408,989 (1,314) - 6.1% -1.9% 0.0% $ 9,648,665 $ 9,419,065 $ 9,521,739 $ 9,011,390 $ 407,675 4.3% Expenditure 100 - GENERAL 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL USES Activity Narrative: There was a significant increase in civil filings beginning in FY 2009 that continued to FY 2012. Civil filings are now declining to a manageable filing rate. The filing rate does not account for the case complexity. Many of the civil cases are becoming increasingly complex and the more complex cases require additional time and resources to resolve. 856 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Tax Adjudication Activity The purpose of the Tax Adjudication Activity is to provide property tax appeals to litigants so they can receive timely and just legal resolutions. Mandates: Arizona Constitution, Article VI, Section 14 and A.R.S. §12-123 gives the Superior Court jurisdiction in any cases that are not specifically assigned to another court in statute. §§12-161 – 163 defines “Tax Court”; assigns the administrative supervision of tax court to the presiding judge of the Superior Court; and authorizes the Office of the Tax Court (the Maricopa County Superior Court) to fund the personnel and budget requirements of the Office as determined by the presiding judge. Measure Type Result Output Output Demand Demand Expenditure Ratio Expenditure Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of tax cases resolved within 9 months 48.5% 43.4% 47.2% 44.3% 0.9% 2.1% Number of Large Record Tax cases resolved. 1,015 800 743 764 (36) -4.5% Number of Small Record Tax cases resolved. 498 790 544 717 (73) -9.2% 620 900 695 762 (138) -15.3% Number of Large Record Tax cases filed. Number of Small Record Tax cases filed. 482 700 388 476 (224) -32.0% Total activity expenditure per tax case resolved $ 361.18 $ 340.70 $ 420.04 $ 369.56 $ (28.86) -8.5% 100 - GENERAL TOTAL USES $ $ 542,860 542,860 $ $ 541,711 541,711 $ $ 540,595 540,595 $ $ 547,313 547,313 $ $ (5,602) (5,602) -1.0% -1.0% Activity Narrative: Tax appeals are decreasing as the Real Estate market improves. 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 Percent Percent Percent Percent of of of of Measure Description Spanish Interpretations people screened without incident Jurors reporting for service user satisfaction. FY 2014 ACTUAL 93.4% 97.6% 10.8% 98.6% FY 2015 REVISED 94.0% 98.0% 10.0% 98.0% Activities that comprise this program include: • Court Interpretation & Translation • Jurors • • FY 2015 FORECAST 93.0% 98.5% 11.1% 98.6% FY 2016 ADOPTED 94.0% 98.5% 11.0% 98.0% REV VS ADOPTED VAR % 0.0% 0.0% 0.5% 0.5% 1.0% 10.0% 0.0% 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. 857 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2016 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 REV VS ADOPTED FY 2014 FY 2015 FY 2015 FY 2016 ACTUAL REVISED FORECAST ADOPTED VAR % 93.4% 94.0% 93.0% 94.0% 0.0% 0.0% 47,822 48,500 48,317 48,500 0.0% 47,822 48,500 48,322 48,500 0.0% $ 83.62 $ 79.25 $ 83.85 $ 89.04 $ (9.78) -12.3% 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL 264 - SUPERIOR COURT FILL THE GAP TOTAL USES $ 3,750,416 248,236 $ 3,998,652 770 770 $ $ 500 500 $ $ - $ $ 500 500 $ $ $ 4,142,301 175,945 $ 4,318,246 $ - 0.0% 0.0% Expenditure $ 3,579,542 264,257 $ 3,843,799 $ 3,789,584 261,959 $ 4,051,543 $ (562,759) 88,312 (474,447) -15.7% 33.4% -12.3% Base Adjustments: General Fund (100) Operating • Increase expenditures by $425,000 for Interpreter contract. 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 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 97.6% 98.0% 98.5% 98.5% 0.5% 0.5% 3,282,629 3,196,719 3,238,063 3,250,000 53,281 1.7% 3,282,629 3,196,719 3,238,063 3,250,000 53,281 1.7% $ 2.07 $ 2.16 $ 2.10 $ 2.19 $ (0.03) -1.3% 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ 6,790,610 $ 6,790,610 3,148 3,148 $ $ 600 600 $ $ 2,152 2,152 $ $ 600 600 $ $ $ 7,124,869 $ 7,124,869 $ $ - 0.0% 0.0% Expenditure $ 6,916,374 $ 6,916,374 $ 6,793,033 $ 6,793,033 (208,495) (208,495) -3.0% -3.0% Base Adjustments: General Fund (100) Operating • Increase expenditures by $35,000 for new X-Ray Service Contract. 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. 858 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2016 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 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 10.8% 10.0% 11.1% 11.0% 1.0% 10.0% 52,643 54,000 53,315 54,000 0.0% 55,422 56,000 55,385 56,000 0.0% $ 88.51 $ 81.34 $ 79.20 $ 91.08 $ (9.74) -12.0% 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL SOURCES $ 743,642 65,671 $ 649,280 45,000 $ 745,494 53,750 $ 649,280 53,750 $ 8,750 0.0% 19.4% $ 809,313 $ 694,280 $ 799,244 $ 703,030 $ 8,750 1.3% 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL USES $ 4,578,408 81,242 $ 4,167,127 225,000 $ 4,060,794 161,854 $ 4,343,051 575,000 $ (175,924) (350,000) -4.2% -155.6% $ 4,659,650 $ 4,392,127 $ 4,222,648 $ 4,918,051 $ (525,924) -12.0% Expenditure Base Adjustments: Superior Court Special Revenue Fund (259) Non Recurring Non Project • Increase expenditures by $75,000 for Items for Jurors. • Increase expenditures by $140,000 for Grand Jury Transcripts. • Increase expenditures by $315,000 for Juror Fees and Transcripts. 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 FY 2014 FY 2015 Description ACTUAL REVISED Percent of user satisfaction. 98.6% 98.0% Number of website sessions completed. 158,915,270 450,000,000 Number of website sessions requested. 162,204,380 450,000,000 Total activity expenditure per website session. $ 0.02 $ 0.01 REV VS ADOPTED FY 2015 FY 2016 FORECAST ADOPTED VAR % 98.6% 98.0% 0.0% 0.0% 190,950,750 300,000,000 (150,000,000) -33.3% 191,443,540 300,000,000 (150,000,000) -33.3% $ 0.01 $ 0.01 $ (0.00) -34.5% 238 - SUPERIOR COURT GRANTS 259 - SUPERIOR COURT SPECIAL REVENUE 261 - LAW LIBRARY TOTAL SOURCES $ $ 1,265,585 $ 1,479,299 1,296,000 $ 1,512,000 1,209,184 $ 1,401,543 1,165,971 $ 1,379,971 100 - GENERAL 238 - SUPERIOR COURT GRANTS 259 - SUPERIOR COURT SPECIAL REVENUE 261 - LAW LIBRARY TOTAL USES $ 2,081,339 1,172 202,405 $ 2,101,685 2,000 214,000 $ 1,646,371 2,000 183,613 $ 2,121,061 183,082 913,074 $ 3,197,990 1,546,000 $ 3,863,685 846,578 $ 2,678,562 1,160,296 $ 3,464,439 9,521 204,193 $ 2,000 214,000 2,000 190,359 $ 214,000 $ $ (2,000) - -100.0% 0.0% (130,029) (132,029) -10.0% -8.7% (19,376) 2,000 30,918 -0.9% 100.0% 14.4% 385,704 399,246 24.9% 10.3% Expenditure $ $ 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. 859 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Program Results Measure Description Percent of Capital cases resolved within 545 days. Percent of General Felony cases resolved within 180 days. FY 2014 ACTUAL 18.8% FY 2015 FY 2015 REVISED FORECAST 31.6% 20.0% 75.6% 80.0% Activities that comprise this program include: • Capital Adjudication FY 2016 ADOPTED 31.6% 78.4% • REV VS ADOPTED VAR % 0.0% 0.0% 80.0% 0.0% 0.0% Felony Adjudication Capital Adjudication Activity The purpose of the Capital Adjudication Activity is to provide resolution of Superior court capital cases to 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 2014 ACTUAL 18.8% FY 2015 FY 2015 REVISED FORECAST 31.6% 20.0% FY 2016 ADOPTED 31.6% REV VS ADOPTED VAR % 0.0% 0.0% 16 18 $ 35,968.88 19 20 $ 26,147.26 20 13 $ 24,511.15 19 15 $ 26,479.68 $ 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ $ 192,597 192,597 $ $ 196,681 196,681 $ $ 196,681 196,681 $ $ 197,366 197,366 $ $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS TOTAL USES $ 382,978 192,524 575,502 $ 300,117 196,681 496,798 $ 294,305 195,918 490,223 $ 303,645 199,469 503,114 $ (5) (332.42) 685 685 0.0% -25.0% -1.3% 0.3% 0.3% Expenditure $ $ $ $ $ (3,528) (2,788) (6,316) -1.2% -1.4% -1.3% 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. 860 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of General Felony cases resolved within 180 days. Number of General Felony cases resolved. Number of General Felony cases filed. Total activity expenditure per General Felony case resolved. 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REVENUE 264 - SUPERIOR COURT FILL THE GAP TOTAL SOURCES FY 2014 ACTUAL 75.6% 31,325 33,388 725.24 $ $ 42 79,909 505,016 124,988 FY 2015 FY 2015 REVISED FORECAST 80.0% 78.4% $ $ 34,000 34,800 640.84 100 82,758 506,200 54,000 $ $ 32,426 32,285 673.68 340 116,747 487,440 52,612 REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 80.0% $ $ 34,000 34,800 676.24 100 83,280 476,000 54,000 $ $ (35.40) 0.0% 0.0% -5.5% 522 (30,200) - 0.0% 0.6% -6.0% 0.0% 1,565,673 $ 2,275,628 2,218,728 $ 2,861,786 2,218,728 $ 2,875,867 2,218,728 $ 2,832,108 $ (29,678) 0.0% -1.0% $ 20,638,845 63,952 59,427 125,040 $ 19,642,475 82,758 61,148 54,000 $ 19,772,226 51,976 61,203 54,000 $ 20,791,656 85,486 62,432 54,000 $ (1,149,181) (2,728) (1,284) - -5.9% -3.3% -2.1% 0.0% 1,830,733 $ 22,717,997 1,948,031 $ 21,788,412 1,905,312 $ 21,844,717 1,998,571 $ 22,992,145 (50,540) $ (1,203,733) -2.6% -5.5% Expenditure 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REVENUE 264 - SUPERIOR COURT FILL THE GAP TOTAL USES Activity Narrative: The trial rate is continuing to increase. As a result, Superior Court has added two Initial Appearance Courts to address the issue. Base Adjustments: General Fund (100) Operating • Increase expenditures by $521,069 for two Initial Appearance Courts. • Increase Supplies and Services by $16,200 for Operating costs associated with Initial Appearance Courts. General Fund (100) Non Recurring Non Project • Increase expenditures by $245,926 for startup costs of two Initial Appearance Courts. 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 2014 ACTUAL 97.0% 83.9% FY 2015 FY 2015 REVISED FORECAST 96.0% 96.7% 80.0% Activities that comprise this program include: • Family Pre-Decree/Judgment 83.0% • FY 2016 ADOPTED 97.0% 82.0% REV VS ADOPTED VAR % 1.0% 1.0% 2.0% 2.5% 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. 861 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Mandates: This activity supports the overall mandate of the Family Adjudication Program. A.R.S. Title 25 includes the statutes regarding Marital and Domestic Relations, including Marriage; Husband and Wife, Property and Contract Rights; Dissolution of Marriage; Child Custody and Visitation; Family Support Duties; Maternity and Paternity Proceedings; Covenant Marriage; Uniform Child Custody Jurisdiction and Enforcement Act; and Uniform Interstate Family Support Act. Measure Type Result Output Demand Expenditure Ratio Revenue Measure Description Percent of Pre-Decree Family Court cases resolved within 12 months. Number of Pre-Decree Family Court cases resolved. Number of Pre-Decree Family Court cases filed. Total activity expenditure per Pre-Decree Family Court case resolved. 100 - GENERAL 238 - SUPERIOR COURT GRANTS 257 - CONCILIATION COURT FEES 276 - SPOUSAL MAINT ENF ENHANCEMENT 281 - CHILDRENS ISSUES EDUCATION TOTAL SOURCES FY 2014 ACTUAL 97.0% FY 2015 FY 2015 FORECAST REVISED 96.0% 96.7% FY 2016 ADOPTED 97.0% REV VS ADOPTED VAR % 1.0% 1.0% 35,841 32,300 34,550 34,750 2,450 7.6% 35,759 34,000 34,758 34,500 500 1.5% $ 294.42 $ 343.19 $ 297.47 $ 311.12 $ 32.08 9.3% $ 1,054,262 1,543,585 109,915 $ 100 1,439,321 1,441,200 108,000 $ 1,439,321 1,400,165 102,530 $ 100 1,390,714 1,372,000 99,000 $ (48,607) (69,200) (9,000) 0.0% -3.4% -4.8% -8.3% (10,007) (136,814) -8.7% -4.4% (107,141) 47,578 (1,314) 37,634 222,125 -1.4% 3.3% -1.8% 2.3% 85.4% 50,000 31.6% 25,000 273,882 17.9% 2.5% 140,077 $ 2,847,839 115,007 $ 3,103,628 107,924 $ 3,049,940 105,000 $ 2,966,814 $ 7,102,551 980,113 70,016 1,709,260 170,363 $ 7,399,889 1,439,321 71,759 1,616,200 260,000 $ 7,334,747 879,627 72,377 1,575,165 125,000 $ 7,507,030 1,391,743 73,073 1,578,566 37,875 105,001 158,000 152,530 108,000 415,007 $ 10,552,311 140,007 $ 11,085,176 138,123 $ 10,277,569 115,007 $ 10,811,294 $ Expenditure 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 257 - CONCILIATION COURT FEES 259 - SUPERIOR COURT SPECIAL REVENUE 276 - SPOUSAL MAINT ENF ENHANCEMENT 281 - CHILDRENS ISSUES EDUCATION TOTAL USES $ $ 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. 862 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2016 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. 100 - GENERAL 238 - SUPERIOR COURT GRANTS 259 - SUPERIOR COURT SPECIAL REVENUE 271 - EXPEDITED CHILD SUPPORT 282 - DOM REL MEDIATION EDUCATION TOTAL SOURCES FY 2014 ACTUAL 83.9% FY 2015 FY 2015 REVISED FORECAST 80.0% 83.0% REV VS ADOPTED VAR % 2.0% 2.5% FY 2016 ADOPTED 82.0% 28,871 24,000 25,661 24,500 500 2.1% 21,328 24,000 22,053 24,000 - 0.0% $ 163.58 $ 224.33 $ 195.36 $ 206.53 $ 17.80 7.9% $ 969,667 - $ 847,742 211,992 1,000 $ 875,226 211,992 95 $ 847,742 200,000 1,000 $ (11,992) - 0.0% -5.7% 0.0% 15,000 3,008 2.6% 0.0% 0.2% 39,708 11,992 49,740 1,000 1.0% 5.7% 100.0% 100.0% 196,379 25,000 323,819 21.6% 12.2% 6.0% 671,574 200,098 $ 1,841,339 585,000 180,600 $ 1,826,334 637,135 176,033 $ 1,900,481 600,000 180,600 $ 1,829,342 $ 3,810,756 - $ 4,005,479 211,992 49,740 1,000 $ 3,858,378 18,540 20,725 - $ 3,965,771 200,000 - 721,400 190,682 $ 4,722,838 910,000 205,600 $ 5,383,811 910,000 205,600 $ 5,013,243 713,621 180,600 $ 5,059,992 $ Expenditure 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REVENUE 271 - EXPEDITED CHILD SUPPORT 282 - DOM REL MEDIATION EDUCATION TOTAL USES $ $ Juvenile Justice Program The purpose of the Juvenile Justice Program is to provide adjudicated dependency and delinquency matters to juveniles so they can have timely and just legal resolutions. Program Results Measure Description Percent of adjudication hearings for nondetained juveniles held within 30 days Percent of preliminary protective hearings held within 7 business days after removal from home Percent of Cradles to Crayons youth with petitions filed who had a permanency hearing within 6 months of the petition filing. Percent of Cradles to Crayons youth with petitions filed who had a permanency established within 365 days of the petition filing. FY 2014 ACTUAL 73.6% FY 2015 FY 2015 REVISED FORECAST 77.1% 70.2% FY 2016 ADOPTED 72.3% REV VS ADOPTED VAR % (4.8%) -6.2% 66.9% 90.0% 79.9% 85.0% (5.0%) -5.6% N/A 95.0% 95.0% 95.0% 0.0% 0.0% N/A 95.0% 95.0% 95.0% 0.0% 0.0% 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. Mandates: Essential services in lieu of mandate. 863 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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. FY 2014 ACTUAL N/A 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 ADMIN COSTS TOTAL USES FY 2015 FY 2015 REVISED FORECAST 95.0% 95.0% FY 2016 ADOPTED 95.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 95.0% 95.0% 95.0% N/A 2,016 2,016 2,016 - 0.0% N/A 2,000 2,000 2,000 - 0.0% N/A 2,139 2,139 2,139 - 0.0% N/A $ $ 1,278,414 700 $ 1,279,114 620.18 $ 1,240,353 $ 1,240,353 $ 530.75 $ 1,061,501 $ 1,061,501 $ 0.0% 0.0% 587.07 $ 33.10 5.3% $ 1,174,145 $ 1,174,145 $ 66,208 66,208 5.3% N/A 5.3% $ 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 Demand Expenditure Ratio Revenue Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of adjudication hearings for non73.6% 77.1% 70.2% 72.3% (4.8%) -6.2% detained juveniles held within 30 days Number of Delinquency cases resolved. 6,619 7,050 5,955 6,631 (419) -5.9% Number of Delinquency cases filed. 6,486 7,560 6,425 6,846 (714) -9.4% Total activity expenditure per Delinquency case $ 717.93 $ 725.69 $ 851.69 $ 765.86 $ (40.17) -5.5% resolved. 100 - GENERAL 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT TOTAL USES $ 4,564,015 133,502 54,445 $ 4,751,962 $ 356,799 142,163 498,962 $ $ 357,678 160,590 518,268 $ $ 236,885 160,590 397,475 $ 357,678 149,449 507,127 $ $ 4,869,821 151,614 56,986 $ 5,078,421 $ $ $ (11,141) (11,141) 0.0% -6.9% -2.1% 29,997 8,976 (1,268) 37,705 0.6% 5.6% -2.3% 0.7% Expenditure $ 4,899,818 160,590 55,718 $ 5,116,126 $ 4,868,177 146,278 57,384 $ 5,071,839 $ 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. 864 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result 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 Dependency cases filed. Total activity expenditure per Dependency case resolved. FY 2014 ACTUAL 66.9% $ 12,685 15,831 387.72 FY 2015 REVISED 90.0% $ 14,000 16,000 417.56 FY 2015 FORECAST 79.9% $ 13,463 16,414 494.94 FY 2016 ADOPTED 85.0% $ 14,000 16,500 429.36 REV VS ADOPTED VAR % (5.0%) -5.6% $ $ 500 (11.80) 0.0% 3.1% -2.8% 1,687 (500) 0.1% -100.0% 238 - SUPERIOR COURT GRANTS 259 - SUPERIOR COURT SPECIAL REVENUE 277 - EMANCIPATION ADMIN COSTS TOTAL SOURCES $ 1,136,773 - $ 1,268,536 500 $ 1,268,536 - $ 1,270,223 - 611 $ 1,137,384 $ 1,269,036 470 $ 1,269,006 $ 1,270,223 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL USES $ 3,701,869 1,139,272 77,104 - $ 4,497,001 1,268,536 79,806 500 $ 4,487,720 2,095,790 79,873 - $ 4,637,814 1,292,048 81,145 - $ (140,813) (23,512) (1,339) 500 -3.1% -1.9% -1.7% 100.0% $ 4,918,245 $ 5,845,843 $ 6,663,383 $ 6,011,007 $ (165,164) -2.8% $ 1,187 N/A 0.1% Expenditure 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 2014 ACTUAL 90.0% FY 2015 FY 2015 REVISED FORECAST 96.4% 91.8% FY 2016 ADOPTED 94.0% REV VS ADOPTED VAR % (2.4%) -2.5% 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. 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. 865 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result 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 Mental Health cases filed. Total activity expenditure per Mental Health case resolved. FY 2014 ACTUAL 90.0% $ 4,736 4,287 827.25 FY 2015 REVISED 96.4% $ 3,600 4,200 1,165.04 FY 2015 FORECAST 91.8% $ 4,000 4,351 1,018.31 REV VS ADOPTED VAR % (2.4%) -2.5% FY 2016 ADOPTED 94.0% $ 4,200 4,300 1,030.29 $ 600 100 134.76 16.7% 2.4% 11.6% 238 - SUPERIOR COURT GRANTS 256 - PROBATE FEES 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL SOURCES $ 50,000 441,997 - $ 10,000 409,200 500 $ 392,248 1,322 $ 10,000 392,000 1,000 $ (17,200) 500 0.0% -4.2% 100.0% $ 491,997 $ 419,700 $ 393,570 $ 403,000 $ (16,700) -4.0% 100 - GENERAL 238 - SUPERIOR COURT GRANTS 256 - PROBATE FEES 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL USES $ 3,451,978 465,896 - $ 3,674,448 10,000 509,200 500 $ 3,593,112 480,139 - $ 3,785,313 10,000 531,884 - $ (110,865) (22,684) 500 -3.0% 0.0% -4.5% 100.0% $ 3,917,874 $ 4,194,148 $ 4,073,251 $ 4,327,197 $ (133,049) -3.2% Expenditure Base Adjustments: Probate Fees Fund (256) Operating • Decrease revenue by $17,200 due to decreased revenue collection in FY 2015. • Decrease Personnel budget by $17,200 due to the allocation to Non Recurring Non Project to use fund balance. Probate Fees Fund (256) Non Recurring Non Project • Increase expenditures by $50,000 for Probate Contract. • Increase expenditures by $71,556 for Probate Investigator. • Increase expenditures by $17,200 for allocation in from Probate Fees Fund (256) Operating utilizing fund balance. 866 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan Reallocations Justice System Clerk Reallocation 80,343,393 $ 1,880,100 $ 1,093,378 $ 1,044,483 21,814 27,081 40,667 $ 40,667 - $ 81,477,438 $ 1,880,100 $ 80,145 $ 3,610 (27,081) 103,616 449,234 $ 449,234 127,500 $ 127,500 - $ 82,134,317 $ 1,880,100 $ (37,527) $ (37,527) (184,174) $ 1,458,407 - 13,460 - Agenda Item: C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 $ C-16-15-001-M-00 FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan Base Adjustments Other Base Adjustments Reallocations Reallocation Between Depts $ Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 $ $ FY 2016 Baseline Budget Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase for New X-Ray Service Contract Increase Personnel Costs for two Initial Appearance Courts Increase Supplies and Services for Operating costs of Initial Appearance Courts Increase for Parent Conference Reports Increase for Interpreter Contract Internal Service Charges Increase Risk Management Charges Personnel Savings Increase Personnel Savings from 4.23% to 6.00% Reallocations Reallocation Between Funds Allocate Expenditures to Expedited Child Support Fund FY 2016 Tentative Budget $ $ 35,000 521,069 16,200 461,138 425,000 $ 13,460 (1,656,041) $ $ $ (15,000) $ (15,000) - $ 81,897,616 $ -0.3% 1,880,100 0.0% $ 1,213,728 $ 1,213,728 - $ 83,111,344 $ 1.2% 1,880,100 0.0% (15,000) Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums - (1,656,041) Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount 867 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Superior Court General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 9,000 $ - FY 2015 Revised Budget $ 9,000 $ - $ (9,000) $ (9,000) - $ - $ - $ 245,926 $ 245,926 - $ 245,926 $ Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Start-up Costs for two Initial Appearance Courts Agenda Item: $ 245,926 FY 2016 Adopted Budget Expenditures Revenue SUP CT FOR THE RECORD EQUIP FY 2015 Adopted Budget $ 1,305,640 $ - FY 2015 Revised Budget $ 1,305,640 $ - $ (1,305,640) $ (1,305,640) - $ - $ - $ 1,500,000 $ 1,500,000 - $ 1,500,000 $ Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring eCourtroom Refresh Agenda Item: $ 1,500,000 FY 2016 Adopted Budget Revenue Expenditures DISASTER REC EQUIPMENT FY 2015 Adopted Budget $ 1,136,091 $ - FY 2015 Revised Budget $ 1,136,091 $ - $ (1,136,091) $ (1,136,091) - $ - $ - $ 668,000 $ 668,000 - $ 668,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Continuity of Operations Agenda Item: $ FY 2016 Adopted Budget 868 668,000 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Superior Court General Fund (100) (continued) Revenue Expenditures SUP COURT CASE MGMT SYSTEM FY 2015 Adopted Budget $ 1,840,000 $ - FY 2015 Revised Budget $ 1,840,000 $ - $ (1,840,000) $ (1,840,000) - $ - $ - $ 1,899,500 $ 1,899,500 - $ 1,899,500 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring iCISng Project Continuation Agenda Item: $ 1,899,500 FY 2016 Adopted Budget Superior Court Judicial Enhancement Fund (208) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 506,200 $ 506,200 FY 2015 Revised Budget $ 506,200 $ 506,200 FY 2016 Baseline Budget $ 506,200 $ 506,200 $ (299) $ (299) - $ (29,901) $ (29,901) (30,200) (30,200) - 476,000 $ -6.0% 476,000 -6.0% Adjustments: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Functions Agenda Item: $ $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - $ 29,901 $ 29,901 - $ 29,901 $ - Adjustments: Reallocations Reallocation Between Functions Use of Fund Balance to Cover Operating Costs Agenda Item: $ FY 2016 Adopted Budget 869 29,901 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Judicial Enhancement Fund (208) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 101,975 $ 212,980 $ 212,980 $ 212,980 $ 314,653 Sources: Operating Total Sources: $ $ 505,016 505,016 $ $ 506,000 506,200 $ $ 506,200 506,200 $ $ 498,712 498,712 $ $ 476,000 476,000 Uses: Operating Total Uses: $ $ 394,011 394,011 $ $ 506,200 506,200 $ $ 506,200 506,200 $ $ 397,039 397,039 $ $ 476,000 476,000 Structural Balance $ 111,005 $ - $ - $ 101,673 $ - $ $ 212,980 212,980 $ $ 212,980 212,960 $ $ 212,980 212,980 $ $ 314,653 314,653 $ $ 314,653 314,653 Expenditures Revenue Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance Superior Court Grants Fund (238) OPERATING FY 2015 Adopted Budget $ 2,989,816 $ 2,989,816 $ 442,691 $ 442,691 442,691 442,691 FY 2015 Revised Budget $ 3,432,507 $ 3,432,507 FY 2016 Baseline Budget $ 3,432,507 $ 3,432,507 $ (1,029) $ (1,029) 1,029 $ 1,029 - 3,432,507 $ 3,432,507 Adjustments: Grants FY 15 Superior Court Grant Reconciliation Adjustments: Employee Retirement and Benefits Retirement Contributions Grants Grant Reconciliation Agenda Item: C-80-15-004-2-00 Agenda Item: $ FY 2016 Adopted Budget $ 870 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Grants Fund (238) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 2,626,732 2,626,732 $ $ 2,989,816 2,989,816 $ $ 3,432,507 3,432,507 $ $ 3,432,507 3,432,507 $ $ 3,432,507 3,432,507 Uses: Operating Total Uses: $ $ 2,573,124 2,573,124 $ $ 2,989,816 2,989,816 $ $ 3,432,507 3,432,507 $ $ 3,432,507 3,432,507 $ $ 3,432,507 3,432,507 Structural Balance $ 53,608 $ - $ - $ - $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (30,961) (30,961) $ (84,568) $ (132,774) $ (132,774) (132,774) $ (132,774) $ (30,961) $ (132,774) (132,774) $ (30,961) (30,961) (30,961) $ (30,961) (30,961) Probate Fees Fund (256) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 409,200 $ 409,200 FY 2015 Revised Budget $ 409,200 $ 409,200 FY 2016 Baseline Budget $ 409,200 $ 409,200 $ - $ (17,200) $ (17,200) (17,200) (17,200) - 392,000 $ -4.2% 392,000 -4.2% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Functions Agenda Item: $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 100,000 $ - FY 2015 Revised Budget $ 100,000 $ - (100,000) $ (100,000) - Adjustments: Non Recurring Other Non Recurring Agenda Item: $ FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Reallocations Reallocation Between Functions Use of Fund Balance to Cover Operating Costs $ - $ - $ $ $ 121,556 121,556 17,200 17,200 - $ - $ 138,756 $ - Agenda Item: $ FY 2016 Adopted Budget 871 17,200 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Superior Court Probate Fees Fund (256) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 328,696 $ 163,730 $ 163,730 $ 304,797 $ 216,906 Sources: Operating Total Sources: $ $ 441,997 441,997 $ $ 409,200 409,200 $ $ 409,200 409,200 $ $ 392,248 392,248 $ $ 392,000 392,000 $ $ $ 392,248 87,891 480,139 $ $ 409,200 100,000 509,200 $ $ 409,200 100,000 509,200 $ $ 435,011 30,885 465,896 $ 392,000 138,756 530,756 Structural Balance $ 6,986 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 304,797 304,797 $ $ 63,730 63,730 $ $ 63,730 63,730 $ $ 216,906 216,906 $ $ 78,150 78,150 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Conciliation Court Fees Fund (257) OPERATING FY 2015 Adopted Budget $ 1,441,200 $ 1,441,200 FY 2015 Revised Budget $ 1,441,200 $ 1,441,200 FY 2016 Baseline Budget $ 1,441,200 $ 1,441,200 $ - $ (69,200) $ (69,200) (69,200) (69,200) - 1,372,000 $ -4.8% 1,372,000 -4.8% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Functions Agenda Item: $ FY 2016 Adopted Budget Percent Change from Baseline Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 175,000 $ - FY 2015 Revised Budget $ 175,000 $ - $ (175,000) $ (175,000) - $ - $ - $ 137,366 $ 137,366 69,200 $ 69,200 - 206,566 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Reallocations Reallocation Between Functions Use of Fund Balance to Cover Operating Costs Agenda Item: $ $ FY 2016 Adopted Budget 69,200 $ 872 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Superior Court Conciliation Court Fees Fund (257) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 547,242 $ 210,251 $ 210,251 $ 381,566 $ 206,566 Sources: Operating Total Sources: $ $ 1,543,585 1,543,585 $ $ 1,441,200 1,441,200 $ $ 1,441,200 1,441,200 $ $ 1,400,165 1,400,165 $ $ 1,372,000 1,372,000 $ $ $ $ 1,400,165 175,000 1,575,165 $ $ 1,441,200 175,000 1,616,200 $ $ 1,441,200 175,000 1,616,200 $ 1,372,000 206,566 1,578,566 $ - $ - $ - $ - (1) $ - $ - $ - $ - 35,251 35,251 $ $ 35,251 35,251 $ $ 206,566 206,566 $ $ - Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ 1,409,260 300,000 1,709,260 Structural Balance $ 134,325 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 381,566 381,566 $ $ Superior Court Special Revenue Fund (259) OPERATING FY 2015 Adopted Budget $ 4,759,800 $ 4,759,800 FY 2015 Revised Budget $ 4,759,800 $ 4,759,800 FY 2016 Baseline Budget $ 4,759,800 $ 4,759,800 $ (32,918) $ (32,918) - $ - $ (128,728) $ (128,728) (161,646) (161,646) - 4,598,154 $ -3.4% 4,598,154 -3.4% Adjustments: Base Adjustments Other Base Adjustments Decrease Other Supplies and Services to Forecast Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Functions Use of Fund Balance to Cover Operating Costs Agenda Item: $ (32,918) $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount (128,728) $ 873 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Special Revenue Fund (259) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 440,000 $ - FY 2015 Revised Budget $ 440,000 $ - $ (440,000) $ (440,000) - $ - $ - $ 567,875 $ 567,875 - $ 128,728 $ 128,728 - $ 696,603 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Increase Items for Jurors Increase Grand Jury Transcripts Increase Juror Fees and Mileage Increase for Parent Conference Reports Reallocations Reallocation Between Functions Use of Fund Balance to Cover Operating Costs Agenda Item: $ 75,000 140,000 315,000 37,875 $ 128,728 FY 2016 Adopted Budget Superior Court Special Revenue Fund (259) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 1,671,273 $ 445,977 $ 445,977 $ 921,487 $ 696,603 Sources: Operating Total Sources: $ $ 4,994,342 4,994,342 $ $ 4,759,800 4,759,800 $ $ 4,759,800 4,759,800 $ $ 4,674,661 4,674,661 $ $ 4,598,154 4,598,154 $ $ $ $ 4,674,661 224,884 4,899,545 $ $ 4,759,800 440,000 5,199,800 $ $ 4,759,800 440,000 5,199,800 $ 4,598,154 696,603 5,294,757 Uses: Operating Non-Recurring Total Uses: $ 4,294,063 1,450,075 5,744,138 Structural Balance $ 700,279 $ - $ - $ - $ - Accounting Adjustments $ 10 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 921,487 921,487 $ $ 5,977 5,977 $ $ 5,977 5,977 $ $ 696,603 696,603 $ $ - 874 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Superior Court Law Library Fees Fund (261) Revenue Expenditures OPERATING FY 2015 Adopted Budget $ 1,296,000 $ 1,296,000 FY 2015 Revised Budget $ 1,296,000 $ 1,296,000 FY 2016 Baseline Budget $ 1,296,000 $ 1,296,000 $ (146) $ (146) - $ (129,883) $ (129,883) (130,029) (130,029) - 1,165,971 $ -10.0% 1,165,971 -10.0% Agenda Item: Adjustments: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance $ $ $ FY 2016 Adopted Budget Percent Change from Baseline Amount Law Library Fees Fund (261) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 2,029,644 $ 2,151,550 $ 2,151,550 $ 2,382,155 $ 2,744,761 Sources: Operating Total Sources: $ $ 1,265,585 1,265,585 $ $ 1,296,000 1,296,000 $ $ 1,296,000 1,296,000 $ $ 1,209,184 1,209,184 $ $ 1,165,971 1,165,971 $ $ $ 596,578 250,000 846,578 $ $ 1,296,000 250,000 1,546,000 $ $ 1,296,000 250,000 1,546,000 $ $ 913,074 913,074 $ 1,165,971 1,165,971 Structural Balance $ 352,511 $ - $ - $ 612,606 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,382,155 2,382,155 $ $ 1,901,550 1,901,550 $ $ 1,901,550 1,901,550 $ $ 2,744,761 2,744,761 $ $ 2,744,761 2,744,761 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Superior Court Fill the Gap Fund (264) OPERATING FY 2015 Adopted Budget $ 2,101,600 $ 2,101,600 $ 117,128 117,128 $ 117,128 117,128 FY 2015 Revised Budget $ 2,218,728 $ 2,218,728 FY 2016 Baseline Budget $ 2,218,728 $ 2,218,728 FY 2016 Adopted Budget $ 2,218,728 $ 2,218,728 Adjustments: Mid Year Adjustments Fill the Gap Plan Agenda Item: C-80-15-005-2-00 875 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Fill the Gap Fund (264) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 464,522 $ 251,140 $ 251,140 $ (48,776) $ - Sources: Operating Total Sources: $ $ 1,565,673 1,565,673 $ $ 2,101,600 2,101,600 $ $ 2,218,728 2,218,728 $ $ 2,218,728 2,218,728 $ $ 2,218,728 2,218,728 $ 1,578,061 500,908 2,078,969 $ $ $ 2,169,952 2,169,952 $ $ 2,218,728 2,218,728 $ $ 2,101,600 2,101,600 $ 2,218,728 2,218,728 Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ (12,388) $ - $ - $ 48,776 $ - Accounting Adjustments $ (2) $ - $ - $ - $ - $ - $ (48,776) (48,776) $ 251,140 251,140 $ 251,140 251,140 $ - $ $ - Expenditures Revenue Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ $ Expedited Child Support Fund (271) OPERATING FY 2015 Adopted Budget $ 585,000 $ 585,000 FY 2015 Revised Budget $ 585,000 $ 585,000 FY 2016 Baseline Budget $ 585,000 $ 585,000 $ - $ 15,000 $ 15,000 15,000 15,000 - 600,000 $ 2.6% 600,000 2.6% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Increase Allocation from General Fund Agenda Item: $ $ 15,000 FY 2016 Adopted Budget Percent Change from Baseline Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 325,000 $ - FY 2015 Revised Budget $ 325,000 $ - $ (325,000) $ (325,000) - $ - $ - $ 113,621 $ 113,621 - $ 113,621 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Increase for Parent Conference Reports Agenda Item: $ FY 2016 Adopted Budget 876 113,621 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Superior Court Expedited Child Support Fund (271) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 436,314 $ 340,260 $ 340,260 $ 386,486 $ 113,621 Sources: Operating Total Sources: $ $ 671,574 671,574 $ $ 585,000 585,000 $ $ 585,000 585,000 $ $ 637,135 637,135 $ $ 600,000 600,000 $ $ $ 585,000 325,000 910,000 $ $ 585,000 325,000 910,000 $ $ 585,000 325,000 910,000 $ $ 585,000 136,400 721,400 $ 600,000 113,621 713,621 Structural Balance $ 86,574 $ - $ - $ 52,135 $ - Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 15,260 15,260 $ $ 15,260 15,260 $ $ 113,621 113,621 $ $ - Expenditures Revenue Uses: Operating Non-Recurring Total Uses: 386,486 386,486 $ $ Spousal Maintenance Enforcement Enhancement (276) OPERATING FY 2015 Adopted Budget $ 108,000 $ 108,000 FY 2015 Revised Budget $ 108,000 $ 108,000 FY 2016 Baseline Budget $ 108,000 $ 108,000 $ - $ (9,000) $ (9,000) (9,000) (9,000) - 99,000 $ -8.3% 99,000 -8.3% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Functions Use of Fund Balance to Cover Operating Costs Agenda Item: $ $ (9,000) FY 2016 Recommended Budget Percent Change from Baseline Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 50,000 $ - FY 2015 Revised Budget $ 50,000 $ - $ (50,000) $ (50,000) - $ - $ - $ 9,000 $ 9,000 - $ 9,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Reallocations Reallocation Between Functions Use of Fund Balance to Cover Operating Costs Agenda Item: $ FY 2016 Adopted Budget 877 9,000 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Superior Court Spousal Maintenance Enforcement Enhancement (276) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 142,469 $ 126,744 $ 126,744 $ 147,384 $ 97,384 Sources: Operating Total Sources: $ $ 109,915 109,915 $ $ 108,000 108,000 $ $ 108,000 108,000 $ $ 102,530 102,530 $ $ 99,000 99,000 $ $ $ $ 102,530 50,000 152,530 $ $ 108,000 50,000 158,000 $ $ 108,000 50,000 158,000 $ 99,000 9,000 108,000 Uses: Operating Non-Recurring Total Uses: $ 105,001 105,001 Structural Balance $ 4,914 $ - $ - $ - $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 147,384 147,384 $ $ 76,744 76,744 $ $ 76,744 76,744 $ $ 97,384 97,384 $ $ 88,384 88,384 Expenditures Revenue Children’s Issues Education Fund (281) OPERATING FY 2015 Adopted Budget $ 115,007 $ 115,007 FY 2015 Revised Budget $ 115,007 $ 115,007 FY 2016 Baseline Budget $ 115,007 $ 115,007 $ - $ (10,007) $ (10,007) (10,007) (10,007) - 105,000 $ -8.7% 105,000 -8.7% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Functions Use of Fund Balance to Cover Operating Costs Agenda Item: $ $ (10,007) $ FY 2016 Adopted Budget Percent Change from Baseline Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 25,000 $ - FY 2015 Revised Budget $ 25,000 $ - $ (25,000) $ (25,000) - $ - $ - $ 10,007 $ 10,007 - $ 10,007 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Reallocations Reallocation Between Functions Use of Fund Balance to Cover Operating Costs Agenda Item: $ FY 2016 Adopted Budget 878 10,007 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Superior Court Children’s Issues Education Fund (281) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 317,058 $ 38,373 $ 38,373 $ 42,126 $ 11,927 Sources: Operating Total Sources: $ $ 140,077 140,077 $ $ 115,007 115,007 $ $ 115,007 115,007 $ $ 107,924 107,924 $ $ 105,000 105,000 $ $ $ $ 113,123 25,000 138,123 $ $ 115,007 25,000 140,007 $ $ 115,007 25,000 140,007 $ 105,000 10,007 115,007 $ - $ - $ (5,199) $ - (2) $ - $ - $ - $ - 13,373 13,373 $ $ 13,373 13,373 $ $ 11,927 11,927 $ $ 1,920 1,920 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ 115,007 300,000 415,007 Structural Balance $ 25,070 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 42,126 42,126 $ $ Domestic Relation Mediation Education Fund (282) OPERATING FY 2015 Adopted Budget $ 180,600 $ 180,600 FY 2015 Revised Budget $ 180,600 $ 180,600 FY 2016 Baseline Budget $ 180,600 $ 180,600 FY 2016 Adopted Budget $ 180,600 $ 180,600 Domestic Relation Mediation Education Fund (282) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 95,187 $ 91,415 $ 91,415 $ 104,605 $ 75,038 Sources: Operating Total Sources: $ $ 200,098 200,098 $ $ 180,600 180,600 $ $ 180,600 180,600 $ $ 176,033 176,033 $ $ 180,600 180,600 $ $ $ $ 180,600 25,000 205,600 $ $ 180,600 25,000 205,600 $ $ 180,600 25,000 205,600 $ 180,600 180,600 (4,567) $ - Uses: Operating Non-Recurring Total Uses: $ 190,682 190,682 Structural Balance $ 9,416 $ - $ - $ Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 104,605 104,605 $ $ 66,415 66,415 $ $ 66,415 66,415 $ $ 75,038 75,038 $ $ 75,038 75,038 879 Maricopa County Annual Business Strategies FY 2016 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, 2016, 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 2016. In FY 2014, 86.0% 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 and receiving direction from one supervisor. As a result performance has significantly improved, resulting in the completion of 87% of the critical maintenance tasks within 90 days. Department Specific By June 30, 2016, Transportation will meet the increasing demands for public works services by constructing 85% of County transportation improvement projects on time. Status: The completion of planned construction projects is one of the most important and visible measures of MCDOT performance. MCDOT is working to achieve a completion goal of 85% by FY 2016. In FY 2014, 12 out of 16 (or 75%) of projects were completed as planned. The anticipated completion rate for FY 2015 is 19 out of 22 planned projects (or 86%). Regional Services By June 30, 2016, Transportation will receive a customer satisfaction rating of 85% for all projects and services. Status: In years past, this goal has been identified in the Transportation Planning Program as the Transportation Outreach and Communications Activity. The “Percent of customers reporting satisfaction with Department of Transportation 880 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Transportation projects and services” Result measure had achieved 86% satisfaction in FY 2014. 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, 2016, Transportation will enhance public safety for Maricopa County residents and visitors, whereby 85% of Maricopa County’s Total Road Network will have a pavement condition rating of “very good or better”. MCDOT 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 our roads is very important to our citizens, remaining steadfastly in at least 3rd place in importance over the past five years in our external customer survey. MCDOT has been continually improving its performance. In FY 2014, 87.6% of roadway conditions were rated as very good or better. 881 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % RDCS - ROADWAY CONSTRUCTION 64BT - BUILD ROADS AND STRUCT $ $ 26,052,083 $ 26,052,083 $ 13,574,779 $ 13,574,779 $ 13,574,779 $ 13,574,779 $ 10,117,283 $ 10,117,283 $ 29,364,618 $ 29,364,618 $ 15,789,839 15,789,839 116.3% 116.3% REGU - RIGHT OF WAY REGULATION UREL - UTILITIES ENGINEERING 64ER - ENGINEER ROADS AND STRUCTURES $ $ 781,937 $ 259,305 1,041,242 $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 757,305 $ 757,305 $ 685,311 $ 685,311 $ (14,689) (14,689) -2.1% N/A -2.1% 16,955 $ 320,896 337,851 $ 20,750 $ 684,820 705,570 $ 20,750 $ 732,807 753,557 $ 10,642 $ 780,851 791,493 $ 16,800 $ 225,895 242,695 $ (3,950) (506,912) (510,862) -19.0% -69.2% -67.8% 235,000 $ 5,000 240,000 $ 235,000 $ 5,000 240,000 $ 328,859 $ 7,823 336,682 $ 235,000 $ 5,000 240,000 $ - 0.0% 0.0% 0.0% N/A N/A TRFC - TRAFF SIGNAL AND ITS FIELD SVS TRRS - REGIONAL TRAFFIC MGT SUPPORT 64MT - TRAFFIC MANAGEMENT $ ROAD - ROAD AND ROW MAINTENANCE TROP - TRAFFIC OPERATIONS 64RB - ROADWAY MAINTENANCE $ $ 1,076,789 $ 30,347 1,107,136 $ ENVC - ENVIRONMENTAL CLEARANCE 64SD - TRANSPORTATION PLANNING $ $ - $ - $ - $ - $ - $ - $ 37,000 $ 37,000 $ 25,044 $ 25,044 $ 25,044 25,044 FACI - FACILITIES MANAGEMENT ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RCOM - REGULATION COMPLIANCE RWAY - REAL ESTATE SERVICES SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ 383,721 $ 49,647 54,096 487,464 $ 53,175 $ 1,600 1,000 250,000 64,092 369,867 $ 53,175 $ 300 1,000 250,000 64,092 368,567 $ 59,514 $ 962 544 255,462 163,171 479,653 $ 53,175 $ 250,000 65,880 266 369,321 $ (300) (1,000) 1,788 266 754 0.0% -100.0% -100.0% 0.0% 2.8% N/A 0.2% GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE 99GV - GENERAL OVERHEAD $ $ 99,032,254 $ 99,032,254 $ 104,810,728 $ 104,810,728 $ 104,810,728 $ 1,300 104,812,028 $ 104,772,995 $ 1,131 104,774,126 $ 107,489,394 $ 107,489,394 $ 2,678,666 (1,300) 2,677,366 2.6% -100.0% 2.6% BUAS - BUSINESS APPLICATION DEV SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ 30,455 $ 8,590 39,045 $ 30,455 $ 8,590 39,045 $ 30,455 $ 8,590 39,045 $ 43,144 $ 12,168 55,312 $ - $ 1,300 1,300 $ (30,455) (7,290) (37,745) -100.0% -84.9% -96.7% TOTAL PROGRAMS $ 128,097,075 $ 120,439,989 $ 120,487,976 $ 117,348,854 $ 138,417,683 $ $ $ $ 882 17,929,707 14.9% Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2014 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 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 387,921 $ 728,177 373,568 61,816,767 583,972 63,890,405 $ 659,615 $ 750,495 706,147 82,578,500 628,377 85,323,134 $ 701,389 $ 606,881 532,597 82,578,500 652,958 85,072,325 $ 554,529 $ 641,653 465,447 79,627,808 562,079 81,851,516 $ 661,672 $ 653,746 545,821 94,370,570 675,464 96,907,273 $ 39,717 (46,865) (13,224) (11,792,070) (22,506) (11,834,948) 5.7% -7.7% -2.5% -14.3% -3.4% -13.9% 1,343,667 $ 84 1,185,184 614,274 3,143,209 $ 1,409,236 $ 31 1,256,703 595,182 3,261,152 $ 1,494,918 $ 2,069 1,379,291 535,731 3,412,009 $ 1,517,804 $ 2,319 1,316,056 488,823 3,325,002 $ 1,590,113 $ 1,128 1,428,956 556,772 3,576,969 $ (95,195) 941 (49,665) (21,041) (164,960) -6.4% 45.5% -3.6% -3.9% -4.8% 1,438,432 $ 1,520,833 392,911 659,289 486,278 4,497,743 $ 1,582,162 $ 1,630,514 396,379 773,092 907,394 5,289,541 $ 1,592,312 $ 1,759,838 399,487 801,303 955,381 5,508,321 $ 1,356,353 $ 1,649,014 374,224 631,461 844,937 4,855,989 $ 1,594,538 $ 1,760,674 397,416 797,777 448,469 4,998,874 $ (2,226) (836) 2,071 3,526 506,912 509,447 -0.1% 0.0% 0.5% 0.4% 53.1% 9.2% 29,097,442 $ 4,787,938 33,885,380 $ 29,585,442 $ 5,196,641 34,782,083 $ 30,132,139 $ 5,068,054 35,200,193 $ 27,490,675 $ 4,869,829 32,360,504 $ 28,876,974 $ 4,992,318 33,869,292 $ 127,326 $ 372,764 419,212 647 581,023 1,500,972 $ 156,188 $ 423,531 498,520 808,429 1,886,668 $ 135,463 $ 577,249 512,481 914,192 2,139,385 $ 187,604 $ 565,646 533,892 795,449 2,082,591 $ 194,119 $ 622,436 509,617 901,978 2,228,150 $ (58,656) (45,187) 2,864 12,214 (88,765) -43.3% -7.8% 0.6% N/A 1.3% -4.1% 643,730 $ 1,267,299 186,045 1,760,239 602,402 93,848 722,810 5,276,373 $ 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 $ 864,340 $ 2,107,632 247,404 619,471 927,496 73,400 95,311 1,030,594 560,200 6,525,848 $ 706,602 $ 2,076,558 258,573 684,191 819,332 39,936 94,084 1,440,072 576,846 6,696,194 $ 957,891 $ 1,201,636 237,199 755,858 449,730 667,301 68,900 100,629 779,010 463,945 5,682,099 $ (93,551) 905,996 10,205 (136,387) (449,730) 260,195 4,500 (5,318) 251,584 96,255 843,749 -10.8% 43.0% 4.1% -22.0% N/A 28.1% 6.1% -5.6% 24.4% 17.2% 12.9% 2,395,364 $ 753,558 3,148,922 $ 2,594,220 $ 744,495 185,467 943,900 4,468,082 $ 2,788,047 $ 744,495 199,177 943,900 4,675,619 $ 2,788,045 $ 749,037 229,995 943,907 4,710,984 $ 3,235,274 $ 774,542 249,949 818,435 5,078,200 $ (447,227) (30,047) (50,772) 125,465 (402,581) -16.0% -4.0% N/A -25.5% 13.3% -8.6% $ 864,915 $ 397,599 663,702 614,260 2,540,476 $ 1,016,858 $ 591,797 939,161 2,547,816 $ 967,101 $ 611,877 936,063 2,515,041 $ 1,265,494 $ 897,998 846,596 3,010,088 $ 1,009,139 $ 737,826 1,010,654 2,757,619 $ (42,038) (125,949) (74,591) (242,578) -4.3% N/A -20.6% -8.0% -9.6% TOTAL PROGRAMS $ 117,883,480 $ 145,000,754 $ 145,048,741 $ 138,892,868 $ 155,098,476 $ (10,049,735) -6.9% 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 POOL - POOLED COSTS 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 OR STATUTORY 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 $ $ 883 1,255,165 75,736 1,330,901 4.2% 1.5% 3.8% Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category FY 2014 ACTUAL CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ FY 2015 ADOPTED 1,041,242 $ 1,041,242 $ FY 2015 REVISED 950,000 950,000 $ $ 950,000 950,000 $ $ 11,840,447 95,893,292 8,412,636 116,146,375 $ 2,482,889 2,482,889 INTERGOVERNMENTAL 0615 - GRANTS $ 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 21,111,793 89,630,001 9,428,747 120,170,541 $ $ 11,792,460 $ 95,893,292 8,412,636 116,098,388 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ 5,064,833 5,064,833 $ $ 2,482,889 2,482,889 $ $ 40,041 $ 1,343,483 1,383,524 $ 500,000 208,712 708,712 $ $ 120,239,989 $ 436,935 $ 436,935 $ 200,000 200,000 $ $ 120,439,989 FY 2015 ADOPTED $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ ALL REVENUES $ OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 127,660,140 128,097,075 FY 2014 ACTUAL $ FY 2015 FORECAST $ 935,311 935,311 $ $ $ $ $ $ 18,964,057 98,175,564 8,808,030 125,947,651 $ $ 1,139,778 1,139,778 $ $ 463,867 $ 348,455 812,322 $ $ 200,000 $ 200,000 $ 120,487,976 FY 2015 REVISED 1,012,767 $ 1,012,767 $ 9,800,494 95,893,292 8,412,636 114,106,422 500,000 $ 208,712 708,712 $ 120,287,976 REVISED VS ADOPTED VAR % FY 2016 ADOPTED $ (14,689) (14,689) -1.5% -1.5% $ 7,123,610 2,282,272 395,394 9,801,276 60.2% 2.4% 4.7% 8.4% 10,663,300 10,663,300 $ $ 8,180,411 8,180,411 329.5% 329.5% 500,000 171,421 671,421 $ $ 138,217,683 $ 17,929,707 14.9% 277,565 $ 277,565 $ 200,000 200,000 $ $ - 0.0% 0.0% 138,417,683 FY 2016 ADOPTED $ 17,929,707 14.9% REVISED VS ADOPTED VAR % 117,071,289 117,348,854 FY 2015 FORECAST $ $ (37,291) (37,291) 0.0% -17.9% -5.3% 19,737,948 $ 55,400 487,761 7,594,638 167,671 (4,026,706) 4,256,465 28,273,177 $ 20,105,488 $ 173,384 581,079 7,934,868 225,775 (4,030,375) 4,858,764 29,848,983 $ 20,912,987 $ 198,740 581,079 8,139,968 225,775 (4,050,279) 7,892,665 33,900,935 $ 20,200,514 $ 121,036 635,570 7,804,142 4,335 (3,606,671) 6,602,193 31,761,119 $ 21,083,475 $ 215,169 541,004 8,511,180 402,806 (4,142,712) 5,503,997 32,114,919 $ (170,488) (16,429) 40,075 (371,212) (177,031) 92,433 2,388,668 1,786,016 -0.8% -8.3% 6.9% -4.6% -78.4% 2.3% 30.3% 5.3% SUBTOTAL $ 1,343,082 $ 1,778,883 373,898 (36,141) 93,895 3,553,617 $ 1,052,613 $ 1,895,300 60,000 (95,944) 96,536 3,008,505 $ 1,052,609 $ 1,920,300 60,000 (95,944) 96,486 3,033,451 $ 868,249 $ 1,728,944 43,287 (45,995) 128,851 2,723,336 $ 3,744,311 $ 1,779,300 223,314 (36,778) 110,863 5,821,010 $ (2,691,702) 141,000 (163,314) (59,166) (14,377) (2,787,559) -255.7% 7.3% -272.2% -61.7% -14.9% -91.9% SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 15,932,354 $ 203,730 12,790,726 7,288,798 46,286 129,870 49,316 1,054,120 (24,152) 138,462 37,609,510 $ 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 $ 19,768,166 $ 322,536 15,285,334 7,334,733 57,283 188,786 49,100 1,125,000 (148,548) 151,125 44,133,515 $ 16,889,912 $ 293,469 12,774,218 7,635,106 53,257 135,885 60,330 1,095,511 (125,747) 177,050 38,988,991 $ 11,635,435 $ 337,707 9,140,607 8,345,770 56,213 202,555 49,100 1,060,000 (162,480) 243,658 30,908,565 $ 8,132,731 (15,171) 6,144,727 (1,011,037) 1,070 (13,769) 65,000 13,932 (92,533) 13,224,950 41.1% -4.7% 40.2% -13.8% 1.9% -7.3% 0.0% 5.8% 9.4% -61.2% 30.0% CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 15,400,449 $ 719,643 251,781 3,507,057 28,566,787 1,459 48,447,176 $ 8,295,000 $ 207,000 1,204,861 2,646,552 56,619,000 8,092 68,980,505 $ 9,495,000 $ 207,000 1,097,690 2,646,552 50,419,000 8,092 63,873,334 $ 7,799,495 $ 102,456 976,982 2,606,928 53,929,120 4,441 65,419,422 $ 15,320,000 $ 526,045 3,168,500 67,238,217 1,220 86,253,982 $ (5,825,000) 207,000 571,645 (521,948) (16,819,217) 6,872 (22,380,648) -61.3% 100.0% 52.1% -19.7% -33.4% 84.9% -35.0% ALL EXPENDITURES $ 117,883,480 $ 145,000,754 $ 144,941,235 $ 138,892,868 $ 155,098,476 $ (10,157,241) -7.0% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ - $ - $ - $ 107,506 $ 107,506 $ - $ - $ - $ - $ TOTAL USES $ 117,883,480 $ 145,000,754 $ 145,048,741 $ 138,892,868 $ 155,098,476 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 884 107,506 107,506 (10,049,735) 100.0% 100.0% -6.9% Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 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 DUST MITIGATION 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 2014 ACTUAL FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VAR % (729) $ 532,399 531,670 $ - $ 684,820 684,820 $ - $ 732,807 732,807 $ $ SOURCES $ 101,513,322 $ 101,513,322 $ 106,180,390 $ 106,180,390 $ 106,180,390 $ 106,180,390 $ $ SOURCES $ 48,134,797 $ 22,160,547 1,094,888 294,620 609,874 333,675 416,666 358,442 2,340 781,031 74,186,880 $ 48,134,797 $ 10,083,247 1,308,318 943,000 723,547 416,667 100,000 61,709,576 $ 48,134,797 $ 10,083,247 1,308,318 943,000 723,547 416,667 100,000 61,709,576 $ 48,134,797 $ 5,598,588 82,779 1,435,948 1,800,250 556,747 381,943 197 260,831 58,252,080 $ 70,403,183 $ 27,668,769 94,000 746,596 416,667 438,586 99,767,801 $ $ 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) $ (70,403,183) $ (70,403,183) $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 101,512,593 $ 26,584,482 $ 128,097,075 $ FY 2014 ACTUAL 106,180,390 $ 14,259,599 $ 120,439,989 $ FY 2015 ADOPTED 106,180,390 $ 14,307,586 $ 120,487,976 $ FY 2015 REVISED $ FUND TOTAL USES $ 496,634 $ 496,634 $ 684,820 $ 684,820 $ 732,807 $ 732,807 $ $ 55,570,079 $ 48,134,797 103,704,876 $ 59,522,982 $ 50,349,249 109,872,231 $ 59,522,982 $ 50,349,249 109,872,231 $ 35,255,337 $ 1,858,784 2,348,999 2,868,299 1,125,358 7,877,067 3,545 221,360 826,974 4,776,414 3,477,118 1,177,512 61,816,767 $ 23,388,000 $ 14,840,000 525,000 3,160,000 2,175,000 15,912,000 1,577,500 180,000 3,167,000 10,877,000 5,047,000 1,730,000 82,578,500 $ 23,400,000 $ 11,340,000 725,000 6,160,000 2,675,000 17,412,000 2,677,500 380,000 3,155,000 6,377,000 6,547,000 1,730,000 82,578,500 $ 23,841,099 $ 12,791,589 555,878 4,754,754 3,392,613 13,500,517 1,044,523 762,135 3,665,741 10,112,335 4,094,222 1,112,402 79,627,808 $ 26,939,800 $ 10,626,000 1,779,000 11,211,000 4,186,800 16,988,740 2,709,000 158,000 5,754,000 6,536,230 5,802,000 1,680,000 94,370,570 $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (70,403,183) $ (70,403,183) $ 55,570,079 $ 62,313,401 $ 117,883,480 $ 59,522,982 $ 85,477,772 $ 145,000,754 $ 59,522,982 $ 85,525,759 $ 145,048,741 $ 56,876,073 $ 59,822,918 $ 82,016,795 $ 95,275,558 $ 138,892,868 $ 155,098,476 $ 232 TRANSPORTATION OPERATIONS OPERATING NON RECURRING NON PROJECT 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 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 885 - $ 817,851 817,851 $ FY 2016 ADOPTED SOURCES $ FUND / FUNCTION CLASS 223 TRANSPORTATION GRANTS NON RECURRING NON PROJECT $ FY 2015 ADOPTED - $ 250,939 250,939 $ 106,413,720 $ 108,802,126 $ 106,413,720 $ 108,802,126 $ (481,868) (481,868) 2,621,736 2,621,736 N/A -65.8% -65.8% 2.5% 2.5% 22,268,386 46.3% 17,585,522 174.4% 94,000 N/A (1,308,318) -100.0% (196,404) -20.8% (723,547) -100.0% 0.0% N/A N/A 338,586 338.6% 38,058,225 61.7% (22,268,386) (22,268,386) 46.3% 46.3% 106,413,720 $ 108,802,126 $ 2,621,736 2.5% 10,935,134 $ 29,615,557 $ 15,307,971 107.0% 117,348,854 $ 138,417,683 $ 17,929,707 14.9% FY 2015 FY 2016 REVISED VS ADOPTED FORECAST ADOPTED VAR % 603,363 $ 603,363 $ 250,939 $ 250,939 $ 56,876,073 $ 59,822,918 $ 49,920,421 71,057,232 106,796,494 $ 130,880,150 $ 481,868 481,868 (299,936) (20,707,983) (21,007,919) 65.8% 65.8% -0.5% -41.1% -19.1% (3,539,800) -15.1% 714,000 6.3% (1,054,000) -145.4% (5,051,000) -82.0% (1,511,800) -56.5% 423,260 2.4% (31,500) -1.2% 222,000 58.4% (2,599,000) -82.4% (159,230) -2.5% 745,000 11.4% 50,000 2.9% (11,792,070) -14.3% 22,268,386 22,268,386 -46.3% -46.3% (299,936) (9,749,799) (10,049,735) -0.5% -11.4% -6.9% Maricopa County Annual Business Strategies FY 2016 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 OR STATUTORY OFFICIALS PROGRAM TOTAL INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES EXECUTIVE MANAGEMENT FACILITIES MANAGEMENT OPERATIONS SUPPORT 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO 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 9.00 11.00 10.00 47.00 17.00 9.00 11.00 9.00 46.00 17.00 9.00 11.00 9.00 46.00 (1.00) (1.00) 0.0% 0.0% 0.0% (10.0%) (2.1%) 1.00 15.00 14.00 9.00 39.00 1.00 12.00 15.00 9.00 37.00 1.00 13.00 16.00 8.00 38.00 1.00 13.00 16.00 8.00 38.00 1.00 13.00 16.00 8.00 38.00 - 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 - 0.0% 0.0% 9.00 6.00 4.00 11.00 1.00 31.00 10.00 5.00 4.00 11.00 1.00 31.00 10.00 6.00 4.00 .00 10.00 1.00 31.00 12.00 6.00 4.00 10.00 1.00 33.00 11.00 3.00 4.00 2.00 10.00 1.00 31.00 1.00 (3.00) 2.00 - 10.0% (50.0%) 0.0% N/A 0.0% 0.0% 0.0% 18.00 2.00 6.50 26.50 18.00 8.00 26.00 17.00 .00 8.00 25.00 17.00 8.00 25.00 17.00 8.00 25.00 - 0.0% N/A 0.0% 0.0% 154.00 54.00 208.00 150.00 54.00 204.00 155.00 58.00 213.00 155.00 58.00 213.00 155.00 57.00 212.00 (1.00) (1.00) 0.0% (1.7%) (0.5%) 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 21.00 10.00 39.00 2.00 5.00 1.00 21.00 10.00 39.00 2.00 5.00 21.00 10.00 38.00 (1.00) (1.00) 0.0% 0.0% (100.0%) 0.0% 0.0% (2.6%) 3.00 5.00 6.00 6.00 3.00 23.00 416.50 3.00 5.00 6.00 8.00 22.00 410.00 3.00 6.00 .00 6.00 7.00 22.00 416.00 6.00 6.00 9.00 21.00 416.00 3.00 8.00 6.00 8.00 25.00 416.00 2.00 1.00 3.00 - 0.0% 33.3% N/A 0.0% 14.3% 13.6% 0.0% FY 2014 ADOPTED 3.00 2.00 12.00 2.00 2.00 1.00 1.00 6.00 2.00 9.00 11.00 1.00 - FY 2015 ADOPTED 3.00 2.00 12.00 2.00 2.00 1.00 1.00 5.00 2.00 9.00 11.00 1.00 - Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrative Staff Supv Administrative Supervisor Administrator Applications Development Mgr Business Systems Analyst Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Construction Maintenance Supv Crew Leader Database Administrator Development Svcs Technician Development Svcs Technician Sr 886 FY 2015 FY 2015 REVISED FORECAST 3.00 3.00 2.00 2.00 13.00 13.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 7.00 7.00 2.00 2.00 8.00 8.00 16.00 16.00 1.00 1.00 2.00 2.00 1.00 1.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 3.00 0.0% 2.00 0.0% 12.00 (1.00) (7.7%) 1.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 7.00 0.0% 2.00 0.0% 8.00 0.0% 15.00 (1.00) (6.3%) 1.00 0.0% (2.00) (100.0%) (1.00) (100.0%) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Transportation Staffing by Market Range Title (continued) MARKET RANGE TITLE Director - Transportation Dispatcher Engineer Engineering Associate Engineering Manager Engineering Specialist Engineering Supervisor Engineering Support Branch Manager 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 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 PC/LAN Technician - Senior/Lead Planner Planner - Senior Planning Division Manager Planning Supervisor Procurement Specialist Procurement Supervisor - Dept Program Coordinator Programmer/Analyst Programmer/Analyst - Senior/Lead Road Technician Survey Aide Survey Manager Survey Party Chief Survey Technician Systems Administrator - Senior/Lead Technical Support Mgr Telecomm Engineer - Sr/Ld Title Examiner Traffic Signal Supervisor Traffic Signal Technician Transportation Division Manager Warehouse/Inventory Specialist Warehouse/Inventory Specialist Lead Warehouse/Inventory Supervisor Web Designer/Developer Web Designer/Developer - Senior/Lead Department Total FY 2014 ADOPTED 1.00 2.00 21.00 14.00 3.00 21.00 6.00 20.00 49.00 1.00 10.00 1.00 2.00 3.00 1.00 48.00 1.00 26.00 1.00 3.00 17.00 1.00 1.00 3.00 4.00 1.00 5.00 2.00 12.00 5.00 7.00 3.00 1.00 5.50 2.00 1.00 2.00 4.00 1.00 4.00 4.00 2.00 21.00 2.00 1.00 1.00 3.00 9.00 1.00 2.00 1.00 1.00 1.00 416.50 FY 2015 ADOPTED 1.00 2.00 21.00 13.00 3.00 21.00 5.00 20.00 48.00 1.00 9.00 1.00 2.00 3.00 1.00 29.00 1.00 26.00 1.00 3.00 3.00 16.00 1.00 1.00 1.00 2.00 1.00 2.00 1.00 5.00 2.00 12.00 5.00 6.00 1.00 5.00 4.00 1.00 2.00 4.00 1.00 4.00 4.00 2.00 40.00 2.00 1.00 1.00 3.00 9.00 1.00 2.00 1.00 1.00 1.00 410.00 887 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 2.00 2.00 23.00 23.00 12.00 12.00 3.00 3.00 15.00 15.00 6.00 6.00 2.00 2.00 13.00 13.00 44.00 45.00 1.00 1.00 9.00 9.00 1.00 1.00 2.00 2.00 3.00 3.00 1.00 1.00 29.00 29.00 1.00 1.00 23.00 22.00 4.00 4.00 1.00 1.00 3.00 3.00 3.00 3.00 15.00 15.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 3.00 3.00 1.00 1.00 5.00 5.00 2.00 2.00 10.00 10.00 7.00 7.00 3.00 3.00 2.00 2.00 5.00 5.00 1.00 1.00 2.00 2.00 1.00 2.00 2.00 3.00 3.00 1.00 1.00 3.00 3.00 2.00 2.00 3.00 3.00 44.00 44.00 2.00 2.00 1.00 1.00 5.00 5.00 4.00 4.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 9.00 9.00 2.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 416.00 416.00 FY 2016 REVISED TO ADOPTED VARIANCE VAR % ADOPTED 1.00 0.0% 2.00 0.0% 23.00 0.0% 12.00 0.0% 3.00 0.0% 15.00 0.0% 6.00 0.0% 2.00 0.0% 13.00 0.0% 1.00 45.00 2.3% 1.00 0.0% 0.0% 9.00 0.0% 1.00 0.0% 2.00 0.0% 3.00 0.0% 1.00 29.00 0.0% 1.00 0.0% 2.00 N/A 2.00 (1.00) (4.3%) 22.00 4.00 0.0% 1.00 0.0% 3.00 0.0% 3.00 0.0% 15.00 0.0% 1.00 0.0% 1.00 0.0% 1.00 0.0% 2.00 0.0% 1.00 0.0% 3.00 0.0% 1.00 0.0% 5.00 0.0% 2.00 0.0% 10.00 0.0% 7.00 0.0% 3.00 0.0% N/A 2.00 0.0% 5.00 0.0% N/A 1.00 0.0% 2.00 0.0% 1.00 1.00 N/A 2.00 0.0% 3.00 0.0% 1.00 0.0% 3.00 0.0% 2.00 0.0% 3.00 0.0% 44.00 0.0% 2.00 0.0% 1.00 0.0% 5.00 0.0% 4.00 0.0% 2.00 0.0% 1.00 0.0% 1.00 0.0% 3.00 3.00 N/A 1.00 0.0% 9.00 0.0% 1.00 (1.00) (50.0%) 2.00 0.0% 1.00 0.0% N/A 1.00 0.0% 1.00 0.0% 416.00 0.0% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Transportation Staffing by Fund 640 223 232 DEPARTMENT/FUND TRANSPORTATION TRANSPORTATION GRANTS TRANSPORTATION OPERATIONS Department Total FY 2014 ADOPTED 1.00 415.50 416.50 FY 2015 ADOPTED 1.00 409.00 410.00 FY 2015 REVISED 1.00 415.00 416.00 FY 2015 FORECAST 1.00 415.00 416.00 FY 2016 ADOPTED 416.00 416.00 REVISED TO ADOPTED VARIANCE VAR % (1.00) 1.00 - (100.0%) 0.2% 0.0% General Adjustments Personnel: FY 2016 personnel expenditures increased due to the annualization of County performance pay and market study adjustments made in FY 2015. Base Adjustments: Transportation Operations Fund (232) • Decrease Regular Benefits by $21,826 for the impact of the changes in retirement contribution rates. • Decrease Internal Service Charges by $125,465 for the impact of the changes in risk management charges. • Increase Internal Service Charges by $447,227 for the impact of the changes in the Central Services Cost Allocation. Transportation Grants Fund (223) • Decrease Regular Benefits by $9 for the impact of the changes in retirement contribution rates. 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. 888 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Transportation Program Results Measure Description Percent of construction projects executed per approved schedule. Percent of construction projects closed out in 90 days. Percent construction cost overrun (cost construction growth). Percent of contract insurance policies that do not lapse beyond expiration date. Percent of design projects executed per approved schedule. Percent of design projects executed per approved budget. Percent of design projects executed per approved scope. Percent of contracts awarded that are within 10% of the Engineer’s estimate. Percent of Transportation Improvement projects planned for completion that are completed on time. Percent of Maricopa County arterial roads in “Good” or better condition. Percent of design surveys delivered to project delivery teams within the agreed upon timeframe. Percent of construction project delay claims due to survey not meeting the schedule. Percent of Quality Assurance (QA) tests completed within 48-hour turnaround time for a given month. FY 2014 ACTUAL 58.3% FY 2015 FY 2015 REVISED FORECAST 84.2% 84.2% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 15.8% 18.8% 42.9% 84.2% 84.2% 100.0% 15.8% 18.8% 3.0% 5.0% 5.0% 5.0% 0.0% 0.0% 100.0% 85.0% 85.0% 85.7% 0.7% 0.8% 100.0% 88.2% 88.2% 100.0% 11.8% 13.3% 100.0% 88.2% 88.2% 100.0% 11.8% 13.3% 100.0% 88.2% 88.2% 100.0% 11.8% 13.3% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 64.3% 86.7% 86.7% 81.3% (5.4%) -6.3% N/A N/A N/A 84.8% N/A N/A 100.0% 85.5% 83.1% 100.0% 14.5% 17.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 93.6% 93.0% 94.1% 90.0% (3.0%) -3.2% 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 distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 889 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of design surveys delivered to project delivery teams within the agreed upon timeframe. Percent of construction project delay claims due to survey not meeting the schedule. Number of Land Survey Requests completed. Number of Land Survey Requests submitted. Total expenditure per Land Survey Request completed. 232 - TRANSPORTATION OPERATIONS TOTAL USES FY 2015 FY 2015 FORECAST REVISED 83.1% 85.5% FY 2014 ACTUAL 100.0% 100.0% 100.0% $ 207 258 2,821.12 $ $ 583,972 583,972 $ 200 231 3,264.79 $ $ 652,958 652,958 FY 2016 ADOPTED 100.0% 100.0% $ 201 228 2,796.41 $ $ 562,079 562,079 REV VS ADOPTED VAR % 14.5% 17.0% 100.0% 0.0% 0.0% -9.0% -14.7% -13.7% -3.4% -3.4% $ 182 197 3,711.34 $ (18) (34) (446.55) $ $ 675,464 675,464 $ $ (22,506) (22,506) 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 (TIP). The demand is expected to decrease due to the number of individual tasks requested on projects. Although the expenditures and expenditure ratio is expected to increase, this is not reflective of the decrease in demand, but rather changes 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 the 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 Expenditure Ratio Expenditure Measure REV VS ADOPTED FY 2014 FY 2015 FY 2015 FY 2016 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Quality Assurance (QA) tests 93.6% 93.0% 94.1% 90.0% (3.0%) -3.2% completed within 48-hour turnaround time for a given month. Number of quality assurance tests completed. 2,113 2,640 3,017 2,604 (36) -1.4% Number of design projects serviced. 48 40 49 48 8 20.0% Number of Quality Assurance Tests completed 1,977 2,455 2,838 2,344 (111) -4.5% within a 48-hour period. Number of quality assurance tests requested. 2,113 2,640 3,017 2,604 (36) -1.4% Total expenditure per design project serviced. $ 15,170.35 $ 15,172.03 $ 13,094.96 $ 13,619.71 $ 1,552.32 10.2% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 728,177 728,177 $ $ 606,881 606,881 $ $ 641,653 641,653 $ $ 653,746 653,746 $ $ (46,865) (46,865) -7.7% -7.7% 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. The demand is expected to decrease in FY 2016 due to the reduction of design projects in the TIP. Quality assurance tests are expected to decrease in FY 2016 following suit with the number of design projects programed in the TIP. The increase in expenditures for FY 2016 is due to the increased cost of personnel. 890 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Roadway Construction Activity The purpose of the Roadway Construction Activity is to provide new or improved roads and structures to the Maricopa County traveling public so they can travel within the county on safely constructed roads and bridges. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Output Output Output Demand Demand Demand 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. FY 2014 ACTUAL N/A N/A FY 2015 FORECAST N/A 0 5 5 - (5) -100.0% N/A 1 55 48 2 5 N/A 1 55 48 $ 1,236,335,340.00 $ 16,515,700.00 1 48 5 1 48 $ 15,925,561.60 52 52 N/A (1) -100.0% 4 8.3% (5) -100.0% (1) -100.0% 4 8.3% N/A N/A $ 1,128,043.19 $ 1,720,385.42 $ 1,658,912.67 $ 1,814,818.65 $ (94,433.24) -5.5% 234 - TRANSPORTATION CAPITAL PROJECT 900 - ELIMINATIONS TOTAL SOURCES $ 74,186,880 $ $ $ $ 38,058,225 61.7% 232 - TRANSPORTATION OPERATIONS 234 - TRANSPORTATION CAPITAL PROJECT 900 - ELIMINATIONS TOTAL USES $ $ FY 2015 REVISED (48,134,797) 26,052,083 $ 61,709,576 (48,134,797) 13,574,779 $ 58,252,080 FY 2016 ADOPTED 84.8% 99,767,801 REV VS ADOPTED VAR % N/A N/A (48,134,797) (70,403,183) (22,268,386) 46.3% 10,117,283 $ 29,364,618 $ 15,789,839 116.3% Expenditure $ 48,134,797 61,816,767 $ (48,134,797) 61,816,767 $ 48,134,797 82,578,500 $ (48,134,797) 82,578,500 $ 48,134,797 79,627,808 $ 70,403,183 94,370,570 $(22,268,386) (11,792,070) -46.3% -14.3% (48,134,797) (70,403,183) 22,268,386 79,627,808 $ 94,370,570 $(11,792,070) -46.3% -14.3% 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. The increase in the number of Dust Mitigation and Pavement Construction and Preservation projects is reflected in the increase in total lanes miles scheduled. These smaller less extensive projects reduce the total expenditures per road lane mile compared to last year. Transportation Construction Management Activity The purpose of the Transportation Construction Management Activity is to provide roadway and bridge construction oversight services to contractors so they can construct transportation improvements as specified per contract. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 891 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL 58.3% 13,678,510 12 15 $ 32,326.75 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ FY 2015 FY 2015 REVISED FORECAST 84.2% 84.2% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 15.8% 18.8% 42.9% 84.2% 84.2% 100.0% 15.8% 18.8% 3.0% 5.0% 5.0% 5.0% 0.0% 0.0% 100.0% 85.0% 85.0% 85.7% 0.7% 0.8% 22.7% -15.8% -15.8% -12.0% 387,921 387,921 41,819,000 19 19 $ 36,915.21 41,819,000 19 19 $ 29,185.74 51,320,340 16 16 $ 41,354.50 9,501,340 (3) (3) $ (4,439.29) $ $ $ $ $ $ $ $ 701,389 701,389 554,529 554,529 661,672 661,672 39,717 39,717 5.7% 5.7% 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 number of projects delivered is decreasing from FY 2015 because there are fewer projects scheduled increasing the expenditure ratio. The decrease in the funds budgeted for construction is a function of the size and type of projects scheduled for construction. The decrease in expenditure is associated with the decreased cost of personnel. 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. 892 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Result Result Result Output Output Demand Demand Expenditure Ratio Expenditure Ratio Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of design projects executed per 100.0% 88.2% 88.2% 100.0% 11.8% 13.3% approved schedule. Percent of design projects executed per 100.0% 88.2% 88.2% 100.0% 11.8% 13.3% approved budget. Percent of design projects executed per 100.0% 88.2% 88.2% 100.0% 11.8% 13.3% approved scope. Percent of contracts awarded that are within 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 10% of the Engineer’s estimate. Percent of Transportation Improvement 64.3% 86.7% 86.7% 81.3% (5.4%) -6.3% projects planned for completion that are completed on time. Number of design projects managed. 2 17 17 15 (2) -11.8% Number of projects planned to be completed 14 15 15 16 1 6.7% as submitted in the budget. Number of design projects to be managed this 2 17 17 15 (2) -11.8% fiscal year. Number of Transportation Improvement 15 15 15 16 1 6.7% Program projects scheduled for completion by end of Fiscal Year. Total activity expenditure per design project $ 186,784.00 $ 31,329.24 $ 27,379.24 $ 36,388.07 $ (5,058.83) -16.1% managed. Total expenditure per project in Transportation $ 186,784.00 $ 31,329.24 $ 27,379.24 $ 36,388.07 $ (5,058.83) -16.1% Improvement Program project completed by end of the fiscal year. Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 373,568 373,568 $ $ 532,597 532,597 $ $ 465,447 465,447 $ $ 545,821 545,821 $ $ (13,224) (13,224) -2.5% -2.5% 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. The demand for project design is expected to decrease in FY 2016 due to the number of projects requiring design/scoping. 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 project completion has increased, this is not the leading contributor to the increase in expenditures and expenditure ratio. 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. 893 Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 95.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 85.2% FY 2016 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% 42.9% 42.9% 50.0% 7.1% 16.7% 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% 120.0% 20.0% 20.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise the program include: • Improvement District Administration • Right-of-Way Regulation • • Roads and Structures Design Utilities Engineering Standards and 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. 894 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Expenditure Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS RECOMM Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of unincorporated Maricopa County 0.0% 42.9% 42.9% 50.0% 7.1% 16.7% neighborhoods that elect to use the improvement district option to make collective contributions to the maintenance and development of infrastructure within their neighborhood. Percent of improvement costs financed N/A 100.0% 100.0% 100.0% 0.0% 0.0% through funding options offered by Maricopa County. 3 3 4 1 33.3% Number of improvement district petitions 4 processed. 14.3% 1 Number of improvement options and/or district 7 7 7 8 petition requests received. 100.0% 689.67 - $ Total activity expenditure per improvement $ 21.00 $ 689.67 $ 773.00 $ district petition processed. 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 84 84 $ $ 2,069 2,069 $ $ 2,319 2,319 $ $ - $ $ 2,069 2,069 100.0% 100.0% 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. The increase in demand for petition requests is anticipated to increase in FY 2016 due to the signs of private property development growth. The expenditure and expenditure ratio are less than previous years due to a decrease in personnel reallocations amongst the General Fund and Transportation Fund. 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. 895 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 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 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2014 ACTUAL 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED % VAR 0.0% 0.0% 100.0% 100.0% 100.0% 120.0% 20.0% 20.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 1,995 528 1,200 500 1,247 500 1,200 - (500) 0.0% -100.0% 923 610 1,000 800 1,000 800 1,000 800 - 0.0% 0.0% 52 150 150 150 - 0.0% 528 500 500 - 1,995 923 1,200 1,000 1,247 1,000 1,200 1,000 - 0.0% 0.0% 610 800 800 800 - 0.0% (500) -100.0% $ 52 594.08 $ 150 1,149.41 $ 150 1,055.38 $ 150 1,190.80 $ (41.39) 0.0% -3.6% 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 781,937 781,937 $ $ 700,000 700,000 $ $ 757,305 757,305 $ $ 685,311 685,311 $ $ (14,689) (14,689) -2.1% -2.1% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,185,184 $ 1,185,184 $ 1,428,956 $ 1,428,956 $ $ (49,665) (49,665) -3.6% -3.6% Expenditure $ 1,379,291 $ 1,379,291 $ 1,316,056 $ 1,316,056 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 recovers from the recession, the number of permit applications, cease work orders, and plans submitted for review are expected to remain flat and decrease revenues slightly. Increase in expenditures and expenditure ratio is largely a result of the increased cost in personnel and interdepartmental allocations. Roads and Structures Standards and Design Activity The purpose of the Roads and Structures Standards and Design Activity is to provide design and construction standard, construction document and review services to transportation professionals and Department of Transportation Construction Management and Operations Divisions so they can design and build safe and easily maintained transportation facilities. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 896 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Output Output Output Demand Demand Demand Expenditure Ratio Expenditure Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of document reviews completed within 95.0% 100.0% 85.2% 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. 261 334 311 274 (60) -18.0% Number of project plans reviews provided (small, medium, large). Number of project plans provided (small, 37 28 40 43 15 53.6% medium, large). Number of bridges and structures inspected. 38 160 160 186 26 16.3% 308 274 (60) -18.0% Number of project reviews required (small, 264 334 medium, large). Number of project plans required (small, 37 28 40 43 15 53.6% medium, large). Number of bridges and structures to be 38 160 160 186 26 16.3% inspected this fiscal year. Total expenditure per project plan provided $ 36,315.32 $ 53,389.93 $ 37,945.10 $ 36,979.37 $ 16,410.56 30.7% (small, medium, large). 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,343,667 $ 1,343,667 $ 1,494,918 $ 1,494,918 $ 1,517,804 $ 1,517,804 $ 1,590,113 $ 1,590,113 $ $ (95,195) (95,195) -6.4% -6.4% 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 required and completed each year is highly influenced by the calendarized schedule for each bridge. Project plans are expected to decrease due to the number of design projects programed in the TIP. This is due primarily to projects having different completion dates and the nature of future projects is unknown. Bridges and structures inspected are increasing in FY 2016 due to the regulated inspection schedule. The schedule varies greatly due to some bridges being on a 24 month interval while others are on a 48 month interval. The expenditure ratio and expenditures for this activity are increasing primarily as a result of increased cost in personnel. 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. 897 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 100.0% 44 900 900 900 - 0.0% 44 900 900 900 - 0.0% $ 14,040.55 $ 595.26 $ 543.14 $ 618.64 $ 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 259,305 259,305 $ $ - $ $ - $ $ - $ $ 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 614,274 614,274 $ $ 535,731 535,731 $ $ 488,823 488,823 $ $ 556,772 556,772 $ $ (23.38) - -3.9% N/A N/A Expenditure (21,041) (21,041) -3.9% -3.9% 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 from FY 2015 in the number of utility relocation and construction services required and completed the expenditure ratio and expenditure is increasing due to the increased cost to perform services. Traffic Management Program The purpose of the Traffic Management Program is to provide traffic engineering, intelligent transportation system, real time mobility and traveler information, incident management and signal maintenance services to the traveling public so they can experience enhanced regional mobility, coordination and safety of the roadway system. 898 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Transportation Program Results Measure Description Percent of unscheduled signal malfunction repair work orders completed within two hours. Percent of preventative maintenance work orders completed within predetermined monthly schedule. Percent of utility location work orders completed within two business days. Percent of plan review projects completed within three weeks. Percent of temporary and permanent traffic control device projects completed within agreed upon time period. Percent of roadway traffic incidents responded to within 30 minutes of notification. Percent of travelers that experience no secondary accidents while traveling through or approaching an incident. Percent of traffic signals on Maricopa County roadways that provide optimum “green” time to achieve efficient traffic flow. Percent of travel time saved on major Maricopa County corridors as measured through the most current before and after study. Percent of regional traveler information messages posted on 511 System within 15 minutes (four hours during after-hours) of verification of the potential traffic impact of an event on the road. FY 2014 ACTUAL 99.4% FY 2015 FY 2015 REVISED FORECAST 89.9% 95.6% FY 2016 ADOPTED 90.2% REV VS ADOPTED VAR % 0.2% 0.2% 94.8% 97.3% 99.2% 96.6% (0.7%) -0.7% 96.1% 95.3% 99.3% 90.6% (4.7%) -5.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 46.7% 72.4% 73.2% 69.8% (2.6%) -3.6% 1.9% 99.9% 99.9% 100.0% 0.1% 0.1% 97.3% 100.0% 96.4% 100.0% 0.0% 0.0% Activities that comprise this program include: • Emergency Traffic Management • Real Time Traffic Management • Regional Traffic Management Support • • Traffic Design and Studies Traffic Signals and Intelligent Transportation System Field 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. 899 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Output Demand Expenditure Ratio Expenditure Measure Description Percent of roadway traffic incidents responded to within 30 minutes of notification. Percent of travelers that experience no secondary accidents while traveling through or approaching an incident. Number of traffic incident call out responses provided. Number of traffic incident call outs requested. Total activity expenditure per call out response provided. 232 - TRANSPORTATION OPERATIONS TOTAL USES FY 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% 100.0% 100.0% 158 FY 2016 ADOPTED 100.0% 100.0% 160 REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 100.0% 161 160 0.0% - 0.0% $ 174 2,486.78 $ 180 2,496.79 $ 179 2,324.37 $ 180 2,483.85 $ 12.94 0.0% 0.5% $ $ 392,911 392,911 $ $ 399,487 399,487 $ $ 374,224 374,224 $ $ 397,416 397,416 $ $ 2,071 2,071 0.5% 0.5% Activity Narrative: Emergency Traffic Management provides incident safety and mobility services to the traveling public so they can experience less delay and no secondary accidents while traveling through or approaching an incident. Influenced by the number of traffic incidents and based on historical data, there are no anticipated changes from FY 2015 to FY 2016. Expenditure and the expenditure ratio are decreasing due to the decreased cost in personnel. 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 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of traffic signals on Maricopa County 46.7% 72.4% 73.2% 69.8% (2.6%) -3.6% roadways that provide optimum “green” time to achieve efficient traffic flow. Percent of travel time saved on major 1.9% 99.9% 99.9% 100.0% 0.1% 0.1% Maricopa County corridors as measured through the most current before and after study. Number of Maricopa County traffic signal 119 80 80 80 0.0% plans optimized. 80 Number of Maricopa County traffic signal 80 80 80 0.0% plans requiring optimization. Total activity expenditure per Maricopa County $ 5,540.24 $ 10,016.29 $ 7,893.26 $ 9,972.21 $ 44.08 0.4% traffic signal optimized. 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 659,289 659,289 $ $ 801,303 801,303 $ $ 631,461 631,461 $ $ 797,777 797,777 $ $ 3,526 3,526 0.4% 0.4% 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. Although demand and output is expected to remain flat for FY 2016 based on historical data the expenditure and expenditure ratio is decreasing due to a decrease in the cost of personnel. 900 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Regional Traffic Management Support Activity The purpose of the Regional Traffic Management Support Activity is to provide Integrated Intelligent Transportation System (ITS) Services to Arizona Technologies (AZTech) public and private partners so they can have the tools necessary to collaborate to enhance regional mobility and safety in the metropolitan area. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Output Output Demand 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 ACTUAL 97.3% FY 2015 FY 2015 REVISED FORECAST 100.0% 96.4% REV VS ADOPTED VAR % 0.0% 0.0% FY 2016 ADOPTED 100.0% 33,581 32,000 34,592 32,000 - 0.0% 6,941 6,800 7,067 6,800 - 0.0% 34,142 35,000 35,000 35,000 - 0.0% 15.84 53.1% $ 14.48 $ 29.86 $ 24.43 $ 14.01 $ 223 - TRANSPORTATION GRANTS TOTAL SOURCES $ $ 320,896 320,896 $ $ 732,807 732,807 $ $ 780,851 780,851 $ $ 225,895 225,895 $ $ (506,912) (506,912) -69.2% -69.2% 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 285,915 200,363 486,278 $ 732,807 222,574 955,381 $ 603,363 241,574 844,937 $ 225,895 222,574 448,469 $ 506,912 506,912 69.2% 0.0% 53.1% 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), the national 5-1-1 system. Although the volume of incident information dissemination is expected to remain flat in FY 2016, revenue and expenditure is decreasing significantly due to the expiration of the Regional Emergency Action Coordinating Team grant, otherwise known as REACT. 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. 901 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 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 2015 FY 2015 FORECAST REVISED 100.0% 100.0% FY 2014 ACTUAL 100.0% 100.0% 100.0% FY 2016 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 0.0% 0.0% 79 104 98 104 - 0.0% 272 277 79 152 152 104 236 236 98 360 360 104 208 208 - 136.8% 136.8% 0.0% 5,591.30 $ 11,577.88 $ 6,687.12 57.8% $ 19,251.05 $ 16,921.52 $ 1,520,833 $ 1,520,833 $ 1,759,838 $ 1,759,838 $ 4,890.76 $ $ 16,826.67 $ 16,929.56 $ (8.04) -0.0% $ 1,649,014 $ 1,649,014 $ 1,760,674 $ 1,760,674 $ $ (836) (836) -0.0% -0.0% 6,987.35 $ 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. Although an increase in the number of plan reviews is anticipated for FY 2016, expenditures are slightly increasing due to personnel costs. 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 ACTUAL 99.4% FY 2015 FY 2015 REVISED FORECAST 89.9% 95.6% FY 2016 ADOPTED 90.2% REV VS ADOPTED VAR % 0.2% 0.2% 94.8% 97.3% 99.2% 96.6% (0.7%) -0.7% 96.1% 95.3% 99.3% 90.6% (4.7%) -5.0% 179 183 185 189 6 3.3% $ 1,100 8,047.17 $ 1,885 8,713.06 $ 1,546 7,321.74 $ 1,455 8,447.88 $ (430) 265.18 -22.8% 3.0% 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 16,955 16,955 $ $ 20,750 20,750 $ $ 10,642 10,642 $ $ 16,800 16,800 $ $ (3,950) (3,950) -19.0% -19.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,438,432 $ 1,438,432 $ 1,594,538 $ 1,594,538 $ $ (2,226) (2,226) -0.1% -0.1% Revenue Expenditure $ 1,592,312 $ 1,592,312 902 $ 1,356,353 $ 1,356,353 Maricopa County Annual Business Strategies FY 2016 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. The demand in work orders is expected to decrease in FY 2016 in accordance to the number of project construction schedules in the Project Management and Construction Division. Revenues are decreasing because Intergovernmental Agreements are decreasing and set to expire in the upcoming fiscal years. Expenditure is increasing due to the increased costs of supplies. Roadway Maintenance Program The purpose of the Roadway Maintenance Program is to provide all aspects of Roadway Maintenance Services to the traveling public so they can safely and efficiently transport goods, services and people on well-maintained roadways. Program Results Measure Description Percent of paved roadway system mileage with pavement condition rating of “very good or better”. Percent of critical maintenance tasks that directly impact the immediate safety of Maricopa County residents and visitors completed within an average of 14 days. Percent of critical maintenance projects to sustain maintenance of our transportation infrastructure to federal, state, and local safety and operational standards completed within an average of 90 days. Percent of hazardous potholes responded to and safety hazard mitigated within 24 hours of notification to MCDOT Operations. Percent of road maintenance program dollars used to extend the life of roads. Percent of critical signs replaced within 3 hours of notification. FY 2014 ACTUAL 87.6% FY 2015 FY 2015 REVISED FORECAST 85.0% 85.0% FY 2016 ADOPTED 87.9% REV VS ADOPTED VAR % 2.9% 3.4% 86.2% 90.0% 90.0% 100.0% 10.0% 11.1% 86.8% 100.0% 100.0% 100.0% 0.0% 0.0% 84.9% 100.0% 96.9% 100.0% 0.0% 0.0% 0.0% 30.0% 30.0% 26.4% (3.7%) -12.2% 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. 903 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 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. FY 2015 FY 2015 REVISED FORECAST 85.0% 85.0% FY 2014 ACTUAL 87.6% FY 2016 ADOPTED 87.9% REV VS ADOPTED % VAR 3.4% 2.9% 86.2% 90.0% 90.0% 100.0% 10.0% 11.1% 86.8% 100.0% 100.0% 100.0% 0.0% 0.0% 84.9% 100.0% 96.9% 100.0% 0.0% 0.0% 0.0% 30.0% 30.0% 26.4% (3.7%) -12.2% 1,415 560 557 988 428 76.5% 1,661 560 773 988 428 76.5% $ 20,570.10 $ 53,817.00 $ 49,314.17 $ 29,227.71 $ 24,589.29 45.7% $ $ $ $ 235,000 235,000 $ 28,876,974 $ 28,876,974 $ 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES 210,719 866,070 $ 1,076,789 $ 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 235,000 235,000 $ 328,859 328,859 $ - N/A 0.0% 0.0% 1,255,165 $ 1,255,165 N/A 4.2% 4.2% $ Expenditure 210,719 28,886,723 $ 29,097,442 30,132,139 $ 30,132,139 $ 27,490,675 $ 27,490,675 $ 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. In FY 2016, there is an increase in the number of paved lane miles. Expenditure is decreasing due to the decreased cost in contracted services. 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. 904 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% N/A FY 2016 ADOPTED 100.0% 120 120 120 N/A 120 N/A $ 42,233.78 120 $ 40,581.91 120 $ 41,602.65 $ $ $ $ 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 30,347 30,347 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 4,787,938 $ 4,787,938 $ $ 5,000 5,000 7,823 7,823 REV VS ADOPTED VAR % 0.0% 0.0% - 0.0% $ 631.13 0.0% 1.5% 5,000 5,000 $ $ - 0.0% 0.0% $ 4,992,318 $ 4,992,318 $ $ 75,736 75,736 1.5% 1.5% Expenditure $ 5,068,054 $ 5,068,054 $ 4,869,829 $ 4,869,829 Activity Narrative: Traffic Operations provides 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. Influenced by the number of critical signs requiring maintenance, Traffic Operations is expected to remain flat for FY 2016. A decrease in expenditure is due to the decreased cost in personnel and services. 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 projects delivered that are in line with County goals as established in the Transportation System Plan. FY 2014 ACTUAL 63.2% FY 2015 FY 2015 REVISED FORECAST 80.0% 80.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 20.0% 25.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 82.1% 80.0% 80.0% 80.0% 0.0% 0.0% 100.0% 75.0% 75.0% N/A N/A N/A Activities that comprise this program include: • • • • • Environmental Clearance Project Partnerships Transportation Outreach and Communications 905 Transportation Project Programming Transportation System Planning Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 Adopted Budget Environmental Clearance Activity The purpose of the Environmental Clearance Activity is to provide environmental recommendations, requirements, and permits to project managers so they can deliver Department of Transportation projects on schedule. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Output Demand Expenditure Ratio Revenue Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of environmental clearances delivered 63.2% 80.0% 80.0% 100.0% 20.0% 25.0% prior to 70% project design completion. Number of environmental clearances 19 20 20 20 0.0% provided. Number of projects requiring environmental 19 20 20 20 0.0% clearance. Total activity expenditure per environmental $ 6,701.37 $ 6,773.15 $ 9,380.20 $ 9,705.95 $ (2,932.80) -43.3% clearance provided. 223 - TRANSPORTATION GRANTS TOTAL SOURCES $ $ - $ $ - $ $ 37,000 37,000 $ $ 25,044 25,044 $ $ 25,044 25,044 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 127,326 127,326 $ 135,463 135,463 $ 187,604 187,604 $ 25,044 169,075 194,119 $ (25,044) (33,612) (58,656) N/A N/A Expenditure $ $ $ $ $ N/A -24.8% -43.3% Activity Narrative: The volume of environmental clearances demanded and provided each year is typically influenced by the number of new construction projects in the TIP. Revenue increased as a result of anticipated grant from Gila River Indian Community for an environmental report. Expenditure and expenditure ratio increased due to the increased costs in personnel and services. 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 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2014 ACTUAL 100.0% FY 2016 ADOPTED 100.0% 35 30 30 25 35 $ 10,650.40 30 $ 19,241.63 30 $ 18,854.87 25 $ 24,897.44 $ $ $ $ $ $ $ $ 372,764 372,764 906 577,249 577,249 565,646 565,646 622,436 622,436 REV VS ADOPTED VAR % 0.0% 0.0% (5) -16.7% $ (5) (5,655.81) -16.7% -29.4% $ $ (45,187) (45,187) -7.8% -7.8% Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 a decrease in the number of partnership agreements congruent with the number of projects programmed in the TIP, there will be an increase in expenditures for personnel costs. 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 2014 ACTUAL 82.1% FY 2015 FY 2015 REVISED FORECAST 80.0% 80.0% 34 FY 2016 ADOPTED 80.0% REV VS ADOPTED VAR % 0.0% 0.0% 35 43 35 - 0.0% Number of impacted public poll that expressed N/A 480 "Overall Satisfaction" with Transportation services. Number of public outreach events required. 34 35 Total expenditure per public outreach event. $ 12,329.76 $ 14,642.31 480 480 - 0.0% 43 $ 12,416.09 35 $ 14,560.49 $ 81.83 0.0% 0.6% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ $ $ $ $ 2,864 2,864 0.6% 0.6% $ $ 419,212 419,212 $ $ 512,481 512,481 533,892 533,892 509,617 509,617 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. Transportation Outreach and Communications are going to remain flat for FY 2016, but expenditure ratio and expenditure will decrease due to the decrease cost in personnel and services. Transportation System Planning Activity The purpose of the Transportation System Planning Activity is to provide plans, studies, research, recommendations and consultation services to planning, development, and project delivery professionals so they can deliver and design projects that are 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. 907 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2016 Adopted Budget 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 2014 ACTUAL 100.0% FY 2015 FY 2015 REVISED FORECAST 75.0% 75.0% FY 2016 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 38 55 35 231 35 231 - (35) (231) -100.0% -100.0% $ 15,290.08 $ 26,119.77 $ 22,727.11 N/A N/A N/A $ $ $ $ $ $ 581,023 581,023 914,192 914,192 795,449 795,449 $ $ 901,978 901,978 $ $ 12,214 12,214 1.3% 1.3% 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. Transportation System Planning has recently changed this measure from corridor study miles to long range transportation studies inactivating this goal for FY 2016. The decrease in expenditure is due to the reduced costs for services. Appropriated Budget Reconciliations Transportation Grants Fund (223) Expenditures Revenue All Functions FY 2015 Adopted Budget Adjustments: Grants FY 2015 MAG Transportation Improvement Program 684,820 $ 47,987 $ 47,987 47,987 47,987 $ 732,807 $ 732,807 $ $ (15) $ (15) (732,792) $ (47,987) (684,805) (732,807) (47,987) (684,820) $ - $ - $ (9) $ (9) 250,948 $ 250,948 250,939 250,939 250,939 $ 250,939 C-64-15-013-M-00 Agenda Item: C-64-15-013-M-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Grants Grant Reconciliation 684,820 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Grants FY 2015 MAG Transportation Improvement Program Grant Reconciliation $ Agenda Item: $ FY 2016 Adopted Budget $ 908 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Grants Fund (223) Fund Balance Summary FY 2014 ACTUAL FY 2015 REVISED FY 2015 ADOPTED (112,061) $ $ (45,002) $ $ $ (729) $ 532,399 531,670 $ 684,820 684,820 Uses: Non-Recurring Total Uses: $ 496,634 496,634 $ Structural Balance $ Accounting Adjustments $ 5 Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ (112,061) $ $ (9,961) $ 204,527 $ $ 250,939 250,939 $ 817,851 817,851 732,807 732,807 $ 603,363 603,363 $ 250,939 250,939 $ - $ - $ - $ - $ - $ - - $ (112,061) (112,061) $ 204,527 204,527 $ 204,527 204,527 $ $ 732,807 732,807 684,820 684,820 $ (729) $ - $ - - $ (9,961) (9,961) $ FY 2016 ADOPTED FY 2015 FORECAST - $ (112,061) (112,061) $ $ Grant revenue is received as a reimbursement which may result in a positive or negative balance at fiscal year-end. Transportation Operations Fund (232) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 59,522,982 $ 106,180,390 FY 2015 Revised Budget $ 59,522,982 $ 106,180,390 FY 2016 Baseline Budget $ 59,522,982 $ 106,180,390 Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Risk Mangement Charges Increase Central Services Cost Allocation Fees and Other Revenues ProgRevenue Volume Inc/Dec General Revenues State Shared HURF State Shared VLT Agenda Item: $ $ $ $ $ $ 909 - (125,465) 447,227 $ FY 2016 Adopted Budget Percent Change from Baseline Amount (21,826) $ (21,826) 321,762 $ 321,762 - $ - $ - (55,930) (55,930) 2,677,666 2,282,272 395,394 59,822,918 $ 108,802,126 0.5% 2.5% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Operations Fund (232) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ 50,349,249 $ - FY 2015 Revised Budget $ 50,349,249 $ - $ (48,134,797) $ (48,134,797) (2,214,452) $ (2,214,452) - $ - $ - $ 70,403,183 $ 70,403,183 393,999 393,999 260,050 $ 260,050 - 71,057,232 $ - Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Non Recurring Other Non Recurring Agenda Item: $ FY 2016 Baseline Budget Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Information and Communications Technology Other IT Non Recurring Non Recurring Non Recurring Carry Forward Asset Management System Agenda Item: $ $ $ 260,050 FY 2016 Adopted Budget $ Transportation Operations Fund (232) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 33,914,018 $ 26,717,559 $ 26,717,559 $ 31,722,478 $ 31,339,704 Sources: Operating Total Sources: $ $ 101,513,322 101,513,322 $ $ 106,180,390 106,180,390 $ $ 106,180,390 106,180,390 $ $ 106,413,720 106,413,720 $ $ 108,802,126 108,802,126 $ $ $ $ 56,876,073 49,920,421 106,796,494 $ $ 59,522,982 50,349,249 109,872,231 $ $ 59,522,982 50,349,249 109,872,231 $ 59,822,918 71,057,232 130,880,150 Uses: Operating Non-Recurring Total Uses: $ 55,570,079 48,134,797 103,704,876 Structural Balance $ 45,943,243 $ 46,657,408 $ 46,657,408 $ 49,537,647 $ 48,979,208 Accounting Adjustments $ 14 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 31,722,478 31,722,478 $ $ 23,025,718 23,025,718 $ $ 23,025,718 23,025,718 $ $ 31,339,704 31,339,704 $ $ 9,261,680 9,261,680 910 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Capital Projects Fund (234) Expenditures Revenue CAPITAL IMPROVEMENTS FY 2015 Adopted Budget $ 82,578,500 $ 13,574,779 FY 2015 Revised Budget $ 82,578,500 $ 13,574,779 $ (82,578,500) $ (82,578,500) (13,574,779) (13,574,779) $ - $ - $ 94,370,570 $ 94,370,570 29,364,618 29,364,618 $ 94,370,570 $ Adjustments: Capital Improvement Program Capital Improvement Prog Adj Agenda Item: FY 2016 Baseline Budget Adjustments: Capital Improvement Program Capital Improvement Prog Adj 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) Agenda Item: $ FY 2016 Adopted Budget 26,939,800 10,626,000 1,779,000 11,211,000 4,186,800 16,988,740 2,709,000 158,000 5,754,000 6,536,230 5,802,000 1,680,000 Expenditures 29,364,618 Revenue NON RECURRING NON PROJECT FY 2015 Adopted Budget $ - $ 48,134,797 FY 2015 Revised Budget $ - $ 48,134,797 $ - $ - (48,134,797) (48,134,797) $ - $ - $ - $ - 70,403,183 70,403,183 $ - $ 70,403,183 Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Agenda Item: FY 2016 Baseline Budget Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Agenda Item: FY 2016 Adopted Budget 911 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Capital Projects Fund (234) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 32,603,825 $ 30,815,246 $ 30,815,246 $ 44,973,946 $ 23,598,218 Sources: Non-Recurring Total Sources: $ 74,186,880 74,186,880 $ 61,709,576 61,709,576 $ 61,709,576 61,709,576 $ 58,252,080 58,252,080 $ 99,767,801 99,767,801 Uses: Non-Recurring Total Uses: $ 61,816,767 61,816,767 $ 82,578,500 82,578,500 $ 82,578,500 82,578,500 $ 79,627,808 79,627,808 $ 94,370,570 94,370,570 Accounting Adjustments $ 8 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 44,973,946 44,973,946 $ $ 9,946,322 9,946,322 $ $ 9,946,322 9,946,322 $ $ 23,598,218 23,598,218 $ $ 28,995,449 28,995,449 912 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Treasurer Treasurer Analysis by Idamarie C. Flaherty, Management and Budget Analyst Summary Mission The Mission of the Treasurer is to provide receipt and safekeeping of all taxes collected upon real and personal property of the county, all public monies arising from any source or accruing under the provisions of law to the county, all money belonging to the state or to the county until disbursed according to law; to keep an account of the receipt and expenditure of such money as required by law; and, to compile and maintain reports of separate funds and appropriations showing whole receipts and expenditures to county residents and to county agencies, school districts and other sub-political jurisdictions, as mandated by state and federal law, so they can receive public services and agencies and school districts can fund their operations. Vision Maricopa County residents will have convenient accessibility to pay their fair share of taxes using online technology to access real-time information and make payments. The Treasurer will secure these monies and the State, county agencies, school districts, and cities and towns will have timely access to monies needed for operating expenses. Strategic Goals Department Specific By June 30, 2020, 100% of staff with the required knowledge and skills needed to operate and maintain the Treasurer's Information System (TIS) will be in place. Status: This is the first year for this goal. The department will gather data and establish FY 2016 as the baseline. Regional Services By June 30, 2020, the Treasurer’s Office will reduce by mail and in office payment transactions by 15% by increasing awareness of electric payment options. Status: This is the first year for this goal. The department will gather data and establish FY 2016 as the baseline. Regional Services By June 30, 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 FY16. Status: This is the first year for this goal. The department will gather data and establish FY 2016 as the baseline. 913 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % POTA - PUBLIC OUTREACH 43TP - PROPERTY TAX $ $ - $ - $ 37,000 $ 37,000 $ 37,000 $ 37,000 $ 45,658 $ 45,658 $ 344,341 $ 344,341 $ 307,341 307,341 830.7% 830.7% ODIR - EXECUTIVE MANAGEMENT 99AS - INDIRECT SUPPORT $ $ 49,499 $ 49,499 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ - $ - $ - $ - $ (304,341) (304,341) -100.0% -100.0% TOTAL PROGRAMS $ 49,499 $ 341,341 $ 341,341 $ 45,658 $ 344,341 $ 2,162,363 $ 2,162,363 $ 1,757,904 $ 1,757,904 $ 1,823,511 $ 1,823,511 $ 1,783,297 $ 1,783,297 $ 632,223 $ 144,119 776,342 $ 1,191,288 (144,119) 1,047,169 65.3% N/A 57.4% - $ - $ 2,980,619 $ 2,980,619 $ 3,013,446 $ 3,013,446 $ 2,983,660 $ 2,983,660 $ 2,428,155 $ 1,655,586 4,083,741 $ 585,291 (1,655,586) (1,070,295) 19.4% N/A -35.5% 250,985 $ 51,602 1,068,661 17,381 1,388,629 $ - $ 9,029 75,892 84,921 $ - $ 75,892 75,892 $ - $ - $ - $ 293,018 293,018 $ (293,018) 75,892 (217,126) N/A N/A N/A N/A N/A 100.0% -286.1% - $ 15,420 15,420 $ 228,449 $ 83,145 63,631 16,484 391,709 $ 228,449 $ 83,145 65,878 16,484 393,956 $ - $ 83,671 67,270 16,490 167,431 $ - $ 84,967 110,955 14,597 210,519 $ 228,449 (1,822) (45,077) 1,887 183,437 100.0% -2.2% N/A -68.4% 11.4% 46.6% $ 1,258,917 $ 76,652 1,335,569 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A N/A TOTAL PROGRAMS $ 4,901,981 $ 5,215,153 $ 5,306,805 $ 4,934,388 $ 5,363,620 $ 3,000 0.9% USES TACC - ACCOUNTING TINV - INVESTMENTS 43AI - ACCOUNTING AND INVESTMENT $ $ POTA - PUBLIC OUTREACH PPTX - PROPERTY TAX COLLECTION 43TP - PROPERTY TAX $ $ BDFS - BUDGET AND FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT POOL - POOLED COSTS PROC - PROCUREMENT SPPT - OPERATIONS SUPPORT 99AS - INDIRECT SUPPORT $ $ GGOV - GENERAL GOVERNMENT INFR - INFRASTRUCTURE ISFC - INTERNAL SERVICE FUND CHARGES MPOS - ELECTED OR STATUTORY OFFICIALS RISK - RISK PREMIUMS 99GV - GENERAL OVERHEAD $ BUAS - BUSINESS APPLICATION DEV SUPP TSPT - TECHNOLOGY SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ (56,815) -1.1% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED 49,499 49,499 FY 2015 REVISED FY 2015 FORECAST $ $ 37,000 37,000 $ $ 37,000 37,000 $ $ $ SUBTOTAL $ - $ - $ 304,341 304,341 $ $ 304,341 304,341 ALL REVENUES $ 49,499 $ 341,341 $ TOTAL SOURCES $ 49,499 $ 341,341 $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE 914 REVISED VS ADOPTED VAR % FY 2016 ADOPTED 45,658 45,658 $ $ 40,000 40,000 $ $ 3,000 3,000 8.1% 8.1% $ $ - $ - $ 304,341 304,341 $ $ - 0.0% 0.0% 341,341 $ 45,658 $ 344,341 $ 3,000 0.9% 341,341 $ 45,658 $ 344,341 $ 3,000 0.9% Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED VS ADOPTED VAR % FY 2016 ADOPTED 3,191,594 $ 39,506 53 1,102,574 4,333,727 $ 3,326,405 $ 63,964 1,136,228 4,526,597 $ 3,398,364 $ 67,165 1,152,720 4,618,249 $ 3,398,205 $ 56,249 89 1,143,918 665 4,599,126 $ 3,428,841 $ 59,054 1,223,423 4,711,318 $ 68,634 $ 372 42,093 111,099 $ 35,647 $ 360 36,007 $ 35,647 $ 360 36,007 $ 113,795 $ 319 389 114,503 $ 205,287 $ 10,860 40,601 111,690 2,633 7,190 50,691 428,952 $ 80,892 $ 176,650 228,449 98,194 1,920 55,404 11,040 652,549 $ 80,892 $ 11,050 165,600 228,449 98,194 1,920 55,404 11,040 652,549 $ $ - $ 28,203 28,203 $ - $ - $ ALL EXPENDITURES $ 4,901,981 $ TOTAL USES $ 4,901,981 $ SUPPLIES 0801 - GENERAL 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 0850 - UTILITIES SUBTOTAL CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ $ $ (30,477) 8,111 (70,703) (93,069) -0.9% 12.1% N/A -6.1% N/A -2.0% 26,640 $ 360 27,000 $ 9,007 9,007 25.3% 0.0% N/A 25.0% 16,436 $ 11,742 8,554 99,602 1,026 4,664 7,154 90 149,268 $ 89,952 $ 180,653 228,449 99,488 4,100 16,660 6,000 625,302 $ (9,060) 11,050 (15,053) (1,294) (2,180) 38,744 5,040 27,247 - $ - $ 71,491 $ 71,491 $ - $ - $ 5,215,153 $ 5,306,805 $ 4,934,388 $ 5,363,620 $ (56,815) -1.1% 5,215,153 $ 5,306,805 $ 4,934,388 $ 5,363,620 $ (56,815) -1.1% -11.2% 100.0% -9.1% 0.0% -1.3% -113.5% 69.9% 45.7% N/A 4.2% - N/A N/A N/A Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 49,499 $ 49,499 $ 37,000 $ 37,000 $ 37,000 $ 37,000 $ 45,658 $ 45,658 $ 40,000 $ 40,000 $ 3,000 3,000 8.1% 8.1% $ FUND TOTAL SOURCES $ - $ - $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ - $ - $ 304,341 $ 304,341 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 49,499 $ 49,499 $ FY 2014 ACTUAL 341,341 $ 341,341 $ FY 2015 ADOPTED 341,341 $ 341,341 $ FY 2015 REVISED 45,658 $ 45,658 $ FY 2015 FORECAST $ NON RECURRING NON PROJECT FUND TOTAL USES $ 741 TAXPAYER INFORMATION OPERATING $ FUND TOTAL USES $ 4,703,882 $ 198,099 4,901,981 $ 4,910,812 $ 4,910,812 $ 5,002,464 $ 5,002,464 $ 4,934,388 $ 4,934,388 $ 5,059,279 $ 5,059,279 $ - $ - $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ - $ - $ 304,341 $ 304,341 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 4,703,882 $ 198,099 $ 4,901,981 $ 5,215,153 $ - $ 5,215,153 $ 5,306,805 $ - $ 5,306,805 $ 4,934,388 $ - $ 4,934,388 $ 5,363,620 $ - $ 5,363,620 $ 741 TAXPAYER INFORMATION OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING 915 344,341 $ 3,000 0.9% 344,341 $ 3,000 0.9% FY 2016 REVISED VS ADOPTED ADOPTED VAR % (56,815) (56,815) (56,815) (56,815) -1.1% N/A -1.1% 0.0% 0.0% -1.1% N/A -1.1% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Treasurer Staffing by Program and Activity PROGRAM/ACTIVITY ACCOUNTING AND INVESTMENT ACCOUNTING INVESTMENTS PROGRAM TOTAL BANKING BANKING PROGRAM TOTAL GENERAL OVERHEAD ELECTED OR STATUTORY 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 PROPERTY TAX PROPERTY TAX COLLECTION PUBLIC OUTREACH PROGRAM TOTAL TREASURER OUTREACH TREASURER OUTREACH PROGRAM TOTAL DEPARTMENT TOTAL FY 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST REVISED TO ADOPTED VARIANCE VAR % FY 2016 ADOPTED 30.88 30.88 - 19.00 .00 19.00 19.50 19.50 7.00 1.00 8.00 (12.00) 1.00 (11.00) (63.2%) N/A (57.9%) - 18.10 18.10 .00 - - - - N/A N/A - .60 .60 .60 .60 .60 .60 1.00 1.00 .40 .40 66.7% 66.7% 2.00 5.92 .90 .30 9.12 - .00 .00 .00 .00 - - 2.00 2.00 2.00 2.00 N/A N/A N/A N/A N/A 12.00 1.00 13.00 - .00 .00 - - - - N/A N/A N/A - - .00 35.40 35.40 33.90 33.90 18.40 25.60 44.00 18.40 (9.80) 8.60 N/A (27.7%) 24.3% 53.00 36.30 36.30 55.00 .00 55.00 54.00 55.00 - N/A N/A 0.0% 916 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Treasurer Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Manager – Treasurer Accounting Specialist Admin/Operations Specialist Administrative Staff Supv Administrative Supervisor Applications Development Mgr Business Systems Analyst-Sr/Ld Chief Deputy - Treasurer Data Architect Elected Executive Assistant - Elected Official Finan Compliance Admin - Cnty Finance Manager - County Finance/Business Analyst - County Human Resources Associate Human Resources Specialist IT Consultant IT Program Manager 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 2014 ADOPTED FY 2015 ADOPTED 1.00 4.00 3.00 3.00 1.00 1.00 2.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 6.00 3.00 1.00 1.00 2.00 2.00 1.00 53.00 4.00 6.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 8.00 1.00 1.00 2.00 2.00 1.00 4.00 2.00 1.00 55.00 FY 2014 ADOPTED 53.00 53.00 FY 2015 ADOPTED 55.00 55.00 FY 2015 REVISED 4.00 5.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 8.00 1.00 1.00 2.00 2.00 1.00 1.00 5.00 2.00 1.00 55.00 FY 2015 FORECAST 1.00 4.00 4.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 8.00 1.00 1.00 2.00 2.00 1.00 1.00 4.00 2.00 1.00 54.00 FY 2016 ADOPTED 4.00 6.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 8.00 1.00 1.00 2.00 2.00 1.00 1.00 5.00 2.00 1.00 55.00 REVISED TO ADOPTED VARIANCE VAR % N/A N/A 0.0% 1.00 20.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) (33.3%) (1.00) (100.0%) 1.00 N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Staffing by Fund 100 DEPARTMENT/FUND GENERAL Department Total FY 2015 FY 2015 REVISED FORECAST 55.00 54.00 55.00 54.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 55.00 0.0% 55.00 0.0% General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) • Increase Revenues by $3,000 to reflect the greater demand for data requests. • Decrease Regular Benefits by $3,465 for the impact of the changes in retirement contribution rates. • Increase Regular Benefits by $58,656 for the impact of the changes in health and dental premium rates. • Decrease Internal Service Charges by $1,357 for the impact of the changes in risk management charges. 917 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Treasurer Programs and Activities Accounting and Investments Program The purpose of the Accounting and Investments Program is to provide accounting and investment services to the state, county, school districts, other political subdivisions, and cities and towns so they can have the operational resources necessary to conduct their business. Program Results Measure Description Percent of Treasurer Receipts processed within two business days Percent of disbursements made via electronic fund transfer (EFT) or automated clearing house (ACH) (e.g. for CP Buyer, Cities/Towns) Percent of automated postings to the Treasurer General Ledger application Percent of manual warrants processed Percentage of monies on hand (liquidity ratio) Rate of total return of invested monies FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 95.0% N/A N/A N/A N/A N/A 0.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 95.2% 5.0% 0.5% N/A N/A N/A N/A N/A N/A Activities that comprise this program include: • Accounting Activity • 918 Investment Activity Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Treasurer Accounting Activity The purpose of the Accounting Activity is to provide banking and fiduciary services; such as recording, safekeeping and apportionment of monies and financial information to the State, political subdivisions, and cities and towns so they can receive timely and accurate funding to conduct their operations and make informed business decisions, manage resources, and report results. Mandates: A.R.S. §42-18001 which states 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 which states tax collection and enforcement. A.R.S. §42-18055 which states 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 which states 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 which states the process of refund of overpayment due to change in tax roll and reversion of unclaimed refund; A.R.S. §42-18116 which states 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 which states payment of subsequent taxes by certificate holder; A.R.S. §42-18122 which states 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 which states who may redeem real property tax liens; persons under disability; persons owning partial interest; A.R.S. §42-18152 which states when a lien may be redeemed; A.R.S. §42-18153 which states the amount required for redemption; A.R.S. §42-18154 which states the process the County Treasurer shall issue to the person a certificate of redemption, issuance, the contents and fee. A.R.S. §42-18401 which states collection of personal property tax by seizure and sale; A.R.S. §41-1279.21 which states powers and duties of auditor general relating to counties, school districts and community colleges; A.R.S. §35-327 which states Treasurer’s duties, safekeeping of securities; warrants of financial officers; earnings; exemptions; and responsibilities. A.R.S. §11-273 which states 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 which states 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 which states Tax levy to pay bonds and interest; debt service fund; A.R.S. §11-414 which states monthly statement of fees earned and disposition of fees; A.R.S. §11-475 which states the process and exemption of recorder fees; §11492 which states 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 which states the duties of the County Treasurer; A.R.S. §11-494 which states that the Treasurer shall issue a receipt for all monies the Treasurer receives as Treasurer or as tax collector; A.R.S. §11-497 which states 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 which states that the Treasurer shall report accounts of collection, custody and disbursement of public revenue to the Board of Supervisors; A.R.S. §11-502 which states that upon receipt of an order from the state treasurer requiring the money in the County 919 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2016 Adopted Budget treasury belonging to the state or collected for it to be transmitted to the state treasury; A.R.S. §11-503 which states 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 which states the process for correction of errors; . A.R.S. §11-605 which states warrants drawn by a political subdivision on the County Treasurer; A.R.S. §11-631 which states the policy on warrants on the County Treasurer and records; A.R.S. §11-632 which states the policy of issuance of duplicate warrants; A.R.S. §11-634 which states 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 which states definition of warrants and substitute checks unpaid for lack of funds; A.R.S. §11639 which states 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 which states that when the Treasurer pays a warrant on which interest is due, the Treasurer shall record the amount of interest paid in the register or call warrant list. The amount of such interest shall be entered on the Treasurer’s account separate from the principal. Measure Type Result Result Result Result Output Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of Treasurer Receipts processed within two business days Percent of disbursements made via electronic fund transfer (EFT) or automated clearing house (ACH) (e.g. for CP Buyer, Cities/Towns) Percent of automated postings to the Treasurer General Ledger application Percent of manual warrants processed Number of Treasurer Receipts processed Number of districts (fire, special) issuing manually processed warrants Number of Treasurer Disbursements issued Number of Treasurer Receipts to be processed Total activity expenditure per Treasurer Receipt processed 100 - GENERAL TOTAL USES FY 2014 ACTUAL N/A FY 2016 ADOPTED 100.0% FY 2015 FY 2015 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 95.0% N/A N/A N/A N/A N/A 0.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 95.2% 14,500 63 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $ 43.60 N/A N/A $ $ 632,223 632,223 $ 2,162,363 $ 2,162,363 $ 1,823,511 $ 1,823,511 $ 1,783,297 $ 1,783,297 10,000,000,000 14,500 $ 1,191,288 $ 1,191,288 65.3% 65.3% Activity Narrative: This is a new activity for FY 2016. Historical expenditure data is from the previous Banking activity. Investment Activity The purpose of the Investment Activity is to provide investment management services to county agencies, school districts, and special taxing districts so they can have timely, secure financial resources necessary to conduct their operations. 920 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Output Output Output Output Output Demand Demand Expenditure Ratio Expenditure Measure Description Percentage of monies on hand (liquidity ratio) Rate of total return of invested monies Average daily balance of all monies invested and on-hand Amount of warrants paid Amount of interest earned on invested monies School bond principal and interest payments State revenue distributions Monies available to meet financial obligations Excess monies invested for liquidity and maximum earnings Total activity expenditure per average-monthly bank balance 100 - GENERAL TOTAL USES FY 2014 ACTUAL N/A N/A N/A $ $ FY 2015 FY 2015 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $ - $ $ - $ $ - REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A FY 2016 ADOPTED 5.0% 0.5% 750,000,000 7,000,000,000 12,000,000 500,000,000 53,000,000 700,000,000 750,000,000 $ $ 0.00 144,119 144,119 $ $ N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A (144,119) (144,119) N/A N/A Activity Narrative: This is a new activity for FY 2016. Property Tax Program The purpose of the Property Tax Program is to provide property tax information and collections to Maricopa County property owners and other interested parties so they can manage their tax payments timely and their accounts are current and correct. Program Results Measure Description Percent of property tax collected through online transactions Percent of property taxes collected over the counter Percent of lockbox payments with errors Percent of current-year levy collected Percent of citizen mailings that were not returned Percent of tax bills issued electronically FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A FY 2016 ADOPTED 9.2% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 8.9% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 1.5% 95.0% 90.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A 0.0% N/A N/A Activities that comprise this program include: • Property Tax Collection Activity • Public Outreach Activity Property Tax Collection Activity The purpose of the Property Tax Collection Activity is to provide cashiering to taxpayers so they can pay their taxes accurately and promptly. 921 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Result Result Result Output Output Demand Expenditure Ratio Expenditure Measure Description Percent of property tax collected through online transactions Percent of property taxes collected over the counter Percent of lockbox payments with errors Percent of current-year levy collected Amount of payments posted by all means Amount of current year levy collected Number of current-year payments received Total activity expenditure per payment posted 100 - GENERAL TOTAL USES FY 2014 ACTUAL N/A $ $ FY 2015 FY 2015 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2016 ADOPTED 9.2% N/A N/A N/A 8.9% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 1.5% N/A 95.0% N/A 3,800,000,000 N/A 3,800,000,000 N/A 3,500,000,000 N/A $ 0.00 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $ (1,655,586) $ (1,655,586) N/A N/A - $ $ - $ $ - $ $ 1,655,586 1,655,586 Activity Narrative: This is a new activity for FY 2016. Public Outreach Activity The purpose of the Public Outreach Activity is to provide billing information, increased awareness of available taxpayer programs, and problem resolutions to property owners, tax services, mortgage companies, and other government agencies and officials so they can be assured that property taxes are paid and their accounts are current and correct. Measure Type Result Result Output Output Output Output Output Output Output Demand Demand Demand Expenditure Ratio Revenue Measure Description Percent of citizen mailings that were not returned Percent of tax bills issued electronically Number of customer inquiry responses Number of tax information statements sent Total number of taxpayer mailings Number of back tax property sales conducted FY 2014 ACTUAL N/A FY 2015 FY 2015 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2016 ADOPTED 90.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 0.0% 4,500 1,565,000 700,000 15,000 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Amount of Elderly Assistance Funds (EAFs) distributed Number of real estate parcels aided by Elderly Assistance Funds (EAFs) Number of customers receiving paperless bills N/A N/A N/A 2,100,000 N/A N/A N/A N/A N/A 9,500 N/A N/A N/A N/A N/A - N/A N/A Number of customer inquiry requests submitted Number of items required to be mailed Number of customers requesting paperless bills Total activity expenditure per customer inquiry response N/A 6,000 5,109 5,000 (1,000) -16.7% N/A N/A N/A N/A N/A N/A 1,727,000 - N/A N/A N/A N/A N/A N/A N/A $ 539.59 N/A N/A 100 - GENERAL 741 - TAXPAYER INFORMATION TOTAL SOURCES $ 100 - GENERAL 741 - TAXPAYER INFORMATION TOTAL USES $ $ - $ - $ 3,013,446 $ 3,013,446 $ 37,000 37,000 $ $ 45,658 45,658 $ 40,000 304,341 344,341 $ $ 2,123,814 304,341 $ 2,428,155 $ $ $ 3,000 304,341 307,341 8.1% N/A 830.7% 889,632 (304,341) 585,291 29.5% N/A 19.4% Expenditure $ $ 2,983,660 $ 2,983,660 $ Activity Narrative: This is a new activity for FY 2016. Historical expenditure data is from the previous Outreach activity. 922 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2016 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 37,000 $ 91,652 $ 86,746 3,418 1,488 - $ 5,002,464 $ 37,000 $ 2,981 $ 699 (1,488) 3,770 - $ 5,005,445 $ 37,000 $ (3,465) $ (3,465) (1,357) $ (1,357) - $ - $ - 3,000 3,000 $ 5,000,623 $ -0.1% 40,000 8.1% $ 58,656 $ 58,656 - $ 5,059,279 $ 1.1% 40,000 8.1% C-49-15-002-2-00 C-49-15-012-2-00 C-49-15-033-2-00 Agenda Item: C-49-15-012-2-00 C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Decrease Risk Management Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec 4,910,812 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q1 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: $ $ FY 2016 Tentative Budget (1,357) Percent Change from Baseline Amount Adjustments: Employee Retirement and Benefits Employee Health/Dental Premiums Agenda Item: FY 2016 Adopted Budget Percent Change from Baseline Amount Taxpayer Information Fund (741) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 304,341 $ 304,341 FY 2015 Revised Budget $ 304,341 $ 304,341 FY 2016 Baseline Budget $ 304,341 $ 304,341 FY 2016 Adopted Budget $ 304,341 $ 304,341 923 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Treasurer Taxpayer Information Fund (741) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 501,416 $ 501,416 $ 501,416 $ 335,977 $ 335,977 Sources: Operating Total Sources: $ $ - $ $ 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 Accounting Adjustments $ (165,439) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 501,416 501,416 $ $ 501,416 501,416 $ $ 335,977 335,977 $ $ 335,977 335,977 335,977 335,977 $ $ 924 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2016 Adopted Budget Waste Resources and Recycling Analysis by Nicholas T. Romani, Management and Budget Analyst Summary Mission The Mission of Waste Resources and Recycling (WRR) is to provide an economical and environmentally sound waste management program by making waste collection and tire recycling facilities accessible to County residents so they can safely manage waste materials, recycle products and protect the public’s health and environment. Vision Provide a range of solid waste management services including disposal, recycling centers and tire drop-off facilities for County residents, while protecting the public’s health and environment. Strategic Goals 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: Waste Resources and Recycling has implemented an additional collection and processing activity at the New River transfer station facility. The New River addition brings the total to four transfer station facilities (including Cave Creek, Hassayampa & Rainbow Valley) that are processing green waste. Department Specific By 2019, 50% of the closed Maricopa County Landfills will have enhanced landfill erosion protection using recycled green waste. Status: Waste Resources and Recycling is providing enhanced erosion protection at four closed Maricopa County landfill facilities, currently addressing 40% of the closed Maricopa County landfills. The enhanced erosion protection has been applied to landfill cap surface utilizing recycled green waste. 925 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2016 Adopted Budget Sources and Uses by Program and Activity FY 2014 ACTUAL PROGRAM / ACTIVITY FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % SOURCES TIRE - WASTE TIRE COLLECT DISPOSAL TRAN - WASTE DISP AND RECYCLING COLL 67SW - SOLID WASTE MANAGEMENT $ $ 5,122,415 $ 238,734 5,361,149 $ 4,748,371 $ 132,369 4,880,740 $ 4,748,371 $ 132,369 4,880,740 $ 5,105,734 $ 242,312 5,348,046 $ 4,747,724 $ 132,369 4,880,093 $ (647) (647) 0.0% 0.0% 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL OVERHEAD $ $ 1,671 $ 1,671 $ 7,970 $ 7,970 $ 7,970 $ 7,970 $ 8,074 $ 8,074 $ 8,617 $ 8,617 $ 647 647 8.1% 8.1% TOTAL PROGRAMS $ 5,362,820 $ 4,888,710 $ 4,888,710 $ 5,356,120 $ 4,888,710 $ - 0.0% 2,490,512 $ 4,753,486 767,963 8,011,961 $ 1,215,269 $ 4,812,686 746,395 6,774,350 $ 1,167,675 $ 4,825,146 749,169 6,741,990 $ 954,788 $ 4,772,156 843,669 6,570,613 $ 1,144,055 $ 4,720,880 695,546 6,560,481 $ 23,620 104,266 53,623 181,509 2.0% 2.2% 7.2% 2.7% - $ 320,967 320,967 $ - $ 96,848 220,831 317,679 $ 63,324 $ 200,688 105,739 369,751 $ 56,638 $ 172,155 97,477 326,270 $ 64,294 $ 240,323 11,171 57,233 373,021 $ (970) (39,635) (11,171) 48,506 (3,270) -1.5% -19.7% N/A 45.9% -0.9% $ 30,632 $ 1,195,380 1,226,012 $ 28,619 $ 7,871 901,061 937,551 $ 28,619 $ 7,871 904,474 940,964 $ 28,619 $ 3,280 889,932 921,831 $ 31,140 $ 7,885 1,010,468 1,049,493 $ (2,521) (14) (105,994) (108,529) -8.8% -0.2% N/A -11.7% -11.5% TOTAL PROGRAMS $ 9,558,940 $ 8,029,580 $ 8,052,705 $ 7,818,714 $ 7,982,995 $ 69,710 USES MONT - LANDFILL POST CLOSURE MAINT TIRE - WASTE TIRE COLLECT DISPOSAL TRAN - WASTE DISP AND RECYCLING COLL 67SW - SOLID WASTE MANAGEMENT $ $ BDFS - BUDGET AND FINANCIAL SERVICES 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 $ 0.9% Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ FY 2014 ACTUAL 4,814,541 4,814,541 FY 2015 ADOPTED FY 2015 REVISED $ $ 4,572,444 4,572,444 $ $ 491,263 $ 491,263 $ 277,732 277,732 $ $ $ SUBTOTAL $ 1,671 55,345 57,016 ALL REVENUES $ 5,362,820 $ 4,888,710 TOTAL SOURCES $ 5,362,820 $ 4,888,710 $ 7,970 $ 30,564 38,534 $ 4,572,444 4,572,444 FY 2015 FORECAST $ $ 289,000 $ 289,000 $ 7,970 19,296 27,266 $ $ $ 926 4,789,219 4,789,219 REVISED VS ADOPTED VAR % FY 2016 ADOPTED $ $ 4,572,444 4,572,444 $ $ - 0.0% 0.0% 516,888 $ 516,888 $ 273,747 273,747 $ $ (15,253) (15,253) -5.3% -5.3% $ $ 647 14,606 15,253 8.1% 75.7% 55.9% $ $ 8,074 41,939 50,013 $ 8,617 33,902 42,519 4,888,710 $ 5,356,120 $ 4,888,710 $ - 0.0% 4,888,710 $ 5,356,120 $ 4,888,710 $ - 0.0% Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2016 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 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % 774,450 $ 1,711 330,687 2,500 (135,068) 224,520 1,198,800 $ 837,719 $ 2,635 349,907 2,074 (83,554) 161,056 1,269,837 $ 888,394 $ 2,635 376,418 24,534 (83,554) 179,073 1,387,500 $ 857,806 $ 959 359,832 (81,652) 171,409 1,308,354 $ 867,787 $ 2,137 395,718 11,171 (98,237) 186,304 1,364,880 $ 81,942 $ 115,511 14,128 (40) 2,739 214,280 $ 70,207 $ 222,000 6,398 298,605 $ 70,207 $ 170,521 30,000 6,478 277,206 $ 68,328 $ 158,115 3,987 230,430 $ 62,783 $ 127,909 2,650 193,342 $ $ 4,758,960 $ 31,473 1,879,515 1,452,657 360 85 334 15,965 (423) 6,934 8,145,860 $ 4,922,595 $ 29,415 338,777 1,131,546 1,105 6,814 101 28,289 2,496 6,461,138 $ 4,682,714 $ 29,415 481,237 1,155,132 1,105 6,814 101 28,289 3,192 6,387,999 $ 4,657,365 $ 32,508 360,403 1,159,341 748 6,403 203 26,292 5,625 6,248,888 $ 4,741,860 $ 35,630 417,582 1,189,130 760 6,814 114 25,182 (25) 7,726 6,424,773 $ $ $ - $ - $ - $ - $ - $ - $ 31,042 $ 31,042 $ - $ - $ - N/A N/A ALL EXPENDITURES $ 9,558,940 $ 8,029,580 $ 8,052,705 $ 7,818,714 $ 7,982,995 $ 69,710 0.9% TOTAL USES $ 9,558,940 $ 8,029,580 $ 8,052,705 $ 7,818,714 $ 7,982,995 $ 69,710 0.9% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ 20,607 498 (19,300) 13,363 14,683 (7,231) 22,620 2.3% 18.9% -5.1% 54.5% 17.6% -4.0% 1.6% 7,424 42,612 30,000 3,828 83,864 10.6% 25.0% 100.0% N/A 59.1% 30.3% (59,146) (6,215) 63,655 (33,998) 345 (13) 3,107 25 (4,534) (36,774) -1.3% -21.1% 13.2% -2.9% 31.2% 0.0% -12.9% 11.0% N/A -142.0% -0.6% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 238,734 $ 238,734 $ 132,369 $ 132,369 $ 132,369 $ 132,369 $ 242,312 $ 242,312 $ 132,369 $ 132,369 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 5,124,086 $ 5,124,086 $ 4,756,341 $ 4,756,341 $ 4,756,341 $ 4,756,341 $ 5,113,808 $ 5,113,808 $ 4,756,341 $ 4,756,341 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 5,362,820 $ 5,362,820 $ 4,888,710 $ 4,888,710 $ 4,888,710 $ 4,888,710 $ 5,356,120 $ 5,356,120 $ 4,888,710 $ 4,888,710 $ - 0.0% 0.0% 290 WASTE TIRE OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT WASTE RES EROSION CONTROL WASTE RES GAS PROBE EQUIP WASTE RES LANDFILL DRAINAGE FY 2014 ACTUAL FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED FUND TOTAL USES $ 3,113,864 $ 1,693,465 4,807,329 $ 2,967,969 $ 160,000 150,000 3,277,969 $ 2,991,094 $ 160,000 150,000 3,301,094 $ 2,878,748 $ 142,868 54,521 3,076,137 $ 2,991,384 $ 120,000 70,000 50,000 3,231,384 $ $ FUND TOTAL USES $ 4,751,611 $ 4,751,611 $ 4,751,611 $ 4,751,611 $ 4,751,611 $ 4,751,611 $ 4,742,577 $ 4,742,577 $ 4,751,611 $ 4,751,611 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 7,865,475 $ 1,693,465 $ 9,558,940 $ 7,719,580 $ 310,000 $ 8,029,580 $ 7,742,705 $ 310,000 $ 8,052,705 $ 7,621,325 $ 197,389 $ 7,818,714 $ 7,742,995 $ 240,000 $ 7,982,995 $ 290 WASTE TIRE OPERATING $ FY 2015 ADOPTED 927 REVISED VS ADOPTED VAR % (290) (120,000) 90,000 100,000 69,710 (290) 70,000 69,710 0.0% N/A N/A 56.3% 66.7% 2.1% 0.0% 0.0% 0.0% 22.6% 0.9% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Waste Resources and Recycling Staffing by Program and Activity PROGRAM/ACTIVITY INDIRECT SUPPORT BUDGET AND FINANCIAL SERVICES 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 2014 ADOPTED FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 2.70 2.70 .90 1.80 2.70 .90 .90 .90 2.70 .90 .90 .90 2.70 .90 .90 .90 2.70 - 0.0% 0.0% 0.0% 0.0% 7.75 9.15 3.40 20.30 23.00 7.85 9.05 3.40 20.30 23.00 7.30 8.40 3.60 19.30 22.00 7.30 8.40 3.60 19.30 22.00 7.30 8.40 3.60 19.30 22.00 - 0.0% 0.0% 0.0% 0.0% 0.0% FY 2014 ADOPTED 1.00 1.00 2.00 2.00 1.00 3.00 2.00 1.00 1.00 9.00 23.00 FY 2015 ADOPTED 1.00 1.00 2.00 2.00 1.00 3.00 2.00 1.00 1.00 9.00 23.00 FY 2015 FY 2015 REVISED FORECAST 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 1.00 1.00 3.00 3.00 2.00 2.00 2.00 2.00 1.00 1.00 7.00 7.00 22.00 22.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 0.0% 1.00 0.0% 2.00 0.0% 2.00 0.0% 1.00 0.0% 3.00 0.0% 2.00 0.0% 2.00 0.0% 1.00 0.0% 7.00 0.0% 22.00 0.0% FY 2014 ADOPTED 21.00 2.00 23.00 FY 2015 ADOPTED 21.00 2.00 23.00 FY 2015 FY 2015 REVISED FORECAST 20.00 20.00 2.00 2.00 22.00 22.00 FY 2016 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 20.00 0.0% 2.00 0.0% 22.00 0.0% Staffing by Market Range Title MARKET RANGE TITLE Construction Maintenance Supv 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 Staffing by Fund DEPARTMENT/FUND 100 GENERAL 290 WASTE TIRE Department Total General Adjustments Personnel: FY 2016 personnel expenditures have increased due to the annualization of County performance pay and market study adjustments made in FY 2015. Base Adjustments: General Fund (100) Operating • Decrease Regular Benefits by $831 for the impact of the changes in retirement contribution rates. • Increase Internal Service Charges by $109,407 for the impact of the changes in risk management charges. • Decrease Personal Services and Supplies by $109,407 to offset the impact of the changes in risk management charges. General Fund (100) Waste Resources Erosion Control • The FY 2016 budget includes expenditures of $120,000 for erosion control measures at the Queen Creek landfill. 928 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2016 Adopted Budget General Fund (100) Waste Resources Gas Probe Equipment • The FY 2016 budget includes expenditures of $70,000 for the replacement/refurbishment of gas probes at the Queen Creek landfill. General Fund (100) Waste Resources Landfill Drainage • The FY 2016 budget includes expenditures of $50,000 for Avondale Landfill Drainage. Waste Tire Fund (290) • Decrease Regular Benefits by $60 for the impact of the changes in retirement contribution rates. • Increase Other Services by $60 to offset the impact of the changes in retirement contribution rates. Programs and Activities Solid Waste Management Program The purpose of the Solid Waste Management Program is to provide waste disposal and landfill post closure services to the residents of Maricopa County so they can benefit from a clean and healthy environment. Program Results Measure Description Percent of closed landfills that are environmentally sound as indicated by Federal and State regulations Percent of waste tires collected that are properly disposed in accordance with Arizona Statute Percent of waste tons collected that was recycled FY 2014 ACTUAL 90.0% FY 2015 FY 2015 REVISED FORECAST 90.0% 90.0% FY 2016 ADOPTED 90.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 17.4% 20.1% 39.7% 37.5% 17.4% 86.5% Activities that comprise this program include: • Landfill Post-Closure Maintenance • Waste Tire and Disposal • Waste Disposal and Recycling Collection Landfill Post-Closure Maintenance Activity The purpose of the Landfill Post-Closure Maintenance Activity is to provide post-closure maintenance and monitoring services to the residents of Maricopa County so they can have environmentally sound closed landfills. Mandates: 40CFR258 (Code of Federal Regulations) which states groundwater monitoring rules via the Environmental Protection Agency; A.R.S. §49-761B which states rules for solid waste land disposal facilities. 929 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2016 Adopted Budget Measure Type Result Output Demand Expenditure Ratio Expenditure Measure FY 2014 FY 2015 FY 2015 FY 2016 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of closed landfills that are 90.0% 90.0% 90.0% 90.0% 0.0% 0.0% environmentally sound as indicated by Federal and State regulations Number of closed landfills maintained 10 10 10 10 0.0% Number of closed landfills requiring 10 10 10 10 0.0% maintenance Total activity expenditure per closed landfill $ 249,051.20 $ 116,767.50 $ 95,478.80 $ 114,405.50 $ 2,362.00 2.0% maintained 100 - GENERAL TOTAL USES $ 2,490,512 $ 2,490,512 $ 1,167,675 $ 1,167,675 $ $ 954,788 954,788 $ 1,144,055 $ 1,144,055 $ $ 23,620 23,620 2.0% 2.0% Activity Narrative: The FY 2016 budget supports the Waste Resources and Recycling (WRR) department in maintaining 10 closed Maricopa County owned landfills. The FY 2016 expenditures are decreasing due to a reduction in one-time costs. Waste Tire Collection and Disposal Activity The purpose of the Waste Tire Collection and Disposal Activity is to provide tire collection and disposal services to retail tire dealers and Maricopa County residents so they can properly dispose of waste tires. Mandates: A.R.S. §44-1305 which states a waste tire fund consisting of monies that are distributed to counties which are required to establish waste tire programs. Measure Type Result Output Demand 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 ACTUAL 100.0% $ FY 2015 FY 2015 REVISED FORECAST 100.0% 100.0% FY 2016 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 59,909 58,615 55,311 55,355 (3,260) -5.6% 59,909 58,615 55,311 55,355 (3,260) -5.6% 79.35 $ 82.32 $ 86.28 $ 85.28 $ (2.96) -3.6% (647) (647) -0.0% -0.0% 290 - WASTE TIRE TOTAL SOURCES $ 5,122,415 $ 5,122,415 $ 4,748,371 $ 4,748,371 $ 5,105,734 $ 5,105,734 $ 4,747,724 $ 4,747,724 $ $ 100 - GENERAL 290 - WASTE TIRE TOTAL USES $ $ $ $ $ Expenditure 32,507 4,720,979 $ 4,753,486 102,154 4,722,992 $ 4,825,146 58,198 4,713,958 $ 4,772,156 4,153 4,716,727 $ 4,720,880 $ 98,001 6,265 104,266 95.9% 0.1% 2.2% Activity Narrative: The volume of tires disposed of by Waste Resources and Recycling is expected to decrease in FY 2016. Both the revenue and expenditures associated with this activity will also decline due to the anticipated drop in demand. Waste Disposal and Recycling Collection Activity The purpose of the Waste Disposal and Recycling Collection Activity is to provide collection, disposal and recycling services to Maricopa County residents so they can safely and conveniently dispose of waste materials. Mandates: A.R.S. §49-741 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 930 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2016 Adopted Budget safe and sanitary disposal of solid waste generated within its jurisdiction but need not duplicate a service provided by a private enterprise or another political subdivision. Measure Type Result Output Output Demand Expenditure Ratio Revenue Measure Description Percent of waste tons collected that was recycled Number of Maricopa County residents served Number of waste tons collected Number of Maricopa County residents requesting services Total activity expenditure per waste tons collected FY 2014 ACTUAL 17.4% FY 2015 FY 2015 REVISED FORECAST 20.1% 39.7% FY 2016 ADOPTED 37.5% REV VS ADOPTED VAR % 17.4% 86.5% 34,109 27,635 35,768 31,040 3,405 12.3% 3,288 34,109 3,080 27,635 4,244 35,768 3,647 31,040 567 3,405 18.4% 12.3% $ 233.56 $ 243.24 $ 198.79 $ 190.72 $ 52.52 21.6% 100 - GENERAL TOTAL SOURCES $ $ 238,734 238,734 $ $ 132,369 132,369 $ $ 242,312 242,312 $ $ 132,369 132,369 $ $ - 0.0% 0.0% 100 - GENERAL TOTAL USES $ $ 767,963 767,963 $ $ 749,169 749,169 $ $ 843,669 843,669 $ $ 695,546 695,546 $ $ 53,623 53,623 7.2% 7.2% Expenditure Activity Narrative: The FY 2016 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. Overall expenditures are expected to decrease due to increased efficiency resulting in a reduction in supplies and services. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2015 Adopted Budget Adjustments: Employee Salary Adjustments FY 15 Performance Based Retention Pay Plan FY 15 Q2 Performance Based Retention Pay Plan 132,369 $ 23,125 $ 22,460 665 - $ 2,991,094 $ 132,369 $ 1,121 $ (665) 1,786 - $ 2,992,215 $ 132,369 $ (831) $ (831) - $ (109,407) - C-49-15-002-2-00 C-49-15-033-2-00 Agenda Item: C-49-15-033-2-00 FY 2016 Baseline Budget Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Personal Services & Supplies Internal Service Charges Increase Risk Management Charges 2,967,969 $ Agenda Item: FY 2015 Revised Budget Adjustments: Employee Salary Adjustments FY 15 Q2 Performance Based Retention Pay Plan FY 15 Q2 to Q4 Performance Based Retention Pay Plan $ Agenda Item: $ $ (109,407) $ 109,407 109,407 FY 2016 Adopted Budget Percent Change from Baseline Amount $ 931 2,991,384 $ 0.0% - 132,369 0.0% Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Waste Resources and Recycling General Fund (100) (continued) Revenue Expenditures WASTE RESOURCES EROSION CONTROL FY 2015 Adopted Budget $ - $ - FY 2015 Revised Budget $ - $ - FY 2016 Baseline Budget $ - $ - $ 120,000 $ 120,000 - $ 120,000 $ Adjustments: Non Recurring Other Non Recurring Queen Creek Landfill Erosion Control Measures Agenda Item: $ 120,000 . FY 2016 Adopted Budget Expenditures Revenue WASTE RESOURCES GAS PROBE EQUIPMENT FY 2015 Adopted Budget $ 160,000 $ - FY 2015 Revised Budget $ 160,000 $ - $ (160,000) $ (160,000) - $ - $ - $ 70,000 $ 70,000 - $ 70,000 $ Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Other Non Recurring Refurbish Queen Creek Landfill Gas Probes Agenda Item: $ 70,000 . FY 2016 Adopted Budget Expenditures Revenue WASTE RESOURCES LANDFILL DRAINAGE FY 2015 Adopted Budget $ 150,000 $ - FY 2015 Revised Budget $ 150,000 $ - $ (150,000) $ (150,000) - $ - $ - $ 50,000 $ 50,000 - $ 50,000 $ - Adjustments: Non Recurring Other Non Recurring Agenda Item: FY 2016 Baseline Budget Adjustments: Non Recurring Non Recurring Carry Forward Avondale Landfill Drainage Agenda Item: $ FY 2016 Adopted Budget 932 50,000 . Maricopa County Annual Business Strategies FY 2016 Adopted Budget Department Strategic Plans and Budgets Waste Resources and Recycling Waste Tire Fund (290) Expenditures Revenue OPERATING FY 2015 Adopted Budget $ 4,751,611 $ 4,756,341 FY 2015 Revised Budget $ 4,751,611 $ 4,756,341 FY 2016 Baseline Budget $ 4,751,611 $ 4,756,341 $ (60) $ (60) 60 $ 60 - 4,751,611 $ 0.0% 4,756,341 0.0% Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Services Expenditures Agenda Item: $ $ 60 FY 2016 Adopted Budget Percent Change from Baseline Amount $ Waste Tire Fund (290) Fund Balance Summary FY 2014 ACTUAL FY 2015 ADOPTED FY 2015 REVISED FY 2015 FORECAST FY 2016 ADOPTED Beginning Spendable Fund Balance $ 1,544,405 $ 1,787,145 $ 1,787,145 $ 1,916,879 $ 2,288,110 Sources: Operating Total Sources: $ $ 5,124,086 5,124,086 $ $ 4,756,341 4,756,341 $ $ 4,756,341 4,756,341 $ $ 5,113,808 5,113,808 $ $ 4,756,341 4,756,341 Uses: Operating Total Uses: $ $ 4,751,611 4,751,611 $ $ 4,751,611 4,751,611 $ $ 4,751,611 4,751,611 $ $ 4,742,577 4,742,577 $ $ 4,751,611 4,751,611 Structural Balance $ 372,475 $ 4,730 $ 4,730 $ 371,231 $ 4,730 Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,791,875 1,791,875 $ $ 1,791,875 1,791,875 $ $ 2,288,110 2,288,110 $ $ 2,292,840 2,292,840 1,916,879 1,916,879 $ $ 933 Maricopa County Annual Business Strategies FY 2016 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. 934 Maricopa County Annual Business Strategies FY 2016 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 2015, the Board adopted a modified policy (A1920) establishing a structured, yet streamlined review and approval process for Capital Improvement Program project requests. This policy requires each department to submit to the Facilities Management Department (FMD) their requests for potential projects that may be undertaken during the next five-year period, regardless of the source of funds or building delivery method. The process begins with the requesting Department submitting to FMD a completed Project Request Form available on the FMD home page. FMD then works collaboratively with the requesting Department to provide a complete needs assessment, scope document, conceptual solution, and cost estimate. The requesting Department is required to provide a thorough Business Plan inclusive of a Return-on-Investment analysis, if applicable. As part of the annual budget preparation, the Office of Management and Budget (OMB) will set a date wherein all Project Requests for the upcoming planning period will be heard and reviewed individually. Those present for the presentation include senior representatives from the offices of FMD, OMB and County Administration. The requesting Department is also encouraged to attend so as to speak to the needs and merits of the proposed project along with the ability to directly answer any questions. The modified policy has resulted in Project Requests which are comprehensive in scope, more realistic in estimate, and based upon sound economic principles. It also ensures that projects are congruent with Countywide, long-term goals and initiatives 935 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement 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. 936 Maricopa County Annual Business Strategies FY 2016 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 2016 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 Projected FY 2015 Total Project Com pletion Security Building 4,460,004 85,000 5,965,858 December, 2014 SWAT Covered Parking 2,815,565 1,038 3,177,086 July, 2014 84,759,510 September, 2014 Sheriff Headquarters Maximo Maintenance Mangament System 77,226,114 731,736 $ 386,496 $ 200,000 $ 800,000 TOTAL $ 84,888,179 $ 1,017,774 $ 94,702,454 937 June, 2015 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement Five Year CIP Budget The CIP spans a five-year period beginning with Fiscal Year 2016 and ending Fiscal Year 2020. The total anticipated cost for projects presented in the Five Year FY 2016 CIP is $871,142,301. This does not include dollars set aside in Project Reserve for future capital projects. FIVE YEAR CAPITAL IMPROVEMENT PROGRAM Distinction by Fund $871,142,301 Technology Capital Improvement Fund $5,130,335 0.59% Capital Improvement Fund - General Fund $200,493,930 23.02% Capital Improvement Fund - Detention Fund $28,739,535 3.30% Intergovernmental Capital Projects Fund $127,500 0.01% Detention Technology Improvement Fund $2,455,284 0.28% Detention Fund $187,497,806 21.52% Transportation Capital Fund $437,204,790 50.19% General Fund County Improvement Fund $9,493,121 1.09% 938 Maricopa County Annual Business Strategies FY 2016 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 2015 Capital Improvement Program. The FY 2015 Adopted budget has been restated to exclude project reserves set aside for future capital projects, consistent with the FY 2016 plan. FY 2016 CAPITAL IMPROVEMENT PROGRAM Five-Year Total By Fund CIP Allocation by Fund ADOPTED FY 2015 THROUGH FY 2019 ADOPTED FY 2016 THROUGH FY 2020 General Fund 422 INTERGOVERNMENTAL CAPITAL PROJECTS $ 440 CAPITAL IMPROVEMENT FUND - GENERAL FUND $ 445 GENERAL FUND COUNTY IMPROVEMENT 460 TECHNOLOGY CAPITAL IMPROVEMENT Subtotal General Fund $ 127,500 66,705,447 214,108,344 280,941,291 $ $ Special Revenue 234 TRANSPORTATION CAPITAL PROJECT $ 440 CAPITAL IMPROVEMENT FUND - DETENTION FUND $ 455 DETENTION CAPITAL PROJECTS 461 DETENTION TECHNOLOGY IMPROVEMENT Subtotal Special Revenue $ 312,024,090 5,796,583 17,631,363 335,452,036 $ $ TOTAL MARICOPA COUNTY $ 616,393,327 939 $ 127,500 200,493,930 9,493,121 5,130,335 215,244,886 (Increase)/ Decrease $ $ $ (200,493,930) 57,212,326 208,978,009 65,696,405 $ 437,204,790 28,739,535 187,497,806 2,455,284 655,897,415 $ (125,180,700) (28,739,535) (181,701,223) 15,176,079 (320,445,379) $ 871,142,301 $ (254,748,974) Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement FY 2016 CIP Budget The largest portion of expenditures for the County’s five-year Capital Improvement Program is in Public Safety at 40.12% with the Public Safety Radio System being the largest project. Highway and Streets makes up the second largest portion of the Capital Improvement Program at 33.18%. The remaining 26.71% encompasses funding for Culture and Recreation and General Government including various technology projects. Uses of Capital Funds - FY 2016 $284,414,846 Culture & Recreation 0.26% Highways & Streets 33.18% General Government 26.45% Public Safety 40.12% The capital projects budget is Year 1 of the Five-Year Capital Improvement Program. The FY 2016 Maricopa County Capital Improvement Program budget is $284.4 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 2015 expenditures are shown in the table below. CAPITAL BUDGET BY FUND FUND FY 2015 ADOPTED General Fund 422 INTERGOVERNMENTAL CAPITAL PROJECTS $ 440 CAPITAL IMPROVEMENT FUND - GENERAL FUND 445 GENERAL FUND COUNTY IMPROVEMENT 460 TECHNOLOGY CAPITAL IMPROVEMENT Subtotal General Fund $ 127,500 38,945,102 136,526,854 175,599,456 Special Revenue 234 TRANSPORTATION CAPITAL PROJECT $ 440 CAPITAL IMPROVEMENT FUND - DETENTION FUND 455 DETENTION CAPITAL PROJECTS 461 DETENTION TECHNOLOGY IMPROVEMENT Subtotal Special Revenue $ 82,578,500 5,796,583 15,330,136 103,705,219 TOTAL MARICOPA COUNTY $ 279,304,675 940 FY 2015 REVISED $ $ $ 127,500 133,436,627 13,273,688 20,754,349 167,592,164 $ 82,578,500 9,848,444 5,813,742 3,233,456 101,474,142 $ 269,066,306 FY 2015 FORECASTED $ $ $ 39,244,995 5,829,254 53,565,939 98,640,188 FY 2016 ADOPTED $ $ $ 127,500 149,401,063 8,848,242 5,130,335 163,507,140 $ 79,207,459 4,026,847 3,315,936 1,406,246 87,956,488 $ 94,370,570 11,584,046 12,497,806 2,455,284 120,907,706 $ 186,596,676 $ 284,414,846 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement FY 2016 CIP Budget (continued) The FY 2016 CIP budget includes 40 projects totaling $284,414,846. This is $5.1 million, or 1.83%, more than FY 2015, for the 7 CIP funds: Transportation Capital Project (234), Intergovernmental Capital Projects (422), County Improvement Fund (440), General Fund County Improvement (445), Detention Capital Project Fund (455), General Fund Technology Improvement (460), and Detention Fund Technology Improvement (461). 234 TRANSPORTATION CAPITAL PROJECT Previous Actuals BRIDGE CONST/PRESERVATION $ 15,281,925 COUNTY ARTERIALS 17,646,644 DUST MITIGATION 2,569,037 INTELLIGENT TRANS SYST ITS 1,804,844 MAG ALCP PROJECTS 102,498,005 PARTNERSHIP SUPPORT 5,507,342 PAVEMENT CONST/PRESERVATION 8,517,773 RIGHT-OF-WAY 3,473,833 SAFETY PROJECTS 4,584,428 TRAFFIC IMPROVEMENTS 4,964,848 TRANSPORTATION ADMINISTRATION 8,566,130 TRANSPORTATION PLANNING 12,594,981 TOTAL FUND 234 $ 188,009,790 Projected FY 2015 555,878 12,791,589 4,352,872 3,392,613 23,825,539 1,043,959 13,500,083 762,135 3,665,630 4,092,424 10,112,335 1,112,402 $ 79,207,459 $ Year 1 FY 2016 1,779,000 10,626,000 11,211,000 4,186,800 26,939,800 2,709,000 16,988,740 158,000 5,754,000 5,802,000 6,536,230 1,680,000 $ 94,370,570 $ Year 2 FY 2017 84,000 20,521,500 9,959,000 2,542,800 55,887,000 1,586,000 7,901,000 263,000 12,338,000 6,769,000 2,061,230 1,680,000 $ 121,592,530 $ Year 3 FY 2018 273,000 43,625,000 3,226,500 1,050,000 1,586,000 9,102,500 263,000 16,485,000 5,460,000 2,488,230 1,680,000 $ 85,239,230 $ Year 4 FY 2019 1,160,000 15,572,000 1,586,000 6,641,000 263,000 26,463,000 5,460,000 2,763,230 1,680,000 $ 61,588,230 $ Year 5 FY 2020 924,000 40,945,000 1,586,000 6,300,000 263,000 14,543,000 5,460,000 2,713,230 1,680,000 $ 74,414,230 $ $ $ 422 INTERGOVERNMENTAL CAP PROJ Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 Actuals FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 VULTURE MOUNTAIN STUDY 50,000 127,500 TOTAL FUND 422 $ 50,000 $ - $ 127,500 $ - $ - $ - $ - $ 440 COUNTY IMPROVEMENT FUND COMPUTER AIDED MASS APPRAISAL COUNTY TELEPHONE SYSTEM ENTERPRISE DATA CENTER ENTERPRISE RESOURCE PLANNING SYS INFRASTRUCTURE REFRESH PHASE 1 INFRASTRUCTURE REFRESH PHASE 2 JAIL MGMT INFORMATION SYSTEM JAIL KITCHEN EQUIPMENT JAIL SECURITY SYSTEM UPGRADE PUBLIC SAFETY RADIO SYSTEM SOUTHWEST JUSTICE COURTS TOTAL PROJECTS 440 $ Previous Actuals - 445 GENERAL FUND Previous Actuals CTY IMPROV CHAMBERS BUILDING $ CLERK OF SUP COURT REMODEL COURT TOWER 206,486,883 EAST COURT IMPROVEMENTS 5,139,628 MARICOPA REGIONAL TRAIL SYSTEM 3,373,426 SECURITY BUILDING 4,460,004 SHERIFF HQ PROJECT 32,153,005 SOUTHWEST JUSTICE COURTS 620,246 SWAT COVERED PARKING 2,815,565 VULTURE MOUNTAIN 57,249 WEST COURT IMPROVEMENTS TOTAL PROJECTS 445 255,106,006 PROJECT RESERVE 445 TOTAL FUND 445 $ 255,106,006 455 DETENTION CAPITAL PROJECTS Previous Actuals 4TH AVENUE JAIL $ 198,209 INTAKE TRANSFER RELEASE PROJECT LOWER BUCKEYE JAIL 438,048 TOTAL PROJECTS 455 $ 636,257 PROJECT RESERVE 455 TOTAL FUND 455 $ 636,257 Projected FY 2015 3,906,395 2,177,239 5,300,717 4,461,319 6,066,643 8,773,652 180,882 3,845,965 7,964,030 595,000 $ 43,271,842 $ Projected FY 2015 245,500 Year 1 FY 2016 7,701,827 14,458,269 14,388,694 12,469,551 1,393,288 17,544,011 6,692,086 300,000 4,591,960 58,031,609 23,413,814 $ 160,985,109 $ 25,535 4,565,923 424,522 85,000 481,736 1,038 5,829,254 $ 5,829,254 $ Year 1 FY 2016 2,127,591 4,699,814 557,173 476,731 42,751 944,182 8,848,242 8,848,242 Year 2 FY 2017 5,899,980 4,122,726 7,271,270 22,025,607 5,991,186 $ 45,310,769 Year 3 FY 2018 5,834,525 1,030,682 5,608,676 5,350,000 $ 17,823,883 Year 2 FY 2017 $ $ 644,879 644,879 644,879 Year 4 FY 2019 838,161 4,275,543 $ 5,113,704 Year 3 FY 2018 $ - $ $ Year 5 FY 2020 - $ - 197,430,679 $ 197,430,679 $ $ 25,000,000 $ 25,000,000 103,000,000 $ 103,000,000 47,000,000 $ 47,000,000 $ - $ $ - 3,315,936 $ 12,497,806 $ 25,000,000 $ 103,000,000 $ 47,000,000 $ 6,943,433 6,943,433 941 $ Year 4 FY 2019 - Year 1 FY 2016 $ 1,201,805 10,000,000 1,296,001 $ 12,497,806 $ Year 3 FY 2018 $ Projected FY 2015 $ 1,334,986 1,980,950 $ 3,315,936 $ Year 2 FY 2017 Year 4 FY 2019 - $ Year 5 FY 2020 $ - $ Year 5 FY 2020 5-Year Total 4,220,000 74,772,500 24,396,500 6,729,600 140,393,800 9,053,000 46,933,240 1,210,000 75,583,000 28,951,000 16,562,150 8,400,000 437,204,790 $ Total Project 20,057,803 105,210,733 31,318,409 11,927,057 266,717,344 15,604,301 68,951,096 5,445,968 83,833,058 38,008,272 35,240,615 22,107,383 704,422,039 5-Year Total 127,500 127,500 $ Total Project 177,500 177,500 5-Year Total 20,274,493 14,458,269 14,388,694 17,622,959 1,393,288 17,544,011 23,847,575 300,000 4,591,960 85,407,216 29,405,000 229,233,465 Total Project 24,180,888 16,635,508 19,689,411 22,084,278 7,459,931 26,317,663 24,028,457 300,000 8,437,925 93,371,246 30,000,000 272,505,307 5-Year Total 2,127,591 4,699,814 1,202,052 476,731 42,751 944,182 9,493,121 197,430,679 206,923,800 $ $ $ $ Total Project 2,373,091 206,512,418 14,405,365 5,000,000 4,545,004 33,111,472 620,246 2,816,603 100,000 944,182 270,428,381 197,430,679 467,859,060 $ 5-Year Total 1,201,805 185,000,000 1,296,001 187,497,806 $ Total Project 2,735,000 185,000,000 3,714,999 191,449,999 $ 6,943,433 194,441,239 $ 6,943,433 198,393,432 $ Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement FY 2016 CIP Budget (continued) 460 TECHNOLOGY CAP IMPROVEMENT Previous Actuals BIX ROOM BYTE INFO EXCHANGE $ 90,329 COMPUTER AIDED MASS APPRAISAL 464,141 COUNTY TELEPHONE SYSTEM 11,827,931 ENTERPRISE DATA CENTER 25,098,834 ENTERPRISE RESOURCE PLANNING SYS 2,898,157 INFRASTRUCTURE REFRESH PHASE 1 4,438,957 INFRASTRUCTURE REFRESH PHASE 2 30,730,852 INTERNAL SERVICE DELIVERY SYSTEM MAXIMO MAINTENANCE MGMT UPGRADE 386,496 PUBLIC SAFETY RADIO SYSTEM 33,645,251 SHERIFF HQ PROJECT IT INFRA 15,073,109 TREASURER TECH SYSTEM UPGRADE 255,195 TOTAL PROJECTS 460 $ 124,909,252 Projected FY 2015 34,225 242,697 622,761 549,283 3,509,425 360,523 3,157,669 350,000 200,000 4,334,733 250,000 547,906 $ 14,159,222 Year 1 FY 2016 4,374,901 755,434 $ 5,130,335 PROJECT RESERVE 460 $ 14,159,222 8,441,465 $ 13,571,800 Projected FY 2015 1,406,246 19,118 1,654,035 $ 1,406,246 Year 1 FY 2016 2,455,284 $ 2,455,284 1,406,246 2,382,062 4,837,346 TOTAL FUND 460 $ 124,909,252 461 DETENTION TECH CAP IMPROVEMENT Previous Actuals CHS ELECTRONIC HEALTH RECORDS $ 4,489,746 JAIL MGMT INFORMATION SYSTEM 1,070,363 JAIL SECURITY SYSTEM UPGRADE 20,608,041 TOTAL PROJECTS 461 $ 4,489,746 PROJECT RESERVE 461 TOTAL FUND 461 $ 4,489,746 $ $ $ $ $ $ Year 2 FY 2017 $ Year 3 FY 2018 $ - $ - $ $ $ - Year 2 FY 2017 $ Year 4 FY 2019 - $ $ $ $ - 27,018,951 $ 27,018,951 $ $ - $ - Year 3 FY 2018 $ - $ - $ Year 5 FY 2020 - $ Year 4 FY 2019 $ - $ - $ - $ 5-Year Total 4,374,901 755,434 5,130,335 $ Total Project 4,499,455 706,838 12,450,692 25,648,117 6,407,582 4,799,480 33,888,521 350,000 586,496 37,979,984 15,323,109 1,558,535 144,198,809 $ 35,460,416 40,590,751 $ 35,460,416 179,659,225 $ Year 5 FY 2020 $ - $ - $ $ 5-Year Total 2,455,284 2,455,284 $ Total Project 8,351,276 1,089,481 22,262,076 8,351,276 $ 2,382,062 4,837,346 $ 2,382,062 10,733,338 $ $ The following schedule includes projects funded from multiple funds that are listed in the above schedules. MULTIPLE FUNDED CAPITAL PROJECTS Previous Actuals COMPUTER AIDED MASS APPRAISAL 464,141 COUNTY TELEPHONE SYSTEM 11,827,931 ENTERPRISE DATA CENTER 25,098,834 ENTERPRISE RESOURCE PLANNING SYS 2,898,157 INFRASTRUCTURE REFRESH PHASE 1 4,438,957 INFRASTRUCTURE REFRESH PHASE 2 30,730,852 JAIL MGMT INFORMATION SYSTEM 1,070,363 JAIL SECURITY SYSTEM UPGRADE 20,608,041 PUBLIC SAFETY RADIO SYSTEM 33,645,251 SOUTHWEST JUSTICE COURTS 620,246 TOTAL PROJECTS 440 $ 131,402,773 Projected FY 2015 4,149,092 2,800,000 5,850,000 7,970,744 6,427,166 11,931,321 200,000 5,500,000 12,298,763 595,000 $ 57,722,086 Year 1 FY 2016 7,701,827 14,458,269 14,388,694 12,469,551 1,393,288 17,544,011 6,692,086 4,591,960 58,031,609 23,413,814 $ 160,685,109 Year 2 FY 2017 5,899,980 4,122,726 7,271,270 22,025,607 5,991,186 $ 45,310,769 Year 3 FY 2018 5,834,525 1,030,682 5,608,676 5,350,000 $ 17,823,883 Year 4 FY 2019 838,161 4,275,543 $ 5,113,704 Year 5 FY 2020 $ - $ 5-Year Total 20,274,493 14,458,269 14,388,694 17,622,959 1,393,288 17,544,011 23,847,575 4,591,960 85,407,216 29,405,000 228,933,465 $ Total Project 24,887,726 29,086,200 45,337,528 28,491,860 12,259,411 60,206,184 25,117,938 30,700,001 131,351,230 30,620,246 418,058,324 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. 942 Maricopa County Annual Business Strategies FY 2016 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 None June 2016 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 and interior remodeling which houses the Office of Enterprise Technology. The remodel is needed to prolong the life of the building and to bring organizational efficiencies to 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 the north and west exterior walls of the building. In addition to the exterior work, the Chambers Building will also undergo interior tenant improvements in the basement and the other three floors of the building. Funding/Cost Summary CHAMBERS BUILDING REMODEL 445 - GENERAL FUND CTY IMPROV $ Project Total $ Previous Projected Actuals - $ - $ FY 2015 245,500 $ 245,500 $ Year 1 FY 2016 2,127,591 $ 2,127,591 $ Year 2 Year 3 FY 2017 Year 4 FY 2018 - $ - $ Year 5 FY 2019 - $ - $ 5-Year FY 2020 - $ - $ - $ - $ Total 2,127,591 $ 2,127,591 $ Total Project 2,373,091 2,373,091 Operating Cost Summary The Chambers Building Remodel consists of improvements to existing space and will not have any additional operational impact to the Facilities Operations and Maintenance budget. Funding is already included in the Enterprise Technology operating budget for the staff that will occupy this space. 943 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement East Court Building Improvements Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 101 W. Jefferson St. – Phoenix 5 Facilities Management None June 2016 Project Purpose Statement Government Operations Maricopa County completed a comprehensive Courts Master Plan in FY 2014, which identified the current and future needs of the County’s Court system. The Courts Master Plan identified that the shell space on the 8th floor of the East Court Building was a suitable location for 4 new Superior Court Rooms because of its close proximity to various Superior Court Rooms in the Downtown Phoenix area. Project Description The East Court Building Improvement Project will consist of the construction of 4 new Superior Court Rooms and the remodel of the 8th floor lobby, as the current space is vacant shell space. Funding/Cost Summary CHAMBERS BUILDING REMODEL 445 - GENERAL FUND CTY IMPROV $ Project Total $ Previous Projected Actuals - $ - $ FY 2015 245,500 $ 245,500 $ Year 1 FY 2016 1,127,591 $ 1,127,591 $ Year 2 Year 3 Year 4 Year 5 FY 2017 FY 2018 FY 2019 FY 2020 - $ - $ - $ - $ - $ - $ 5-Year - $ - $ Total 1,127,591 $ 1,127,591 $ Total Project 1,373,091 1,373,091 Operating Cost Summary The addition of four new court rooms will not have any additional operational impact to the Facilities Operations and Maintenance budget. Funding is already included in the operating budget for the staff that will occupy this space. 944 Maricopa County Annual Business Strategies FY 2016 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 2016 Project Purpose Statement Safe Communities The Cell Door Release Improvements at the Fourth Avenue Jail are necessary to create safe and secure cells for an increasing number of inmates transitioning from wanting to cause harm to themselves back to standard classified housing, and while still under mental health care. 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 The Fourth Avenue Jail Project includes improving the emergency door release system for cell doors throughout the jail by fabricating and installing a new manual lock device for approximately 2,400 cell doors. Funding continues this project which began in FY 2014. Funding/Cost Summary CELL DOOR RELEASE FAJ 455 - DETENTION CAPITAL PROJECTS $ Project Total $ Previous Actuals 69,058 $ 69,058 $ Projected FY 2015 1,174,135 $ 1,174,135 $ Year 1 FY 2016 1,201,805 $ 1,201,805 $ Year 2 Year 3 FY 2017 Year 4 FY 2018 - $ - $ Year 5 FY 2019 - $ - $ 5-Year FY 2020 - $ - $ - $ - $ Total 1,201,805 $ 1,201,805 $ Total Project 2,444,998 2,444,998 Operating Cost Summary The cell door release project at the Fourth Avenue Jail consists of improvements to existing space and will not have any additional operational impact to the Facilities Operations and Maintenance budget. 945 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement Intake Transfer and Release Jail Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 3000 W. Lower Buckeye Rd. – Phoenix 5 Facilities Management Sheriff’s Office June 2019 Project Purpose Statement Safe Communities The Intake, Transfer and Release Jail Project will provide additional beds and reduce the time to process intakes currently being experienced at the 4th Avenue Jail. The project is expected to reduce transportation costs and eliminate the high cost of maintaining the existing Durango Jail. The project is consistent with the Jail Master Plan completed in 2014. Project Description The Intake, Transfer & Release Jail Facility (ITR) includes the construction of a new jail and partial demolition of the old Durango Jail facility at the Durango Campus. The facility will improve intake requirements and meet Court mandated times. The facility also offers a flexible open plan that serves short-term needs of the intake process without additional transfers and relocations that add time and cost to processing. The facility also serves the needs of pre-sentencing. Funding/Cost Summary INTAKE TRANSFER RELEASE JAIL 455 - DETENTION CAPITAL PROJECTS $ Project Total $ Previous Projected Actuals Year 1 FY 2015 - $ - $ - $ - $ FY 2016 10,000,000 $ 10,000,000 $ Year 2 FY 2017 25,000,000 $ 25,000,000 $ Year 3 FY 2018 103,000,000 $ 103,000,000 $ Year 4 FY 2019 47,000,000 $ 47,000,000 $ Year 5 5-Year FY 2020 - $ - $ Total 185,000,000 $ 185,000,000 $ Total Project 185,000,000 185,000,000 Operating Cost Summary Facility operational costs will be determined after the design phase is complete in FY2016. Additionally, the Sheriff’s Office has determined that the staffing/personnel cost will be cost neutral to the County. 946 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Jail Kitchen Equipment Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Capital Improvement Durango Campus Maricopa County Sheriff’s Office None June 2016 Project Purpose Statement Safe Communities The bakery has only one dough molder and one dough mixer and they have started breaking down due to age and stress fractures on some major components. The cost to replace these major components are very expensive and lead time is usually at 2-3 weeks. As parts are not readily available locally/domestically down time would be significant. Every day that these machines are down, 15-20,000 rolls are not made. Project Description Replace Dough Molder and Mixer that have past their useful life expectancy. Funding/Cost Summary JAIL KITCHEN EQUIPMENT 440 - COUNTY IMPROVEMENT Project Total $ Previous Actuals Projected FY 2015 - $ - $ Year 1 FY 2016 300,000 300,000 Year 2 FY 2017 $ Year 3 FY 2018 - $ Year 4 FY 2019 - $ Year 5 FY 2020 - $ - $ 5-Year Total 300,000 300,000 $ Total Project 300,000 300,000 Operating Cost Summary The Jail Kitchen Equipment project will replace existing kitchen equipment and will have no impact on the Sheriff’s Office operational budget. 947 Maricopa County Annual Business Strategies FY 2016 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 2016 Project Purpose Statement Safe Communities The Cell Door Release Improvements at the Lower Buckeye Jail are necessary to create safe and secure cells for an increasing number of inmates transitioning from wanting to cause harm to themselves back to standard classified housing, and while still under mental health care. 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 The Lower Buckeye Jail Project will include improving the emergency door release system for cell doors throughout the jail by fabricating and installing a new manual lock device for approximately 2,400 cell doors. Funding continues this project which began in FY 2014. Funding/Cost Summary LOWER BUCKEYE JAIL 455 - DETENTION CAPITAL PROJECTS $ Project Total $ Previous Actuals 438,048 438,048 $ $ Projected FY 2015 1,980,950 1,980,950 $ $ Year 1 FY 2016 1,296,001 1,296,001 Year 2 FY 2017 $ $ Year 3 FY 2018 - $ $ Year 4 FY 2019 - $ $ Year 5 FY 2020 - $ $ - $ $ 5-Year Total 1,296,001 1,296,001 $ $ Total Project 3,714,999 3,714,999 Operating Cost Summary The cell door release project at the Lower Buckeye Jail consists of improvements to existing space and will not have any additional operational impact to the Facilities Operations and Maintenance budget. 948 Maricopa County Annual Business Strategies FY 2016 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 completed an additional 12 miles of trail and anticipate to have completed a total of 212.5 miles by the end of FY 2015. Funding/Cost Summary MARICOPA REGIONAL TRAIL SYSTEM Previous 422 - INTERGOVERNMENTAL CAP PROJ $ 445 - GENERAL FUND CTY IMPROV Project Total $ Projected Year 1 Year 2 Year 3 FY 2015 FY 2016 FY 2017 FY 2018 Actuals 996,937 $ 3,334,736 4,331,673 $ $ 424,522 424,522 $ $ 1,114,346 1,114,346 $ $ 644,879 644,879 $ Year 4 $ - $ Year 1 FY 2016 Personnel Expenses Supplies Expenses Services Expenses Capital Expenses $ Total $ 131,769 200,000 320,000 651,769 Year 2 FY 2017 $ $ 135,063 200,000 320,000 655,063 Year 3 FY 2018 $ $ 138,440 200,000 320,000 658,440 949 Year 4 FY 2019 $ $ 141,901 200,000 320,000 661,901 $ $ $ - $ Year 5 FY 2020 145,448 200,000 320,000 665,448 5-Year FY 2020 - Operating Cost Summary Operating Budget Impact Year 5 FY 2019 - Total - $ - $ $ 1,759,225 1,759,225 $ Total Project 996,937 5,518,483 6,515,420 Maricopa County Annual Business Strategies FY 2016 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 January 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 Actuals 32,152,997 30,000,000 62,152,997 $ $ Projected FY 2015 481,736 481,736 Year 1 FY 2016 476,731 476,731 $ $ Year 2 FY 2017 $ Year 3 FY 2018 - $ - $ $ Year 4 FY 2019 - $ - $ Year 5 FY 2020 - $ - $ - $ - $ 5-Year Total 476,731 476,731 Operating Cost Summary Year 1 FY 2016 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses $ 153,130 2,281,467 Total $ 2,434,597 Year 2 FY 2017 $ 156,192 2,331,186 $ 2,487,378 Year 3 FY 2018 $ Year 4 FY 2019 159,316 2,382,870 $ 2,542,186 North end of MCSO Headquarters. $ 162,502 2,436,601 $ 2,599,103 Year 5 FY 2020 $ 165,752 2,582,032 $ 2,747,784 MSCO Headquarters front entrance. 950 $ $ Total Project 33,111,464 30,000,000 63,111,464 Maricopa County Annual Business Strategies FY 2016 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 space for a future precinct. Funding/Cost Summary SOUTHWEST JUSTICE COURTS 440 - COUNTY IMPROVEMENT $ 445 - GENERAL FUND CTY IMPROV Project Total $ Previous Actuals 620,247 620,247 Projected FY 2015 $ $ 595,000 595,000 $ $ Year 1 FY 2016 23,413,814 23,413,814 $ $ Year 2 FY 2017 5,991,186 5,991,186 Year 3 FY 2018 $ $ Year 4 FY 2019 - $ - $ Year 5 FY 2020 - $ - $ - $ - $ 5-Year Total 29,405,000 29,405,000 $ $ Total Project 29,405,000 1,215,247 30,620,247 Operating Cost Summary Facility operational costs and staffing levels will be determined after the design phase is complete in FY2016. North View East View West View South View 951 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Vulture Mountain Study Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Wickenburg 4 Parks & Recreation Bureau of Land Management To Be Determined 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 (Parks) Vulture Mountain’s 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 approximately 71,000 acres to the MCPRD system. Phase one of the plan calls for the Department to take over management and operation of the Hassayampa River Preserve. 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 - $ - $ - $ - $ - $ - $ - $ - $ 127,500 $ 42,751 170,251 $ Total Project 177,501 100,000 277,501 Operating Cost Summary This phase of the project consists of a study to gather information for park development. Operational impacts cannot be determined until the project moves forward. 952 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement West Court Building Improvements Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 111 S. 3rd Ave. – Phoenix 5 Facilities Management None June 2016 Project Purpose Statement Government Operations During the demolition of the East Court floors 6-9 project performed in 2012 it was discovered that the return air shaft contained asbestos. Based upon these findings and knowing that the West Court was built at the same time, a survey was performed on the West Court return air shaft. It was also found to contain asbestos. The West Court Shaft Abatement Project is necessary to eliminate public and employee environmental and health concerns. Project Description The West Court Building Improvements Project consists of the abatement of the entire return air shaft within the West Court Building. This is necessary to eliminate and environmental concerns and to ensure the safety of all within the building. Funding/Cost Summary CHAMBERS BUILDING REMODEL 445 - GENERAL FUND CTY IMPROV $ Project Total $ Previous Projected Actuals - $ - $ FY 2015 245,500 $ 245,500 $ Year 1 FY 2016 1,127,591 $ 1,127,591 $ Year 2 Year 3 Year 4 Year 5 FY 2017 FY 2018 FY 2019 FY 2020 - $ - $ - $ - $ - $ - $ 5-Year - $ - $ Total 1,127,591 $ 1,127,591 $ Total Project 1,373,091 1,373,091 Operating Cost Summary The West Court Building project consists of improvements to existing space and will not have any additional operational impact to the Facilities Operations and Maintenance budget. 953 Maricopa County Annual Business Strategies FY 2016 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. Funding/Cost Summary BIX ROOM BYTE INFO EXCHANGE 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Actuals 90,330 $ 90,330 $ Projected FY 2015 34,225 $ 34,225 $ Year 1 FY 2016 7,374,901 $ 7,374,901 $ Year 2 Year 3 FY 2017 Year 4 FY 2018 - $ - $ Year 5 FY 2019 - $ - $ 5-Year FY 2020 - $ - $ - $ - $ Total 7,374,901 $ 7,374,901 $ Total Project 7,499,456 7,499,456 Operating Cost Summary The BIX Room Byte Information Exchange Project consists of improvements to existing infrastructure and will not have any additional operational impacts to the Enterprise Technology operating budget. 954 Maricopa County Annual Business Strategies FY 2016 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 IMPROVEMENT $ Project Total $ Previous Actuals 4,489,744 4,489,744 $ $ Projected FY 2015 1,406,246 1,406,246 $ $ Year 1 FY 2016 2,455,284 2,455,284 Year 2 FY 2017 $ $ Year 3 FY 2018 - $ $ Year 4 FY 2019 - $ $ Year 5 FY 2020 - $ $ Operating Cost Summary Year 1 FY 2016 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses $ Total $ $ 828,000 828,000 $ Year 2 FY 2017 $ 856,980 856,980 $ Year 3 FY 2018 $ 871,974 871,974 $ Year 4 FY 2019 $ 902,493 902,493 $ Year 5 FY 2020 - Operating costs consists of the annual maintenance of the new software system. 955 - $ $ 5-Year Total 2,455,284 2,455,284 $ $ Total Project 8,351,274 8,351,274 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement Computer Aided Mass Appraisal 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 The Assessor’s current homegrown Computer Aided Mass Appraisal (CAMA) system was built in the early 1990’s utilizing client/server architecture with an unsupported Oracle forms front-end (user interface). Incremental changes have been made to the system over the years and the system has mushroomed into many processes and functions that are not supporting the Assessor’s Office business functions effectively. Users have to navigate through a multitude of screens to accomplish business functions that would normally take a few clicks. Data integrity issues are prevalent and current data architecture doesn’t lend itself to robust integration with other Assessor systems like Marshall & Swift, Apex, etc. Project Description The MARS Project is a Windows-based computer-aided mass appraisal (CAMA) software project. The software elements included are designed for real estate valuation including cost and comparison sales, data maintenance, sales analysis, reporting and query, image display, personal property valuation, and income capitalization. This software will be implemented to support the maintenance and enhancement of real and personal property records to effectively administer all laws and regulations for Maricopa County property owners so that all ad valorem property is fairly and equitably valued. Funding/Cost Summary COMPUTER AIDED MASS APPRAISAL Previous Actuals 440 - COUNTY IMPROVEMENT $ 460 - TECHNOLOGY CAP IMPROVEMENT Project Total $ Projected FY 2015 464,141 464,141 $ 4,149,092 4,149,092 $ Year 1 FY 2016 7,701,827 7,701,827 $ $ $ $ Year 2 FY 2017 5,899,980 5,899,980 $ $ Year 3 FY 2018 5,834,525 5,834,525 $ $ Year 4 FY 2019 838,160 838,160 Year 5 FY 2020 $ $ Operating Cost Summary Year 1 FY 2016 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses $ Total $ - Year 2 FY 2017 $ $ - Year 3 FY 2018 $ - $ Year 4 FY 2019 $ $ $ 613,875 613,875 $ Year 5 FY 2020 638,400 638,400 0 Operating costs consists of the annual maintenance of the new software system. 956 - $ - $ 5-Year Total 20,274,492 20,274,492 $ $ Total Project 20,274,492 4,613,233 24,887,725 Maricopa County Annual Business Strategies FY 2016 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. Funding/Cost Summary COUNTY TELEPHONE SYSTEM Previous Actuals 440 - COUNTY IMPROVEMENT $ 460 - TECHNOLOGY CAP IMPROVEMENT Project Total $ Projected FY 2015 11,827,936 11,827,936 $ 2,800,000 2,800,000 $ $ $ Year 1 FY 2016 14,458,269 14,458,269 Year 2 FY 2017 $ Year 3 FY 2018 - $ - $ $ Year 4 FY 2019 - $ - $ Year 5 FY 2020 - $ - $ Operating Cost Summary Year 1 FY 2016 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses Year 2 FY 2017 Year 3 FY 2018 Year 4 FY 2019 Year 5 FY 2020 $ $ $ $ $ 1,924,057 1,949,057 1,724,057 1,724,057 1,724,057 Total $ 1,924,057 $ 1,949,057 $ 1,724,057 $ 1,724,057 $ 1,724,057 Operating costs consists of the annual maintenance of the new software system. 957 - $ - $ 5-Year Total 14,458,269 14,458,269 $ $ Total Project 14,458,269 14,627,936 29,086,205 Maricopa County Annual Business Strategies FY 2016 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. Funding/Cost Summary ENTERPRISE DATA CTNR CT Previous Actuals 440 - COUNTY IMPROVEMENT $ 460 - TECHNOLOGY CAP IMPROVEMENT Project Total $ Projected FY 2015 25,098,834 25,098,834 $ 5,850,000 5,850,000 $ $ $ Year 1 FY 2016 14,388,694 14,388,694 Year 2 FY 2017 $ Year 3 FY 2018 - $ - $ $ Year 4 FY 2019 - $ - $ Operating Cost Summary Year 1 FY 2016 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses Year 2 FY 2017 Year 3 FY 2018 Year 4 FY 2019 Year 5 FY 2020 $ $ $ $ $ 2,772,000 2,910,600 3,056,130 3,208,936 3,369,384 Total $ 2,772,000 $ 2,910,600 $ 3,056,130 $ 3,208,936 $ 3,369,384 Operating costs consists of the annual co-location data center lease. 958 Year 5 FY 2020 - $ - $ - $ - $ 5-Year Total 14,388,694 14,388,694 $ $ Total Project 14,388,694 30,948,834 45,337,528 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement Enterprise Resource Planning System Project Location: Managing Department: Project/Community Partner(s): Phoenix Enterprise Technology Department of Finance, Office of Management and Budget, and Office of Procurement Services. September 2016 Scheduled Completion Date: Project Purpose Statement Government Operations The County’s current budget, financial, and procurement systems are not fully integrated and are a mix of custom developed software and commercial off-theshelf applications. The new Enterprise Resource Planning (ERP) system will modernize and transform the County’s budgeting, financial, and procurement systems, including integration with the existing human resource management system, to improve the timeliness and accuracy of critical information sharing necessary to provide transparency for staff and leadership. Project Description The scope of the (ERP) system includes Performance Budgeting, Financials and Procurement. The system will be implemented in three phases: Envision, Create and Achieve. The Envision Phase develops a comprehensive implementation blueprint - determining exactly how the system will be implemented for Maricopa County. CGI and County staff will prototype business requirements using the actual ERP software. Based on prototyping results, CGI will develop a fit-gap analysis and implementation road-map. The Envision Phase started in November 2013 and was completed in July 2014. The Create Phase includes configuring the ERP software; developing software needed for data conversion, interfaces and reports; and developing training and change management materials. The Create Phase began in July 2014 and will be completed in January 2016. The Achieve Phase integrates all system components built in the Create Phase and prepares the County for full-scale cut-over and system implementation. Several key activities include user training and acceptance testing. The County will go live on the new ERP system in July 2016. The Achieve Phase will begin in February 2016 and will be completed in September 2016 including post implementation support. Funding/Cost Summary ENTERPRISE RES PLANNING SYSTEM Previous Actuals 440 - COUNTY IMPROVEMENT $ 460 - TECHNOLOGY CAP IMPROVEMENT Project Total $ Projected FY 2015 2,898,157 2,898,157 $ 7,970,744 7,970,744 $ $ $ Year 1 FY 2016 12,469,551 12,469,551 $ $ Year 2 FY 2017 4,122,726 4,122,726 $ $ Year 3 FY 2018 1,030,682 1,030,682 Year 4 FY 2019 $ $ Year 5 FY 2020 - $ - $ Operating Cost Summary Year 1 FY 2016 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses Year 2 FY 2017 Year 3 FY 2018 Year 4 FY 2019 Year 5 FY 2020 $ $ $ $ $ 2,166,203 2,612,451 2,612,451 2,755,431 2,755,431 Total $ 2,166,203 $ 2,612,451 $ 2,612,451 $ 2,755,431 $ 2,755,431 Operating costs consists of the annual maintenance of the new software system. 959 - $ - $ 5-Year Total 17,622,959 17,622,959 $ $ Total Project 17,622,959 10,868,901 28,491,860 Maricopa County Annual Business Strategies FY 2016 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: 1) Network outages/downtime and can adversely affect the way customers conduct business; 2) Inability to replace defective parts or broken parts on outdated network equipment; 3) Premature network equipment failure due to inadequate cooling; and 4) 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) Improved security of equipment and, more importantly, the data contained within the equipment. Funding/Cost Summary PHASE I ZONE 2 DOWNTOWN 440 - COUNTY IMPROVEMENT $ 460 - TECHNOLOGY CAP IMPROVEMENT Project Total $ Previous Actuals 4,438,958 4,438,958 Projected FY 2015 $ $ 6,427,166 6,427,166 $ $ Year 1 FY 2016 1,393,288 1,393,288 Year 2 FY 2017 $ $ Year 3 FY 2018 - $ - $ Year 4 FY 2019 - $ - $ Year 5 FY 2020 - $ - $ - $ - $ 5-Year Total 1,393,288 1,393,288 $ $ Total Project 1,393,288 10,866,124 12,259,412 Operating Cost Summary Operating costs consisting of annual maintenance and utility costs are included in the current operating budget. 960 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement Infrastructure Refresh Phase 2 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 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) Improved 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 2 and 3 refresh in FY 2015 with continued user migration into FY 2016. Southeast Regional Facility: The project is focused on the Southeast Regional Facility having a Zone 2 and 3 presence and is designed to improve network service delivery. The project will complete the Durango Campus Zone 2 and 3 refresh in FY 2015 with continued user migration into FY 2016. Remote Site Locations: Phase I of the project is focused on 41 buildings within the Maricopa County region having a Zone 2 and 3 presence and is designed to improve network service delivery, where SL100 phone system reside. Phase I was started in FY 2015 and is scheduled to be completed in FY 2016. Phase 2 of the project will focus on locations without the SL100, but with the greatest need and is scheduled to begin in FY 2016. 961 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement Infrastructure Refresh Phase 2 (Continued) Funding/Cost Summary PHASE II ZONE 2 DURANGO 440 - COUNTY IMPROVEMENT $ 460 - TECHNOLOGY CAP IMPROVEMENT Project Total $ PHASE II ZONE 2 SOUTHEAST 440 - COUNTY IMPROVEMENT $ 460 - TECHNOLOGY CAP IMPROVEMENT Project Total $ PHASE II ZONE 2 REMOTE 440 - COUNTY IMPROVEMENT $ 460 - TECHNOLOGY CAP IMPROVEMENT Project Total $ PHASE II ZONE 3 DURANGO 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ PHASE II ZONE 3 SOUTHEAST 440 - COUNTY IMPROVEMENT $ 460 - TECHNOLOGY CAP IMPROVEMENT Project Total $ PHASE II ZONE 3 REMOTE 440 - COUNTY IMPROVEMENT $ 460 - TECHNOLOGY CAP IMPROVEMENT Project Total $ Previous Actuals 8,445,487 8,445,487 Projected FY 2015 $ $ Previous Actuals 1,738,731 1,738,731 Previous Actuals 16,526,324 16,526,324 $ $ $ 1,950,000 1,950,000 $ 950,000 950,000 $ $ Projected FY 2015 240,000 240,000 $ $ $ $ $ $ 1,491,321 1,491,321 $ $ $ $ Projected FY 2015 $ $ 2,500,000 2,500,000 Year 1 FY 2016 2,293,353 2,293,353 Year 1 FY 2016 1,378,245 1,378,245 Year 1 FY 2016 4,351,195 4,351,195 Year 2 FY 2017 $ $ $ Year 3 FY 2018 - $ - $ $ - $ - Year 1 FY 2016 182,856 182,856 - $ Year 1 FY 2016 9,338,362 9,338,362 - - $ $ - - $ - $ - - - $ $ - $ - $ $ $ $ - - $ - $ $ - $ - $ $ Year 5 FY 2020 - $ - $ 5-Year Total 2,293,353 2,293,353 5-Year Total 1,378,245 1,378,245 5-Year Total 4,351,195 4,351,195 $ $ $ $ - $ - $ - 5-Year Total 182,856 182,856 5-Year Total 9,338,362 9,338,362 Total Project 2,293,353 13,245,487 15,538,840 Total Project 1,378,245 3,688,731 5,066,976 $ Total Project 4,351,195 964,414 5,315,609 $ $ Total Project 16,766,324 16,766,324 $ 5-Year Total Year 5 FY 2020 $ $ - - $ Year 4 FY 2019 - $ Year 5 FY 2020 - $ - - $ - $ $ $ Year 5 FY 2020 $ Year 3 FY 2018 - - Year 4 FY 2019 $ Year 2 FY 2017 $ Year 4 FY 2019 - $ - - $ $ - $ Year 4 FY 2019 - - Year 5 FY 2020 $ Year 3 FY 2018 $ $ - $ Year 2 FY 2017 $ $ Year 3 FY 2018 - $ - $ $ - $ Year 3 FY 2018 - Year 5 FY 2020 - Year 4 FY 2019 $ Year 2 FY 2017 $ $ - $ Year 2 FY 2017 - $ Year 3 FY 2018 - $ Year 4 FY 2019 - $ Year 2 FY 2017 Year 1 FY 2016 Projected FY 2015 Previous Actuals 95,813 95,813 $ Projected FY 2015 Previous Actuals 3,910,089 3,910,089 $ Projected FY 2015 Previous Actuals 14,414 14,414 4,800,000 4,800,000 $ $ $ $ Total Project 182,856 5,401,410 5,584,266 Total Project 9,338,362 2,595,813 11,934,175 Operating Cost Summary Operating costs consisting of annual maintenance and utility costs are included in the current operating budget. 962 Maricopa County Annual Business Strategies FY 2016 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 Management Information System 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 440 - COUNTY IMPROVEMENT $ 461 - DETENTION TECH CAP IMPROVEMENT Project Total $ Previous Actuals 1,070,364 1,070,364 Projected FY 2015 $ $ 200,000 200,000 $ $ Year 1 FY 2016 6,692,086 6,692,086 $ $ Year 2 FY 2017 7,271,270 7,271,270 $ $ Year 3 FY 2018 5,608,676 5,608,676 $ $ Year 4 FY 2019 4,275,543 4,275,543 Year 5 FY 2020 $ $ Operating Cost Summary Year 1 FY 2016 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses $ Total $ - Year 2 FY 2017 $ $ - Year 3 FY 2018 $ $ 50,000 50,000 Year 4 FY 2019 $ $ 720,651 720,651 Year 5 FY 2020 $ 1,180,916 $ 1,180,916 Operating costs consists of the annual maintenance of the new software system. 963 - $ - $ 5-Year Total 23,847,575 23,847,575 $ $ Total Project 23,847,575 1,270,364 25,117,939 Maricopa County Annual Business Strategies FY 2016 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 maintenance support and replacement parts are more expensive to purchase or are no longer available. The system is at the end of its normal life cycle and is not able to be supported by the industry causing hardware and software repairs to be difficult. Current jail system technology varies from facility to facility and has the potential to create a training burden when personnel are transferred from one facility to another. The system upgrade will standardize the surveillance and operating systems in all County Jail and related facilities. Project Description The Jail Security System Upgrade Project will replace the current video surveillance system that is in place throughout the Maricopa County Jail System. The new Nice Vision Surveillance Recording System will accurately and reliably record 24 hours per day, 7 days per week and store all of its data. The system allows for monitoring of the facilities, inmates, and officers. It will be used to perform inspections of staff to verify that security walks are being conducted in accordance with policy and resolve complaints of misconduct or mistreatment of inmates and staff. The stored data can be used during the course of litigation. Funding continues this project which began in FY 2013. Funding/Cost Summary JAIL SECURITY SYSTEM UPGRADE 461 - DETENTION TECH CAP IMPROVEMENT $ Project Total $ Previous Actuals 20,608,043 20,608,043 $ $ Projected FY 2015 5,500,000 5,500,000 $ $ Year 1 FY 2016 4,591,960 4,591,960 Year 2 FY 2017 $ $ Year 3 FY 2018 - $ $ Year 4 FY 2019 - $ $ Year 5 FY 2020 - $ $ Operating Cost Summary Year 1 FY 2016 Operating Budget Impact Personnel Expenses Supplies Expenses Services Expenses Capital Expenses $ Total $ - Year 2 FY 2017 Year 3 FY 2018 $ $ $ 1,274,256 3,152,201 $ 1,274,256 $ 3,152,201 $ Year 4 FY 2019 $ 372,038 372,038 $ Year 5 FY 2020 - Operating costs consists of the annual maintenance of the new software system. 964 - $ $ 5-Year Total 4,591,960 4,591,960 $ $ Total Project 30,700,003 30,700,003 Maricopa County Annual Business Strategies FY 2016 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 440 - COUNTY IMPROVEMENT $ 460 - TECHNOLOGY CAP IMPROVEMENT Project Total $ Previous Actuals 33,645,252 33,645,252 Projected FY 2015 $ $ 12,298,763 12,298,763 $ $ Year 1 FY 2016 58,031,609 58,031,609 $ $ Year 2 FY 2017 22,025,607 22,025,607 $ $ Year 3 FY 2018 5,350,000 5,350,000 Year 4 FY 2019 $ $ Year 5 FY 2020 - $ - $ - $ - $ 5-Year Total 85,407,216 85,407,216 $ $ Total Project 85,407,216 45,944,015 131,351,231 Operating Cost Summary Operating maintenance costs will be determined in FY 2016 as the project reaches substantial completion milestones. 965 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement Treasurer Technology System Upgrade Project Location: Managing Department: Project/Community Partner(s): Scheduled Completion Date: Phoenix Maricopa County Treasurer None June 2018 Project Purpose Statement Government Operations The Treasurer's current property tax administration, banking, investment management, and accounting systems is based on an outdated, aged technology. The system has been maintained and enhanced by Treasurer’s Information Services Division personnel using a combination of older and newer technologies. However, it is difficult to leverage new technologies that facilitate efficiencies and business process reengineering. Additionally, the system is used to meet over 400 statutory requirements of the Treasurer’s Office which are complex and require a new system to meet them. The system has been patched and extended countless times over the last two and a half decades in response to changes (i.e. legislative, interfaces, legal compliance, and functional enhancements) and is increasingly difficult to maintain. Further, the system platform based on the OpenVMS operating system is neither mainstream nor common and presents numerous internal and external support challenges. All of these factors render the current Treasurer Information System (TIS) inadequate for continued long-term use both strategically and operationally. The various ad hoc systems created in Excel and Access to address the system’s inadequacies further create a myriad of shadow/ancillary systems that complicate the user’s ability to receive, record, safeguard, invest and disburse cash. Maintaining these ancillary systems, as well as relying on numerous databases and spreadsheets, requires a substantial amount of the staff’s time and loss of efficiency. A new system is required to ensure the Treasurer’s Office continues to meets its statutory obligations, can continue to serve taxpayers and the numerous stakeholders, and modernize and transform its principal duties of receiving, recording, safeguarding, investing, and disbursing cash. Finally, the management of up to $10.5 Billion could be at risk if we do not proceed to replace the outdated system. Project Description The Treasurer’s Office is seeking a system/solution to replace the TIS, a 26-year old system written primarily in COBOL and based on Oracle’s Rdb database system. The Treasurer’s Office utilizes the current TIS in carrying out responsibilities to manage cash for County departments, school districts, and special districts in serving as the ex officio tax collector and collector of property taxes for distribution to the State, County, cities/towns, community college districts, school districts and special districts. The system is the critical component allowing the Treasurer’s Office to fulfill its principal duties of receiving, recording, safeguarding, investing, and disbursing cash of these entities. The objectives of the replacement are to: • Replace the existing TIS system and incorporate the functionality of the various ancillary systems that were developed to address deficiencies as appropriate; 966 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement • Enhance the existing TIS functionality by making the existing capabilities more user-friendly and ensuring the replacement TIS is flexible enough to facilitate receiving, recording, safeguarding, investing, and disbursing cash as future statutory, regulatory and business requirements evolve; • Convert data from existing TIS and ancillary systems to the replacement TIS; • Train users and system administrators on the use and maintenance of the replacement TIS; and • Obtain a stable, secure, scalable, maintainable and flexible solution that can accommodate growth and facilitate modifications necessary to meet changes in programs and mandates. Funding/Cost Summary TREASURER TECH SYSTEM UPGRADE 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Actuals 255,195 255,195 $ $ Projected FY 2015 1,304,628 1,304,628 $ $ Year 1 FY 2016 755,434 755,434 Year 2 FY 2017 $ $ Operating Cost Summary Operating costs have not yet been determined. 967 Year 3 FY 2018 - $ $ Year 4 FY 2019 - $ $ Year 5 FY 2020 - $ $ - $ $ 5-Year Total 755,434 755,434 $ $ Total Project 2,315,257 2,315,257 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement Transportation Project Detail Bridge Preservation Managing Department: Project Partner(s): Transportation None Scheduled Completion Dates: Improvement District Scheduled Completion Rittenhouse Bridge at Queen Creek Wash Anthem Box Culverts Scour Protection th th Dynamite 44 Street to 45 Street London Road Peretz to US 60 1 3 3 4 nd 2 Qtr FY 2020 nd 2 Qtr FY 2016 To Be Determined To Be Determined 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: T430 – Rittenhouse Bridge at Queen Creek Wash This project will design and construct a new crossing of Rittenhouse Road over Queen Creek Wash along with widening segments of Rittenhouse to match the already widened Rittenhouse Road on the north leg. A total of $310,000 is budgeted in FY 2016 complete the design and environmental clearance. Construction is tentatively planned to begin in FY 2019. T459 – Anthem Box Culverts Scour Protection This project will improve the ability of six box culverts in the Anthem area to withstand damage from intense summer storm water runoff. A total of $1,130,000 is budgeted in FY 2016 to make the improvements. T509 – Dynamite 44th Street to 45th Street This study will determine what can be done to improve drainage along Dynamite Road. A new box culvert, the south half being in the county, is filling with silt from upstream erosion during storms. The adjacent channel is also silting up causing water to flow onto Dynamite Road. A total of $92,000 is budgeted in FY 2016 to study the situation and identify possible solutions to the problem. Construction is not planned at this time and will depend on the cost of the recommended solution. T512 – London Road Peretz to US 60 This study will determine what can be done to improve drainage along London Road in Circle City just west of US 60. London Road is the only paved access into Circle City and during heavy storms water closes the road. A total of $85,000 is budgeted in FY 2016 to study the situation and identify possible solutions to the problem. Construction is not planned at this time and will depend on the cost of the recommended solution. 968 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement Funding/Cost Summary: Previous Uses by Project Actuals Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Total Project T430 - RITTENHOUSE BRIDGE AT QC WASH 436,090 2,071 310,000 T459 - ANTHEM BOX CLVRT SCOUR PROTECT 141,383 303,989 1,130,000 - - - 92,000 - - - T509 - DYNAMITE 44TH ST TO 45TH ST - T512 - LONDON RD PERETZ TO US 60 Project Total $ - - - 85,000 577,473 $ 306,060 $ 1,617,000 $ 80,000 80,000 $ 260,000 260,000 $ 1,105,000 1,105,000 $ 880,000 2,635,000 3,073,161 - 1,130,000 1,575,372 - 92,000 880,000 $ 85,000 3,942,000 $ 92,000 85,000 4,825,533 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 in no net increase. 969 Maricopa County Annual Business Strategies FY 2016 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 117th Avenue to 109th Avenue Riggs Road Ellsworth to Meridian Riggs Road Hawes to Ellsworth Riggs Road Power to Hawes Riggs Road Recker to Power Lower Buckeye 71st Avenue to 67th Avenue Signal Butte Road Apache to University District 4 1 1 1 1 5 1 Scheduled Completion 1st Qtr FY 2019 To Be Determined 1st Qtr FY 2018 1st Qtr FY 2019 3rd Qtr FY 2018 1st Qtr FY 2016 3rd Qtr FY 2016 Purpose Statement: The purpose of the County Arterials project is to construct transportation infrastructure projects for the traveling public so they will have a safe and economical journey. The benefit to the public is that once constructed motorists will have a roadway that is safer and more economical to travel. Project Descriptions: T248 – Deer Valley 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 Road at 117th Avenue to Deer Valley Road at 109th Avenue. The project will construct two bridges, and two miles of a 5-Lane new pavement. A total of $1,700,000 is budgeted for FY 2016 to complete design, continue environmental mitigation and move utilities. Construction is planned to begin in FY 2017. T251 – Riggs Road from Ellsworth to Meridian The purpose of this project is to build an interim roadway after completing cultural resource data recovery and the interim roadway design. The Town of Queen Creek is contributing $94,000 to extend the design of the project into Pinal County east of the Riggs Road Meridian Road intersection and tapering to align with the existing two lane Combs Road. A total of $2,175,000 is budgeted in FY 2016 to complete the data recovery and begin right-of-way acquisition. Construction, which is tentatively planned for FY 2018, is contingent on obtaining a funding partnership for construction. 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 $6.7 million. A total of $1 million is budgeted for FY 2016 to complete design and relocate utilities. Construction is tentatively planned for FY 2017. 970 Maricopa County Annual Business Strategies FY 2016 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 $16.6 million. Construction is tentatively planned for FY 2018 with $3,335,000 budgeted in FY 2016 for right-of-way acquisition and to start utility relocation. 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. Construction is tentatively planned to begin in FY 2017 with $1.5 million budgeted in FY 2016 for right-of-way acquisition and utility relocation. T495 – Lower Buckeye 71st Avenue to 67th Avenue Lower Buckeye from 71st Avenue to 67th Avenue is a two lane street that does not match Lower Buckeye to east or west which have been improved to five lanes. This scoping study will determine the type and cost of roadway improvements needed to match the roadway to the east and west 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 $150,000 is budgeted in FY 2016 to complete the scoping study. T496 – Signal Butte Road Apache to University This scoping study will determine the type and cost of roadway improvements needed, i.e. travel lanes, turning lanes, paved shoulders, drainage improvements and alignment improvements so travelers will have a safer route to travel. Construction is not currently planned and is dependent on the total project cost, acquiring funding partners and availability of funds. A total of $200,000 is budgeted in FY 2016 to complete the scoping study. Funding/Cost Summary: Sources by Project T251 - RIGGS ELLSWORTH TO MERIDIAN Project Total $ Uses by Project Previous Projected Year 1 Year 2 Actuals FY 2015 FY 2016 FY 2017 1,275,550 82,779 94,000 - 1,275,550 $ 82,779 $ 94,000 $ - $ Year 3 Year 4 FY 2018 FY 2019 Year 5 FY 2020 6,000,000 - 6,000,000 $ - $ - 5-Year Total Total Project 6,094,000 $ 6,094,000 $ 7,452,329 7,452,329 Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Total Project T248 - DEER VALLEY EL MIRAGE TO LK P 4,895,661 4,769,259 1,700,000 8,150,000 15,429,000 - - 25,279,000 T251 - RIGGS ELLSWORTH TO MERIDIAN 2,148,024 797,969 2,175,000 3,000,000 15,505,000 - - 20,680,000 T375 - RIGGS RD HAWES TO ELLSWORTH 1,786,120 2,514 1,000,000 3,922,500 - - 4,922,500 6,711,134 T406 - RIGGS RD POWER TO HAWES 746,843 1,453,815 722,091 - - 16,640,658 663,562 1,105,000 3,367,000 - 14,440,000 T429 - RIGGS RD RECKER TO POWER 3,335,000 1,500,000 150,000 200,000 5,481,000 6,866,653 T495 - LOWER BUCKEYE 71ST TO 67TH AVE - 4,853 T496 - SIGNAL BUTTE APACHE TO UNIVSTY - 7,243 Project Total $ 10,240,210 $ 7,757,744 $ 10,060,000 $ 19,544,500 $ - 10,000,000 614,000 41,548,000 $ - $ - $ 34,943,920 23,625,993 150,000 154,853 200,000 207,243 71,152,500 $ 89,150,454 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 in no net increase. 971 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement Dust Mitigation Managing Department: Project Partner(s): Transportation None Scheduled Completion Dates: Improvement Category II Low Volume Roads Category III Low Volume Roads Dove Valley Area Low Volume Roads Rockaway Hills 255th to 251st Avenue New River Area Phase 1 McLellan 103rd Street to Signal Butte New River Area Phase 2 Carefree Highway Area Laveen Area District 2,3,4,5 4 4 4 3 2 3 3 3 Scheduled Completion 4th Qtr FY 2017 4th Qtr FY 2017 4th Qtr FY 2016 4th Qtr FY 2017 4th Qtr FY 2017 4th Qtr FY 2017 4th Qtr FY 2017 4th Qtr FY 2018 4th Qtr FY 2018 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: T410 – Category II Low Volume Roads This project will pave 27 segments of dirt roads to reduce fugitive dust so that motorists will have a safer, less dusty route to travel. Construction is planned for FY 2017 with $5,455,000 budgeted in FY 2016 to complete right-of-way acquisition, utility relocation and construction. T411 – Category III Low Volume Roads This project will pave 3.67 miles of dirt roads to reduce fugitive dust so that motorists will have a safer, less dusty route to travel. Construction is planned for FY 2017 with $2,070,000 budgeted in FY 2016 to complete design, right-of-way acquisition and utility relocation prior to construction. T433 – Dove Valley Area Low Volume Roads 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. Construction is planned for FY 2016 with $1,782,000 budgeted in FY 2016 for right-of-way acquisition and construction. T453 – Rockaway Hills 255th to 251st Ave This project will pave Rockaway Hills from 255th to 251st Avenue so travelers will have a healthier route to travel. A total of $375,000 is budgeted in FY 2016 to complete right-of-way acquisition, utility relocation and then start construction. 972 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement T454 – New River Area Phase 1 This project will pave Central Avenue from approximately 2300 feet south of Honda Bow to Honda Bow; 3rd Street from Linda Lane to Honda Bow; 7th Street from 1,000 feet north of Linda Lane to Honda Bow; and, 11th Avenue from Honda Bow to 13th Avenue. A total of $140,000 is budgeted in FY 2016 to complete right-of-way acquisition and utility relocation. Construction is planned for FY 2017. T455 – McLellan 103rd Street to Signal Butte This project will pave McLellan from 103rd Street to Signal Butte so travelers will have a healthier route to travel. A total of $115,000 is budgeted in FY 2016 to complete the design. Construction is planned for FY 2017. T456 – New River Area Phase 2 This project will pave from 3rd Avenue from Honda Bow to Circle Mountain; 7th Avenue from Honda Bow to Leann Road; and, Calvary Road from 7th Avenue to 3rd Avenue so travelers will have a healthier route to travel. A total of $30,000 is budgeted in FY 2016 for utility relocation. Construction is planned for FY 2017. T457 – Carefree Highway Area This project will pave 10th Street from Dove Valley to Paint Your Wagon Trail and Dove Valley from 10th Street to 14th Street so travelers will have a healthier route to travel. A total of $400,000 is budgeted in FY 2016 for design and environmental clearance. Construction is planned for FY 2018. T458 – Laveen Area This project will pave 31st Avenue from Olney to McNeil; Olney from 33rd Avenue alignment to 31st Avenue; 44th Avenue from Gumina Avenue alignment to Calle Poco and, 45th Avenue alignment from Estrella Drive to Gumina Avenue alignment so travelers will have a healthier route to travel. A total of $310,000 is budgeted in FY 2016 for design and environmental clearance. Construction is planned for FY 2018. Funding/Cost Summary: Uses by Project Previous Projected Year 1 Year 2 Actuals FY 2015 FY 2016 FY 2017 T410 - FY 12 CAT II LVR 1,758,115 562,122 5,455,000 T411 - FY 12 CAT III LVR 456,443 3,159,265 2,070,000 T433 - FY 14 LVR DOVE VALLEY AREA 256,930 380,666 1,782,000 T453 - ROCKAWAY HILLS 255TH-251ST AVE 34,355 41,765 T454 - NEW RIVER AREA PHASE 1 21,817 89,797 375,000 140,000 115,000 30,000 400,000 310,000 9,969 43,210 T456 - NEW RIVER AREA PHASE 2 8,686 26,880 T457 - CAREFREE HWY AREA T455 - MCLELLAN 103RD ST TO SB 8,104 1,587 T458 - LAVEEN AREA 14,618 Project Total $ 2,569,037 $ 609 4,305,901 $ 10,677,000 $ Year 3 Year 4 FY 2018 - 4,975,000 - Year 5 FY 2019 FY 2020 5-Year Total Total Project - - - 5,455,000 7,775,237 - - - 7,045,000 10,660,708 - 300,000 1,700,000 635,000 1,675,000 80,000 120,000 1,665,000 1,407,500 9,485,000 $ 3,072,500 $ - - - - $ 1,782,000 751,120 1,951,614 750,000 803,179 1,705,000 1,740,566 2,145,000 2,154,691 1,837,500 - $ 2,419,596 675,000 1,840,000 23,234,500 $ 1,852,727 30,109,438 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 in no net increase. 973 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement Intelligent Transportation Systems (ITS) Managing Department: Project Partner(s): Transportation T389 – US Department of Transportation T447 – Arizona Department of Transportation and Cities of Surprise, Peoria, Glendale, Phoenix, and Scottsdale Scheduled Completion Dates: Improvement MC 85 from Litchfield Road to 83rd Avenue E-IntelliDrive Study Phase III Bell Road Adaptive Signals Fiber Optics Installation on R H Johnson Boulevard Fiber Optics Installation on Indian School, McDowell and Daisy Mountain Roads Fiber Optics Installation on Riggs Road District 4 3 2,3,4 4 Scheduled Completion 4th Qtr FY 2016 Ongoing 4th Qtr FY 2016 1st Qtr FY 2016 2,3,4 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 $802,800 is budgeted in FY 2016 to complete 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 $50,000 is budgeted in FY 2016 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 $2,357,000 is budgeted in FY 2016 to start construction. 974 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement T448 – Fiber Optics Installation on R H Johnson Boulevard This project will install 4 1/2 miles of fiber optic cable along R H Johnson Boulevard and Meeker Boulevard in Sun City West to provide reliable communications to 14 signals in the project limits. A total of $578,000 is budgeted in FY 2016 to complete construction of the project. T466 – Fiber Optics Installation on Indian School, McDowell and Daisy Mountain Roads 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 $110,000 is budgeted in FY 2016 for design of the project. Construction is planned for FY2017. T467 – Fiber Optics Installation on Riggs Road 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 a safer commute. Also, 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 $90,000 is budgeted in FY 2016 for design. Construction is planned for FY2017. Funding/Cost Summary: Sources by Project Previous Projected Year 1 Year 2 Actuals FY 2015 FY 2016 FY 2017 T352 - MC85 LITCHFIELD 83RD AV ITS 1,730,596 T419 - WEST VALLEY DYNAMIC MSG SIGNS 533,584 T447 - BELL RD ADAPTIVE SIGNAL 86,908 Project Total $ 620,492 $ Previous Uses by Project Actuals 746,596 39,397 30,257 1,800,250 $ Year 3 - - - - - Projected Year 1 Year 2 FY 2015 FY 2016 FY 2017 FY 2019 - 746,596 $ Year 4 FY 2018 - $ - Year 5 5-Year Total FY 2020 Total Project 746,596 - $ Year 3 - $ Year 4 FY 2018 - $ Year 5 FY 2019 FY 2020 746,596 $ 2,477,192 572,981 117,165 3,167,338 5-Year Total Total Project T352 - MC85 LITCHFIELD 83RD AV ITS 365,636 2,781,850 802,800 - - - - 802,800 T389 - E-INTELLIDRIVE STUDY PH III 304,821 28,693 50,000 - - - - 50,000 383,514 T447 - BELL RD ADAPTIVE SIGNAL 120,183 178,808 2,357,000 361,000 - - - 2,718,000 3,016,991 T448 - R H JOHNSON ITS COMMUNICATION 128,198 107,601 578,000 110,000 90,000 880,120 1,180,680 - - - 990,120 1,043,842 1,270,680 1,319,999 2,421,800 $ - T466 - FIBER INSTALL IND SCH MCD DMTN - 53,722 T467 - RIGGS RD ITS - 49,319 918,838 $ 3,199,993 $ Project Total $ 3,987,800 $ $ - $ Operating Cost Summary: No additional funds are being requested. Bell Road Dynamic Messaging Sign SMARTDrive Demonstration 975 - 578,000 $ 6,409,600 $ 3,950,286 813,799 10,528,431 Maricopa County Annual Business Strategies FY 2016 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, T372, T427 – Cities of El Mirage, Glendale, Peoria, and Flood Control District T199, T339 – Salt River Pima Maricopa Indian Community and City of Mesa T342 – Salt River Pima Maricopa Indian Community T367 – City of El Mirage T441, T442, T443 – City of Chandler Scheduled Completion Dates: Improvement Northern Parkway Phase I Landscaping Dobson Road Bridge Gilbert Road Bridge at the Salt River McKellips Road State Route 101 to Alma School Northern Parkway Dysart to 111th Avenue El Mirage Northern to Peoria Northern Parkway Northern at Loop 101 Northern Parkway Dysart Overpass Gilbert Road Queen Creek to Hunt Highway McQueen Road Ocotillo to Riggs Ocotillo Road Arizona to McQueen District 4 1,2 2 2 4 4 4 4 1 1 1 Scheduled Completion 2nd Qtr FY 2016 To Be Determined To Be Determined To Be Determined 4th Qtr FY 2018 1st Qtr FY 2018 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. 976 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement Project Descriptions: T195 – Northern Parkway Phase I Landscaping 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 now complete. The landscaping consists of drought-resistant trees, shrubs, accents and decomposed granite for ground covering plus an irrigation system. The contractor will maintain the plants and irrigation system for one year to insure the plants are established. A total of $1,047,800 is budgeted in FY 2016 for corridor right-of-way acquisition to protect the future alignment and to maintain the landscaping until established. T199 – Dobson Road Bridge The purpose of this project is to provide a bridge across the Salt River at Dobson Road. The project will be led by MCDOT in partnership with Salt River Pima-Maricopa Indian Community and the City of Mesa. The first step is to complete a partnership agreement prior to starting the design effort. Design and construction are contingent on formation of the partnership agreement and sufficient funding being provided by all parties. T339 – Gilbert Road Bridge at the 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 2017 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 2019 consistent with Maricopa Association of Governments funding and is dependent on the total project cost, acquiring funding partners and availability of funds. T347 – Northern Parkway Dysart to 111th Avenue This is one of four projects in the second phase of the 20 year multi-phased project in partnership with the Maricopa Association of Governments 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 Avenue. Northern Avenue 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 $51.9 million with $18.25 million budget in FY 2016 to start construction. 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 977 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement to four lanes with a dual left turn lane in the middle so travelers will have a safer route to travel. A total of $1,755,000 is budgeted in FY 2016 for right-of-way acquisition and utility relocation. 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 Avenue will be widened initially to four lanes with additional lanes at major intersections. A total of $12.8 million is budgeted for this project with $3.7 million budgeted in FY 2016 for right-of-way acquisition, design and utility relocation. T427 – Northern Parkway Dysart 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 Avenue 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 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. A total of $899,000 is budgeted in FY 2016 for design. T441 – Gilbert Road Queen Creek to Hunt Highway 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 not 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 not 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 not more than $1,120,000 to the project in FY 2017. Funding/Cost Summary: Previous Sources by Project Projected Actuals T103 - EL MIRAGE BELL BEARDSLEY T195 - NORTHERN AVE SR 303 TO GRAND 85,710,622 T199 - DOBSON RD BRIDGE AT SALT RIVER 600,434 - 500,000 T342 - MCKELLIPS RD I10 TO ALMA SCHL T347 - NORTHERN PARKWAY PHASE II T369 - NORTHERN REEMS LTCHFLD OVRPS 500,000 246 8,667 7,112,186 467,540 85,731 81,793 2,063,215 3,940,154 T367 - EL MIRAGE: NORTHERN TO PEORIA T372 - NORTHERN PKWY NORTHERN AT L101 - - T427 - DYSART AVE OVERPASS - - Project Total $ Uses by Project 95,472,000 $ Year 2 FY 2016 - - T339 - GILBERT ROAD BRIDGE T341 - EL MIRAGE PICERNE TO BELL Year 1 FY 2015 - 5,598,588 $ Year 3 FY 2017 FY 2018 - - - - - - - 12,669,282 7,036,000 5,448,422 2,515,065 27,668,769 $ - 2,800,000 1,894,000 14,996,420 1,894,000 3,000,000 7,696,700 32,281,120 $ Year 1 Year 2 Year 3 Actuals FY 2015 FY 2016 FY 2017 FY 2018 77,286,348 2,358,037 1,047,800 1,000,000 12,976,208 3,021,898 18,250,000 16,670,000 1,062,587 518,537 1,755,000 10,830,000 254,987 1,175,003 3,705,000 899,000 7,734,000 10,526,000 T367 - EL MIRAGE: NORTHERN TO PEORIA T372 - NORTHERN PKWY NORTHERN AT L101 T427 - DYSART AVE OVERPASS Project Total $ 9,013,833 $ Projected T347 - NORTHERN PARKWAY PHASE II 91,580,130 $ 7,073,475 $ 25,656,800 $ 978 46,760,000 $ Year 5 FY 2020 4,863,000 - - - 9,013,833 - Previous T195 - NORTHERN AVE SR 303 TO GRAND Year 4 FY 2019 Total Total Project 4,863,000 - - 2,800,000 6,035,000 2,666,247 16,364,247 $ Year 4 - 4,863,000 86,311,056 2,800,000 2,800,000 2,800,000 8,404,747 2,000,000 6,666,247 - 14,004,747 14,004,747 - 19,870,994 $ FY 2020 1,000,000 9,929,000 9,937,913 46,012,029 53,591,755 8,930,000 9,097,524 - Year 5 FY 2019 - 5-Year 6,003,369 8,448,422 8,448,422 10,211,765 10,211,765 105,198,963 $ 206,269,551 5-Year Total Total Project - - 2,047,800 81,692,185 - - 35,920,000 51,918,106 - - - 12,585,000 - - - 11,439,000 12,868,990 11,425,000 11,425,000 1,000,000 $ - 1,000,000 $ - $ 73,416,800 $ 14,166,124 172,070,405 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement Operating Cost Summary: No additional funds are being requested. The projects on Northern and El Mirage will be annexed by partners. El Mirage Road 979 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Partnership Support Managing Department: Project Partner(s): Capital Improvement Transportation T462 – City of Phoenix Scheduled Completion Dates: Improvement Special Projects 35th Avenue Baseline to Southern District Scheduled Payment Date TBD Ongoing 5 4th Qtr FY 2016 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 urgent projects can be funded that otherwise would not qualify through the normal review and prioritization process. The County will contribute up to $1.5M annually to Special Projects. T462 – 35th Avenue Baseline to Southern The City of Phoenix is improving 35th Avenue from Baseline Road to Southern Avenue. Improvements will include the construction of four lanes with adjacent bike lanes, sidewalks, curb, gutter and street lighting. In FY 2016, the County will contribute $1,070,000 to the project. The estimated total cost for construction is $3,450,000. The City of Phoenix is the lead agency for all elements of work for the Project and will be responsible for any additional costs associated with this project. Funding/Cost Summary: Sources by Project T191 - VINYARD 143RD AVE PIR Project Total $ Uses by Project T003 - SPECIAL PROJECTS Previous Projected Year 1 Year 2 Year 3 Actuals FY 2015 FY 2016 FY 2017 FY 2018 381,943 416,667 416,667 - 2,847,215 $ 381,943 $ 416,667 $ 416,667 $ - Project Total 5-Year Total Total Project $ - 833,334 $ - $ 833,334 $ 4,062,492 4,062,492 Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Total Project $ Year 5 FY 2020 - Previous 3,005,984 T483 - 35TH AVE BASELINE TO SOUTHERN Year 4 FY 2019 2,847,215 3,005,984 $ 1,007,681 122 1,510,000 1,070,000 1,510,000 - 1,510,000 - 1,510,000 - 1,510,000 - 1,070,000 1,007,803 $ 2,580,000 $ 1,510,000 $ 1,510,000 $ 1,510,000 $ 1,510,000 $ 8,620,000 $ Operating Cost Summary: Project partners are responsible for any ongoing operational costs. 980 7,550,000 11,563,665 1,070,122 12,633,787 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Pavement Preservation Managing Department: Project Partner(s): Capital Improvement Transportation None Scheduled Completion Dates: Improvement Bush Highway Asphalt Rubber Overlay McDowell Road 76th Street to Usery Pass Germann Asphalt Rubber Overlay Local Road Rehabilitation Northwest Area Overlay Southeast Area Asphalt Rubber Arterial Overlays Southwest Area Asphalt Rubber Arterial Overlays District 2 2 1,2 All 4 1,2 5 Scheduled Completion 4th Qtr FY 2018 2nd Qtr FY 2016 4th Qtr FY 2016 4th Qtr FY 2016 4th Qtr FY 2016 4th Qtr FY 2016 4th Qtr FY 2016 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: 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 State Route 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 an existing drainage pipe with two 24-inch pipes to reduce roadway flooding. A total of $3,174,000 is budgeted in FY 2016 to finish the design of the project and start construction. 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 Road from 76th Street to Usery Pass to improve safety for both cyclists and motorists. A total of $527,000 is budgeted in FY 2016 to complete the project. T471 – Germann Asphalt Rubber Overlay This project will overlay portions of 2 miles of Germann Road so travelers will have a safer route to travel. A total of $426,000 is budgeted in FY 2016 for construction. T473 – Local Road Rehabilitation A total of $7,910,000 is budgeted in FY 2016 to improve yet to be selected local roads so travelers will have a safer route to travel. 981 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement T474 – Northwest Area Overlay A total of $1,460,000 is budgeted in FY 2016 to improve yet to be selected District 4 arterial roads in the northwest area so travelers will have a safer route to travel. T475 – Southeast Area Asphalt Rubber Arterial Overlays A total of $2,071,740 is budgeted in FY 2016 to improve yet to be selected arterial roads in the southeast area so travelers will have a safer route to travel. T476 – Southwest Area Asphalt Rubber Arterial Overlays A total of $608,000 is budgeted in FY 2016 to improve yet to be selected arterial roads in the southwest area of the County so travelers will have a safer route to travel. Funding/Cost Summary: Previous SOURCES Projected Actuals T432 - MCDOWELL RD 76TH TO USERY PASS T468 - MERIDIAN RD AR OVERLAY Project Total $ Previous Uses by Project Year 1 FY 2014 - $ Actuals - $ Year 2 FY 2015 556,747 166,800 723,547 $ Year 3 FY 2016 Year 4 FY 2017 - $ Year 1 Year 2 Year 3 Year 4 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 702,950 523,809 3,174,000 T432 - MCDOWELL RD 76TH TO USERY PASS 135,598 748,544 527,000 2,725,000 - 2,869,500 - 5-Year FY 2019 - $ Projected T348 - BUSH HWY ASPHALT RUBBER OVRLY Year 5 FY 2018 - $ - $ Year 5 FY 2020 Total 556,747 166,800 723,547 $ Total Project 556,747 166,800 723,547 5-Year Total Total Project - - 8,768,500 - - 527,000 9,995,259 1,411,142 T471 - GERMANN RD AC OVERLAY - - 426,000 - - - - 426,000 426,000 T473 - FY16 LOCAL ROAD REHAB - 84 - - - 7,910,000 - - 7,910,000 T474 - FY16 NW AREA ART AR OVERLAY 7,910,000 1,463,000 2,071,740 608,000 1,463,000 1,463,084 2,725,000 $ 2,869,500 $ - T475 - FY16 SE AREA E ART AR OVERLAY - T476 - FY16 SW AREA ART AR OVERLAY Project Total $ - - - 838,548 $ 1,272,437 $ 16,179,740 $ $ - 2,071,740 608,000 $ 21,774,240 $ Operating Cost Summary: No additional funds are being requested. Safety Edge Shoe Paving Demonstration McDowell Road Roadway/Flooding Repair 982 2,071,740 608,000 23,885,225 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Transportation Planning Managing Department: Project Partner(s): Capital Improvement Transportation All - Town of Buckeye and the City of Surprise Scheduled Completion Dates: Study Transportation Planning Studies Transportation System Plan District Scheduled Completion 4th Qtr FY 2016 All 4th Qtr FY 2016 All 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 – Transportation Planning Studies Transportation Planning Studies provides 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. A total of $1.6 million is budgeted in FY 2016 for planning studies. T492 – Transportation System Plan The Maricopa County Transportation System Plan (TSP) is a long-range plan that establishes a framework for the future transportation needs of Maricopa County residents. The TSP outlines a vision for the planning and construction of facilities through the year 2035. Funding/Cost Summary: Uses by Project T005 - TRANSPORTATION PLAN STUDIES Project Total $ Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Total Project 12,594,981 842,560 1,600,000 1,600,000 1,600,000 1,600,000 1,600,000 8,000,000 21,437,541 12,594,981 $ 842,560 $ 1,600,000 $ 1,600,000 $ 1,600,000 $ 1,600,000 $ 1,600,000 $ 8,000,000 $ 21,437,541 Operating Cost Summary: No additional funds are being requested. 983 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Right-of-Way Managing Department: Project Partner(s): Capital Improvement Transportation None Scheduled Completion Dates: Improvement Property Management on Prior Year Projects Right-of-Way Infill on the County Road System District Scheduled Completion Ongoing All Ongoing All 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 on Prior Year Projects 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 – Right-of-Way Infill on the County Road System Right-of-way Infill is a reserve fund for the purchase of property and titles on existing roads. The FY 2016 budget is $100,000 to acquire right-of-way when identified. Funding/Cost Summary: Previous Uses by Project Actuals T008 - PROP MGMT PRIOR YEARS PROJECTS 285,493 T011 - ROW IN FILL ROAD INVENTORY SYS Project Total 1,900,750 $ 2,186,243 $ Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Total Project 80,548 97,708 178,256 $ 50,000 50,000 50,000 50,000 50,000 100,000 200,000 200,000 200,000 200,000 150,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ Operating Cost Summary: No additional funds are being requested. 984 250,000 616,041 900,000 2,898,458 1,150,000 $ 3,514,499 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Safety Improvements Managing Department: Project Partner(s): Capital Improvement Transportation T345, T511 – City of Phoenix Scheduled Completion Date: Improvement MC 85 91st to 75th Avenue Aguila Road at Western Area Administration Towers New River Trail at Linda lane Olive Avenue Citrus to Cotton Lane MC 85 107th to 91st Avenue District Scheduled Completion 4th Qtr FY 2018 5 Power 4 2nd Qtr FY 2016 3 4 5 4th Qtr FY 2016 4th Qtr FY 2019 4th Qtr FY 2018 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 91st to 75th Avenue This project will create a constant roadway profile from 91st Avenue to 75th Avenue by adding a dual center turning lane where currently missing, improving the 83rd and 91st Avenue intersections plus milling and replacing the asphalt from 91st Avenue to 75th Avenue so the traveling public will have a safer commute. A total of $2,350,000 is budgeted in FY 2016 to acquire right-of-way and relocate utilities. T444 – Aguila Road at Western Area Power Administration Towers Realign Aguila Road around two Western Area Power Administration (Western) towers to provide a 50foot clear zone around the towers. A total of $361,000 is budgeted in FY 2016 to realign the roadway. 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 oncoming traffic, hikers are in danger when crossing the road. This project will acquire right-of-way and make other improvements to allow hikers to observe oncoming traffic at a greater distance so they can safely cross the road. A total of $260,000 is budgeted in FY 2016 to finalize right-of-way acquisition and make the needed improvements. T497 – Olive Avenue Citrus to Cotton Lane Widen Olive Avenue from the current two lanes to four lanes with a center turn lane. A total of $1,265,000 is budgeted in FY 2016 to begin the design, start right-of-way acquisition and environmental clearance. Construction is planned to start in FY 2019. T511 – MC 85 107th to 91st Avenue This project will create a constant roadway profile from 107th Avenue to 91st Avenue by adding a dual center turning lane where currently missing, improving the 107th and 91st Ave intersections plus milling 985 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement and replacing the asphalt from 107th Avenue to 91st Avenue so the traveling public will have a safer commute. A total of $1,300,000 is budgeted in FY 2016 to complete the design and acquire right-ofway. Funding/Cost Summary: Uses by Project T345 - MC 85 91ST AVE TO 75TH AVE Previous Projected Year 1 Year 2 Year 3 Year 4 Actuals FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 3,636,622 3,071,303 2,350,000 T444 - AGUILA RD AT WAPA TOWERS 86,859 61,978 361,000 - T445 - NEW RIVER TRAIL AT LINDA LN 141,690 22,349 260,000 - T497 - OLIVE AVE CITRUS TO COTTON LN - T511 - MC 85 107TH AVE TO 91ST AVE Project Total $ - - - 3,865,171 $ 3,155,630 $ 1,265,000 1,300,000 5,536,000 $ Operating Cost Summary: No additional funds are being requested. 986 10,300,000 1,450,000 11,750,000 $ 7,250,000 Year 5 FY 2020 5-Year Total Total Project - - 19,900,000 - - - 361,000 - - - 260,000 424,039 4,450,000 4,000,000 15,700,000 $ 26,607,925 509,837 11,303,000 13,900,000 13,850,000 18,468,000 18,468,000 33,050,000 33,050,000 25,203,000 $ 13,850,000 $ 72,039,000 $ 79,059,801 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Traffic Improvements Managing Department: Capital Improvement Transportation T391 – City of Avondale T424 – City of Phoenix Scheduled Completion Dates: Improvement District Scheduled Completion Ongoing All 3rd Qtr FY 2016 2 All Ongoing 4th Qtr FY 2016 4 3 4th Qtr FY 2018 3rd Qtr FY 2017 3 4th Qtr FY 2016 2 4th Qtr FY 2017 4 4th Qtr FY 2017 4 4th Qtr FY 2016 5 4th Qtr FY 2016 5 Warranted Traffic Improvements Elliot at Sossaman Traffic Calming Avondale at MC 85 Dynamite at 52nd Street Union Hills at 99th Avenue University at 96th Street Yuma at Jackrabbit Trail 99th Avenue at Cameo Drive Lower Buckeye at 107th Avenue MC 85 Baseline to Cotton Lane 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 $300,000 is budgeted for traffic scoping studies and construction reserves in FY 2016. 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. A total of $1,599,000 is budgeted in FY 2016 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 2016 to design and install traffic calming devices. 987 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement T391 – Avondale 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 $884,000 is budgeted in FY 2016 for construction. T424 – Dynamite at 52nd Street This project will install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. A total of $229,000 is budgeted in FY 2016 to complete design, relocate utilities and start construction. The northeast corner of the intersection will be improved by a private developer. T463 – Union Hills at 99th Avenue The north bound and south bound legs of the Union Hills and 99th Avenue intersection are separated by a drainage ditch which complicates the traffic signal operation creating delays. This project will modify the intersection and make other improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. A total of $999,000 is budgeted in FY 2016 to acquire right-of-way and start construction. T482 – University at 96th Street This project will install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. A total of $445,000 is budgeted in FY 2016 for construction. T487 – Yuma at Jackrabbit Trail This project will install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. A total of $150,000 is budgeted in FY 2016 for design and environmental clearance. Construction is planned for FY 2017. T489 – 99th Avenue at Cameo Drive This project will install an intersection warning device and signs to improve safety so the travelling public will have a safer commute. The intersection has a history of crashes and the warning devices will be installed to mitigate the crashes. A total of $100,000 is budgeted in FY 2016 for design. Construction is planned for FY 2017. T490 – Lower Buckeye at 107th Avenue This project will install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. A total of $150,000 is budgeted in FY 2016 for design and utility relocation. Construction is planned for FY 2017. T493 – MC 85 Baseline to Cotton Lane MC 85 from Baseline to Cotton Lane is being studied to determine what improvements can be made to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. A total of $470,000 is budgeted in FY 2016 to complete the study and start design. A prioritized list and schedule of individual safety improvement projects will be a result of the study. Recommendations include adding left and/or right turn lanes at major intersections, guardrail installation, modify pavement marking and signs to include a two-way left turn lane, and minor roadway widening to restripe for passing lanes. 988 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Capital Improvement Funding/Cost Summary: Sourcesby Project Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Total Project T391 - AVONDALE AT MC 85 92,248 10,831 - - - - T420 - EMPIRE AND MERIDIAN - 100,000 - - - - - - 100,000 T460 - UNIVERSITY DR AT MERIDIAN RD - 150,000 - - - - - - 150,000 438,586 $ - Project Total $ Uses by Project T004 - WARRANTED TRAFFIC IMPROVEMENTS 92,248 $ 260,831 $ 438,586 $ 438,586 $ 791,665 Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total FY 2017 FY 2018 FY 2019 FY 2020 Total Project 300,000 4,968 1,599,000 87,747 200,000 200,000 T391 - AVONDALE AT MC 85 294,810 148,581 884,000 229,000 999,000 445,000 150,000 100,000 150,000 470,000 319,000 2,280,000 385,000 313,000 400,000 450,000 T424 - DYNAMITE AT 52ND STREET 117,359 T463 - UNION HILLS AT 99TH AVE 125,396 69,994 24,870 115,422 - 38,535 - 293 49,836 T490 - LOWER BUCKEYE AT 107TH AVE - 43,693 T493 - MC 85 BASELINE TO COTTON LANE - 44,273 2,500,041 $ 1,633,342 $ $ - FY 2016 1,030,000 Project Total $ FY 2015 372,979 T489 - 99TH AVE AT CAMEO DR - Projected 211,248 T487 - YUMA AT JACKRABBIT TRAIL $ Actuals 1,353,379 T482 - UNIVERSITY AT 96TH ST - 541,665 Previous T365 - TRAFFIC CALMING T333 - ELLIOT RD AND SOSSAMAN RD $ 438,586 5,526,000 $ Operating Cost Summary: No additional funds are being requested. 989 2,005,000 - 6,352,000 $ 5,000,000 200,000 5,000,000 200,000 5,000,000 200,000 - - - 5,200,000 $ 5,200,000 $ 5,200,000 $ 17,305,000 1,599,000 18,546,248 2,957,347 1,000,000 1,460,726 884,000 1,327,391 548,000 665,652 3,279,000 3,474,390 445,000 585,292 535,000 573,535 413,000 462,836 550,000 593,693 920,000 964,273 27,478,000 $ 31,611,383 Maricopa County Annual Business Strategies FY 2016 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 Transportation Administration provides program oversight to project 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 2016 to manage the program. T002 – Project Reserve The purpose of the Project Reserve fund is to reserve monies to cover project cost increases so that County citizens receive planned infrastructure projects that are completed as planned and funds are available for projects that were scheduled at budget preparation time to be completed but extend into the new fiscal year. A total of $5 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 $1,071,230 has been budgeted for additional staff support. T012 – General Civil Engineering The General Civil Engineering fund is a reserve to provide budget for new scoping studies approved by the Department Director and 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 $100,000 is budget for scoping studies and investigations. Funding/Cost Summary: Uses by Project T001 - TIP DEVELOPMENT Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Total Project 3,025,604 T002 - PROJECT RESERVES ACCOUNT - T012 - GENERAL CIVIL ENGINEERING 545,827 Project Total 428,060 104,475 T006 - UNALLOCATED FORCE ACCOUNT $ 3,675,906 $ 450,000 5,000,000 450,000 - 450,000 - 450,000 - 450,000 - 2,250,000 5,703,664 5,000,000 5,104,475 581,000 986,230 1,511,230 1,938,230 2,213,230 2,163,230 8,812,150 9,393,150 838,742 100,000 100,000 100,000 100,000 100,000 500,000 1,884,569 16,562,150 $ 22,085,858 1,847,802 $ 6,536,230 $ Operating Cost Summary: No additional funds are being requested. 990 2,061,230 $ 2,488,230 $ 2,763,230 $ 2,713,230 $ Maricopa County Annual Business Strategies FY 2016 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 meet 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, 2014. 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, 2014, that can be obtained at: http://www.maricopa.gov/finance/CAFR.aspx. Current Debt Situation It is recognized that all debt, regardless of the source of revenue pledged for repayment, represents some sort of cost to taxpayers or ratepayers. Therefore, all types of County debt/obligations are considered herein. While lease-secured and certificates of participation obligations may not be debt under strict legal definitions, they still require future appropriations and are a fixed charge. These lease payments and other non-bonded obligations are added by most security analysts when calculating an issuer’s debt ratios. Debt Issuance History The County has used debt financing for many years to finance capital projects. The following chart illustrates the amount of debt as well as categories of outstanding debt for the past five fiscal years. 991 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Debt Service LONG-TERM LIABILITIES All Categories of Debt (2) Maricopa County, Arizona For the year ending June 30 2010 Governmental activities: Bonds, loans, and other payables: General obligation bonds Lease revenue bonds (3) Special assessment debt with governmental commitment (1) Certificates of participation (3) Capital leases Total Governmental activities Business-type activities: (1) (4) Capital leases, loans, and other payables: Capital Leases Loans payable Other long-term debt Total Business-type activities $ 2011 153,285,000 $ Year Ending June 30 2012 142,140,000 $ 130,815,000 $ 2013 2014 120,350,000 $ 108,975,000 174,442 120,533 80,050 64,679 49,465 3,385,000 2,895,000 14,956,315 432,651 $ 171,800,757 $ 145,588,184 $ 130,895,050 $ 120,414,679 $ 109,024,465 $ - $ - $ $ - $ - $ - $ 2,787,917 2,787,917 $ $ 1,792,280 3,609,943 3,609,943 $ - 3,667,473 914,178 6,373,931 Notes: (1) Does not represent an obligation of the County. (2) Long-term liabilities exclude 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 fiscal 2014, the Housing Authority presentation changed from a special revenue fund to a major proprietary fund (enterprise fund). The fiscal year 2012 and 2013 long-term liability amounts were adjusted as a result of the change in presentation and for corrections of prior periods. Financing Alternatives The County should evaluate all potential funding sources before considering which method of financing may be the most appropriate. There are many sources of funding, depending on the type of debt to be incurred and the length of time for repayment. 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 debt financing. Pay-As-You-Go Financing This method means that capital projects are paid for from the government’s current revenue base. The County does not issue bonds and does not have to repay the borrowings over time. There are several advantages to this method. For example, pay-as-you-go financing will save the amount of interest which otherwise would be paid on bonds issued to finance the program. The government is not encumbered by as much debt service when economic conditions deteriorate due to normal business cycles. Since the use of current revenues can be adjusted in a given budget year, pay-as-you-go financing can provide greater budgetary flexibility than does a debt issue. The jurisdiction’s long-term debt capacity 992 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Debt Service 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) 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. 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. 993 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Debt Service Revenue Bonds Revenue bonds are long-term debt instruments retired by specific dedicated revenues. Often these revenues are generated by the project funded out of debt proceeds. Revenue bonds are designed to be self-supporting through user fees or other special revenues (i.e. excise taxes, rents or fees). The general taxing powers of the jurisdiction are not pledged. The debt created through the issuance of revenue bonds is to be repaid by the earnings from the operations of a revenue producing enterprise, from special taxes, or from contract leases or rental agreements. County revenue bonds do not burden the constitutional or statutory debt limitation placed on the County because they are not backed by the full faith and credit of the issuer. The underlying security is the revenue stream pledged to pay the bond principal and interest. Capital Leases (Lease-Purchase Obligations) 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 longterm 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. Certificates of Participation (COP) 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. 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. 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 994 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Debt Service 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. 2013-14 Constitutional General Obligation Bonding Capacity Maricopa County, Arizona 2013-14 Secondary Assessed Valuation $ 32,229,006,810 15% of Secondary Assessed Valuation 4,834,351,022 Less: GO Bonded Debt Outstanding Plus: GO Debt Service Fund Balance Unused Fifteen Percent Borrowing Capacity 4,834,351,022 $ 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. 995 Maricopa County Annual Business Strategies FY 2016 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 June 2015, Standard & Poor's Ratings Services (S&P) assigned an “AA+” rating to Maricopa County’s certificates of participation (C.O.P.), Series 2015. At the same time, S&P 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. With its diverse economic base, strong management financial policies, budgetary flexibility, and low overall net debt, S&P views the County's longterm outlook as stable. Standard & Poor's Rating Service Press Release dated June 2015 In June 2015, Fitch Ratings assigned an “AA+” rating to Maricopa County’s certificates of participation (C.O.P.), Series 2015. Fitch Ratings affirmed its ‘AAA’ issuer credit rating (ICR) and 'AA+' rating for the County’s existing lease revenue bonds on March 24, 2015. Citing the County’s continued structural balance throughout various economic and financial pressures, management's conservative and historically prudent fiscal practices, and the county's very modest direct debt position, Fitch Ratings views Maricopa County's rating outlook as stable. Fitch Ratings Press Release dated June 2015 In June 2015, Moody's Investors Service assigned an “Aa1” rating to Maricopa County’s certificates of participation (C.O.P.), Series 2015. At the same time, Moody’s affirmed the County’s general obligation bond rating at 'Aaa', and affirmed its 'Aa1' rating for the County’s lease revenue bonds. With its strong credit characteristics and well-managed financial operations, Moody’s views Maricopa County’s rating outlook as stable. Moody's Investors Service Press Release dated June 2015 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. 996 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Debt Service The following illustrates the County’s various debt ratings. Type of Debt General Obligation Date Rating Assigned 3/24/2015 Moody's Aaa (1) Date Rating Assigned 6/1/2015 AA+ 6/1/2015 Aa1 6/1/2015 AA+ 6/3/2015 AA+ (1) 3/24/2015 Aa1 (1) 6/1/2015 AA+ (1) 6/3/2015 C.O.P. Lease Revenue Standard & Date Rating Assigned Poor's 6/3/2015 AAA (1) Fitch AAA (2) (1) Bond rating is “Affirmed” (2) Bond rating is “Affirmed 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, has been excluded. 997 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Debt Service DIRECT AND OVERALL NET DEBT MARICOPA COUNTY, ARIZONA GOVERNMENTAL ACTIVITES Audited Audited Projected Projected 6/30/2013 6/30/2014 6/30/2015 6/30/2016 Lease Revenue Bonds $ 120,350,000 $ 108,975,000 $ Direct Net Debt Overlapping Debt (1) $ 120,350,000 8,011,719,776 $ 108,975,000 7,968,224,378 $ 97,135,000 $ 84,665,000 7,869,741,121 7,835,302,300 Overall Net Debt $ 8,132,069,776 $ 8,077,199,378 $ 7,966,876,121 $ 321,960,274 $ 310,300,015 $ 339,536,633 Population Estimate (2) Full Value of Taxable Property (3) 3,944,859 4,008,651 97,135,000 $ 84,665,000 $ 7,919,967,300 $ 403,013,954 4,063,700 4,148,200 Ratios (4) Direct Net Debt Per Capita $ Overall Net Debt Per Capita $ 31 $ 2,061 $ 27 $ 2,015 $ 24 $ 1,960 $ 20 1,909 Direct Net Debt as % of FV Property 0.037% 0.035% 0.029% 0.021% Overall Net Debt as % of FV Property FV Property Per Capita 2.526% 81,615 $ 2.603% 77,408 $ 2.346% 83,554 $ 1.965% 97,154 $ Notes: (1) Projected overlapping debt for 2015 and 2016 was based on a three year average of general obligation Bonds for Cities, Towns, School Districts and Special Assessment Districts. Source: www.azdor.gov/ReportsResearch/ReportofBondedIndebtedness.aspx (2) Projections for 2015 and 2016 population are based on estimates provided by the Arizona Department of Administration. Source: https://population.az.gov/population-projections (3) Full Cash Value Taxable Property Estimate for Tax Year 2016 was 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 (FV) Property = Direct Net Debt/FV Property • Overall Net Debt as 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. 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 fifteen percent of such taxable property. At June 30, 2014, the County had no outstanding general obligation debt, (0.00% of taxable property), while the six percent limit was $1,933,740,409 and the fifteen percent limit was $4,834,351,022. 998 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Debt Service 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, 2014 Bond Issue Amount 2007A Lease Revenue Bonds $ 2007B Lease Revenue Refunding Bonds 91,475,000 17,500,000 Total $ 108,975,000 DEBT SERVICE REQUIREMENTS TO MATURITY Lease Revenue Bonds Maricopa County, Arizona As of June 30, 2014 Year Ending Total June 30 2015 Principal $ Interest 11,840,000 $ 4,579,180 Debt Service $ 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 4,040,000 3,273,230 7,313,230 2020-24 23,160,000 13,363,625 36,523,625 2025-29 29,195,000 7,175,463 36,370,463 2030-32 20,765,000 1,106,788 21,871,788 Total $ 108,975,000 $ 999 40,642,950 $ 149,617,950 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Debt Service 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, 2014. 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, 2014 Year Ending June 30 Principal Total Debt Service Interest 2015 2016 $ 1,335,273 $ 36,231 36,231 $ 36,231 1,371,504 Total $ 1,335,273 $ 72,462 $ 1,407,735 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. 1000 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Debt Service SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE Special Assessment Districts Maricopa County, Arizona As of June 30, 2014 Bond Issue Amount Queen Creek Water K-91 $ 5,674 Plymouth Street K-109 43,791 Total $ 49,465 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, 2014, 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, 2014, the balance on this note was $406,828. 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, 2014, the balance on this note was $2,586,674. On March 4, 2014, the Housing Authority of Maricopa County entered into a repayment agreement with the U.S. Department of Housing and Urban Development (HUD) totaling $115,524 to repay misused program funds as determined by the 2010 HUD Limited Management and Financial Review. The agreement bears no interest and calls for equal annual payments of $11,552 from non-federal resources beginning June 30, 2014, and ending June 30, 2023. At June 30, 2014, the balance on this note was $103,971. DEBT SERVICE REQUIREMENTS Housing Authority Loans Payable Maricopa County, Arizona As of June 30, 2014 Year Ending June 30 Principal 2015 $ 66,373 2016 69,218 2017 71,725 2018 75,154 2019 638,795 2020-2023 2,746,208 $ 1001 3,667,473 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Debt Service Housing Authority of Maricopa County Capital Leases Obligation The Housing Authority of Maricopa County entered into a long-term lease commitment for equipment that has been accounted for as a capital lease. The lease obligation is part of a U.S. Department of Housing and Urban Development approved Energy Performance Contract (EPC) that provides for continued Public Housing funding and certain incentives for increasing energy efficiency of Public Housing Units. The assets are currently capitalized as Construction in Progress, valued at $1,404,783. At June 30, 2014, the balance on this obligation is $1,792,280. Annual debt service requirements to maturity for Housing Authority capital lease obligations are as follows: DEBT SERVICE REQUIREMENTS Housing Authority Capital Leases Maricopa County, Arizona As of June 30, 2014 Year Ending June 30 2015 Principal $ Interest $ 55,068 Total $ 55,068 2016 58,219 66,283 124,502 2017 64,897 64,130 129,027 2018 71,986 61,730 133,716 2019 79,506 59,068 138,574 2020-24 527,036 245,064 772,100 2025-29 2030 793,716 196,920 128,987 7,282 922,703 204,202 Total $ 1,792,280 $ 687,612 $ 2,479,892 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 1002 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Debt Service responsible for the approval of any form of County borrowing. The Chief Financial Officer coordinates the administration and issuance of debt, as designated by the County Manager. The Chief Financial Officer is also responsible for attestation of disclosure and other bond related documents. References to the “County Manager or his designee” in bond documents are hereinafter assumed to assign the Chief Financial Officer as the “designee” for administration of this policy. Use of Debt Financing Debt financing includes General Obligation Bonds, Revenue Bonds, Certificates of Participation, Lease/Purchase agreements, and other obligations permitted to be issued or incurred under Arizona law. Method of Sale Debt issues of the County may be sold by competitive, negotiated, or private placement sale methods unless otherwise limited by state law. The selected method of sale will be the option which is expected to result in the lowest cost and most favorable terms given the financial structure used, market conditions, and prior experience. Competitive Sale The County will use the competitive sale method unless there are compelling reasons which indicate that a negotiated sale or private placement would have a more favorable result due to prevailing conditions in the market, a financing structure which requires special pre-marketing efforts, or factors are present that are expected to result in an insufficient number of competitive bids. Advantages of using a competitive sale is that the issuer is getting the lowest net interest cost on that day and all parties are given an equal opportunity, but timing is very inflexible. Negotiated Sale When determined appropriate, the County may elect to sell its debt obligations through a negotiated sale. Such determination may be made on an issue by issue basis, for a series of issues, or for part or all of a specific financing program. Negotiated underwriting may be considered upon recommendation of the 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. 1003 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Debt Service Arbitrage profits are made by selling tax-exempt bonds and investing the proceeds in higher-yielding taxable securities, when referencing municipal bonds. Municipal issuers are allowed to make arbitrage profits under certain restricted conditions. The sale of tax-exempt bonds primarily for the purpose for making arbitrage profits is prohibited by Section 103(c) of the Internal Revenue Code. The Debt Management Division of the Department of Finance shall establish a system of record keeping and reporting to meet the arbitrage rebate compliance requirements of the federal tax code. This will include tracking investment earnings on bond proceeds, using outside experts to assist in calculating rebate payments, preparing returns, and making payments in a timely manner in order to preserve the tax exempt status of the County’s outstanding debt issues. Additionally, general financial reporting and certification requirements embodied in bond covenants will be monitored to ensure that all covenants are met. The County will structure its financing in such a way as to reduce or eliminate future arbitrage rebate liability, wherever feasible. Selection of Professional Services The Chief Financial Officer shall be responsible for establishing a solicitation and selection process for securing professional services that are required to develop and implement the County’s debt program. Goals of the solicitation and selection process shall include encouraging participation from qualified service providers, both local and national, and securing services at competitive prices. Bond Counsel Bond Counsel renders opinions on the validity, enforceability and tax exempt status of the debt and related legal matters, and to prepare the necessary resolutions, agreements and other documents. Financial Advisor The Financial Advisor advises on the structuring of obligations to be issued, inform the County of various options, advise the County as to how choices will impact the marketability of County obligations and provide other services as defined by contract. To ensure independence, the financial advisor will not bid on nor underwrite any County debt issues. Competitive proposals will be taken periodically for services to be provided over a period of one year with annual renewal options. Other professional services will be retained, when required, including managing underwriters, credit agencies, escrow agents, trustees, printers, and others. These services will be procured when in the best interest of the County by a competitive selection process. 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. 1004 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Debt Service Copies of official statements for are available through the following recognized municipal repository: Electronic Municipal Market Access (“EMMA”) c/o Municipal Securities Rulemaking Board 1900 Duke Street, Suite 600 Alexandria, VA 22314 Phone: (703) 797-6600 Fax: (703) 797-6700 http://www.dataport.emma.msrb.org Email: emmaonline@msrb.org The Securities and Exchange Commission released final “continuing disclosure” rules (the “Rules”) for municipal bond issues on July 1, 2009, (amended existing Rule 15c2-12). The Rules, which in general were effective on July 3, 1995, impact nearly every issuer of municipal securities. The stated purpose of the Rules is to deter fraud and manipulation in the municipal securities market by prohibiting the underwriting and subsequent recommendation of securities for which adequate information is not available. No underwriter can purchase or sell bonds in an offering of more than $1,000,000 after July 3, 1995, unless it has reasonably determined that an issuer has undertaken to provide to the public information repositories on a continuing basis both annual financial information and notices of specified material events affecting the issuer or its securities. This is applicable unless an exemption applies. The County intends to fully comply with the “continuing disclosure” rules. Maturity Structures Principal payment schedules should not extend beyond the economic life of the project or equipment financed. The structure of debt issued by the County should be to provide for either level principal or level debt service. Except in select instances, deferring the repayment of principal should be avoided. Ratings The County’s goal is to maintain or improve its bond ratings. To that end, prudent financial management policies will be adhered to in all areas. The 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. 1005 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments Attachments Citizen’s Budget Brief 2016 1006 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 1007 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 1008 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 1009 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 1010 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 1011 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 1012 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 1013 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 1014 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 1015 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 1016 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments Budgeting for Results Guidelines and Priorities Approved by the Board of Supervisors on January 7, 2015. 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 begin with the assumption that the FY 2016 primary property tax rate will remain flat, unless critical mandated public services cannot be funded. Other Major Revenue Source Assumptions The base budget will assume the Most Likely forecast values from the County’s economic consultant for State-Shared Sales tax, State-Shared Vehicle License tax, and Jail Excise Tax revenues. Employee Compensation Employee compensation will be determined at a later date after further evaluation of economic conditions and funding challenges. Budget Requests 1) Base budget requests will be prepared within baseline amounts equal to their current budgets plus Board of Supervisor authorized adjustments. The Office of Management and Budget is directed to adjust baseline budgets for the following: a) The annualized impact of FY 2015 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 baseline budgets. If justified by revenue projections, base revenue budget requests may exceed revenue baselines. Revenue baselines 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 baseline 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. 1017 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 4) Requests for additional funding above the baseline 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. 5) Departments participating in the Zero-Based Budget 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, any increases above the FY 2015 appropriation plus the adjustments listed in item (1) above 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 Board’s approval of the budget guidelines. Contingency, Reserves and Fund Balances The base budget will include a plan to incrementally 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 was developed as part of the FY 2015 budget development process. The plan will be advanced in FY 2016. A decision on reserve levels will be made prior to allocation of one-time monies for other purposes. 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. Any use of fund balances and other non-recurring sources to support an operating budget deficit must be specifically approved by the Board of Supervisors. Expenditure Limitation Increases to expenditures will be evaluated for their impact to the County’s Expenditure Limitation as outlined in the Arizona Constitution Article 9 Section 20 and Arizona Revised Statute 41-563. To mitigate the impact of expenditure increases on the expenditure limitation, financing will be considered where there is an established, conservative repayment plan. 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. 1018 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 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 2016 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 be continued as per the schedule developed as part of the FY 2015 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. 1019 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments Budgeting and Accountability Policy I. PURPOSE To direct development and management of Board approved budgets for appointed, elected and judicial branch Departments as well as Special Districts and to ensure accountability and compliance with the law. This policy promotes financial stability while providing Departments with flexibility in managing their allocated resources. II. AUTHORITY A.R.S. §42-17101 requires the County to prepare a schedule of estimated expenditures and revenues each year, i.e., an annual budget. A.R.S. §42-17106 specifies that the County and its Special Districts may not incur expenditures in excess of the amounts appropriated by the Board of Supervisors (Board) in the annual budget. III. DEFINITIONS A. Appropriated Budget: A budget adopted by the Board pursuant to statute that authorizes expending funds or incurring obligations for a specific purpose. B. Appropriation Level: The detail to which a budget is appropriated by the Board, such as department and fund, project, or activity level, etc. Appropriation levels are defined annually by the Board during budget development. C. Assigned Fund Balance: Fund balance which reflects a government’s intended use of resources. D. Board of Supervisors/Board of Directors (Board): For the purpose of this Policy, “Board” refers to the Maricopa County Board of Supervisors and the Board of Directors of its respective Special Districts. E. Carryover: Allocated funds for a specific non-recurring project not spent during the Fiscal Year in which they were approved. Carryover is not allowed from one Fiscal Year to another without Board approval and proper reconciliation. F. Central Service Cost: The overhead cost associated with internal services that cannot readily be broken down by Departmental use (e.g., Finance, Procurement, Facilities Management services). G. Central Service Costs Allocation (CSCA): An allocation of Central Service Department’s costs (i.e., human resources, internal audit) to all Funds through a consistent allocation methodology in proportion to the service or benefit received. The Department of Finance (DOF) will annually prepare the CSCA plan. H. Committed Fund Balance: Fund balance whose use is constrained by limitations that the government imposes upon itself at its highest level of decision making authority (i.e., Board of Supervisors). I. Detention Fund: A Special Revenue Fund approved and funded by a voter initiative that can only be used for Detention related operational and capital expenses. 1020 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments J. Department/Special Districts (Department): For the purpose of this Policy, “Department” refers to any division of the County including elected and judicial branch offices and Special Districts. K. Detailed Budget: The Appropriated Budget calendarized by month, function, organizational unit, program/activity/service, object/source and position as defined annually by the Office of Management and Budget (OMB). L. Discretionary Internal Service Cost: An amount billed to one Department by another Department for internal services provided based on use. M. Fiscal Year: The period used by the County that runs from July 1 through June 30. N. Fully Funded Position: An authorized position that is fully funded by operational and ongoing revenues of the County, whether General Fund, Special Revenue Funds or Grant Revenues. O. Function: The classification of expenditures and revenues according to whether they are recurring or non-recurring, including projects. P. Fund Balance: The difference between fund assets and fund liabilities. For the purpose of this Policy, Fund Balance refers to cash balance. Q. General Contingency: An allocation the Board may appropriate for unidentified and/or unquantified expenses that are later identified and quantified during the Fiscal Year. R. General Fund: The fund associated with County financial resources that serves as the primary operating fund. S. Indirect Costs: A cost to a Department for administrative overhead that is not readily assignable to the objective specifically benefited. T. Internal Service Cost: An amount associated with a specific service provided by one Department for another. U. Internal Service Department: A Department that provides services primarily to other County Departments (e.g., Equipment Services, Telecommunications, Reprographics). V. Non-Departmental: A special Department code utilized for budgeting of specific Board approved items. W. Non-Discretionary Internal Service: A service that costs a flat fee per Fiscal Year to deliver regardless of the number of uses or users; this is also referred to as a base level service. X. Non-General Fund: A fund that is restricted to specifically identified uses. Y. On-going Revenues: Revenues that will be collected each year based on activity within the economy and will be received at a moderately consistent level that can be estimated with a reasonable level of accuracy. 1021 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments Z. One-time Revenues: Revenues that are derived from an event, such as the sale of property, or an economic anomaly that can be estimated or demonstrated to be unique. AA. Owning Department: The Department that owns the asset. BB. Reserves: A portion of the General Fund resources that the Board annually carries forward from one Fiscal Year to the next to maintain a balanced budget in case of unanticipated expenditures or revenue shortfalls. CC. Restricted Fund Balance: Fund balance which is subject to externally enforceable legal restrictions. DD. Special Revenue Fund: A fund that is used to account for the proceeds of specific revenue sources that are restricted or committed to expenditures for specified purposes. EE. Structurally Balanced Budget: A budget in which all recurring expenditures are fully supported by recurring sources of funding over the economic cycle. FF. Unassigned Fund Balance: Fund balance which is not restricted, committed or assigned, or any negative fund balance. GG. Zero Based Budget (ZBB): A process in which the baseline of each budget is zero until expenditures are justified. This differs from incremental budgeting, which only examines the expenditure change from the prior year. IV. BUDGET PRINCIPLES A. Each year, the Board will establish priorities and guidelines for budget development and will adopt Appropriated Budgets for all Departments. B. A Structurally Balanced Budget is required throughout the budget development and implementation process. The County operating standard is that expected revenues will at all times equal on-going expenditures over the economic cycle. C. The County determines the expected General Fund operating revenue for the upcoming Fiscal Year and the budget guidelines that ensure that operating expenditures do not exceed expected revenue. D. The County uses a lump sum budgeting method where Departments are allocated an Appropriated Budget at the start of each Fiscal Year. Departments are expected to manage their allocated funds according to their needs for the full Fiscal Year. Revisions to Appropriated Budgets are allowed only with Board approval. E. The Board approves the budget at the Department, Fund and Function level unless specifically noted. F. The Board segregates a portion of the General Fund resources for budget stabilization which will be sufficient to minimize cash flow borrowing. It may also be used for future year Capital Improvement Program (CIP) and technology expenses and/or appropriated for contingencies in the current Fiscal Year. 1022 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments G. The Board will maintain the property tax levy to provide sufficient levels of service for the County’s Operating Fund, Library District, Flood Control District and Debt Service Fund. H. Throughout the Fiscal Year the budget will be referred to differently, depending on the current stage of development: 1. Baseline Budget: the budget provided to Departments or a modified zero-base budget; the starting point for budget development. 2. Requested Budget: the budget that Departments submit to OMB and the Board for review. 3. Recommended Budget: the adjusted Requested Budget based on OMB analysis and Board guidance. 4. Adopted Budget: the final budget approved by the Board prior to the start of the Fiscal Year; this is the initial Appropriated Budget. 5. Revised Budget: the Adopted Budget inclusive of approved changes during the Fiscal Year; this is also referred to as the Appropriated Budget. V. ANNUAL BUDGET GUIDELINES A. Departments will follow this policy, the annually published guidelines approved by the Board and the instructions provided by OMB in preparing budget requests. B. Restricted Use Funding Sources 1. Grants and Special Revenue Funds will be used wherever possible for direct programmatic costs and appropriate indirect and Central Service Costs. Departments will report to the Board non-appropriated funding sources available to support their operations and programs. Investigatory or security issues will be addressed individually. 2. Grant, donation or intergovernmental agreement (IGA) revenues must be supported by an itemized list of each revenue source. Current Fiscal Year funding levels can be used for the next Fiscal Year budgeting for recurring grants and IGAs, but may not include an increase from the current Fiscal Year. 3. Where appropriate, services and programs will be supported by user fees. Fees should be developed based on current market conditions and on full cost recovery, including Indirect Costs. Fees and fee revenue will be reviewed annually in conjunction with the budget development process. Additional revenue from proposed fee increases may not be budgeted until fees have been approved by the Board. C. Position Funding 1. Positions must be fully funded at all times. In order to create new positions, Departments must first verify ongoing, full-year funding. If a position loses funding, it shall be eliminated. 2. Departments will demonstrate that positions are fully funded during the budget development process and continue to demonstrate the funding in the forecast process throughout the year and into future Fiscal Years’ operational budgets. 1023 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments D. Capital Improvement Budget 1. Each year the Board will develop and approve a five-year CIP budget. Project requests for inclusion in the CIP will include the ongoing operating costs associated with the project and may include a contingency allocation in the amount of 10% of the total project cost or $1,000,000, whichever is less. 2. Capital Improvement requests are to be submitted utilizing the process outlined by the Facilities Management Department. 3. Capital improvements may not be budgeted unless specifically approved by the Board. 4. The Board must approve changes in project appropriations and amendments to five-year CIP or other project plans. E. Major Maintenance and Vehicle Replacement 1. The annual budget should provide for the adequate and prioritized maintenance of facilities and major equipment from current revenues. 2. Major Maintenance requests are to be submitted utilizing the process outlined by the Facilities Management Department. 3. Major maintenance projects for General and Detention Fund facilities will be budgeted in the Facilities Management Department budget. Major maintenance projects for NonGeneral Fund and Non-Detention Fund facilities will be budgeted in the Owning Department budgets. 4. The annual budget should provide for the adequate and prioritized replacement and maintenance of County wide technology software and hardware. 5. Vehicle replacement for General and Detention Fund vehicles will be budgeted in the Non- Departmental budget. Vehicle replacement for all Non-General and Non-Detention Fund vehicles will be budgeted in Owning Department budgets. See Policy B4002, Vehicle Replacement Policy. VI. BUDGET DEVELOPMENT BY STAGE A. Baseline Budgets 1. Budget development starts with the Board and OMB setting a baseline budget for each operating, appropriated, non-grant funded budget. 2. Departments are given either a baseline budget or are directed to build a budget using a modified zero-base budget model or another alternative model. 3. Baseline budgets may or may not reflect the previous Fiscal Year Revised Budget. 4. Departments are required to participate in the strategic planning process. Strategic plans and performance measures, along with direction from the Board, will be the primary bases for funding decisions. B. Requested Budgets 1. Departments shall submit Requested Budgets for review and analysis by OMB. 1024 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 2. Departments shall verify funding for all purchase requisitions or other contracts and agreements. Departments shall not recommend approval of any agreements that commit the County to expenditures for which future funding is not identified. 3. All budget requests shall be submitted at a detailed level as defined in OMB’s annual instructions. C. Recommended Budgets The Recommended Budget is the budget OMB submits to the Board for action after reviewing and revising Department requested budgets based on the Board and County Manager directives. D. Adopted Budget 1. The final budget approved by the Board prior to the start of the Fiscal Year. E. Appropriated Budgets 1. Appropriated Budgets are not guaranteed from one Fiscal Year to the next. 2. Appropriated Budgets may only be changed during the Fiscal Year with Board approval. F. Budget Development Constraints 1. Internal Service Departments will develop fees and charges based on recovery of actual costs for the services they provide. Non-discretionary internal services will be charged at the department/fund level. Discretionary Internal Service Costs are the responsibility of the requesting Department. 2. Where allowable, grant and Special Revenue Funds will pay the applicable Central Service Cost Allocation (CSCA) charges unless the Board approves a variance. CSCA charges for Non-General and Detention Fund Departments, except grant and Internal Service Departments, will be based on a full-cost allocation. Grant and Internal Service Department CSCA charges will be determined in accordance with 2 CFR Part 225 (OMB Circular A-87). 3. Personal service budgets shall include an allowance for salary and benefit savings based on prior years’ turnover rates. 1025 Maricopa County Annual Business Strategies FY 2016 Adopted Budget VII. Attachments BUDGET/MAINTENANCE A. General Statements 1. Departments shall maintain detailed revenue and expenditure budgets. 2. Detailed budgets shall equal Appropriated Budgets. 3. Departments have the flexibility to incur expenditures that vary from their detailed budgets as long as Departments comply with their Appropriated Budget and absorb unanticipated spending increases. 4. Directors and program managers must review new, unfunded or under-funded program mandates from the state and federal government, determine the fiscal impact to their Appropriated Budgets and identify funding solutions. All non-recurring funding, e.g., CIP funding, will undergo a reconciliation process at year-end and the carry-forward budget will be adjusted by the Board. 5. Reconciliation of non-recurring expenses, including projects will occur annually at the end of the Fiscal Year and must be adjusted and approved by the Board as soon as possible after the third close of the Fiscal Year but no later than October 31st of the current calendar year. B. Revised Budget 1. The Board may require Departments to wait until the end of the Fiscal Year before acting on Department requests for increases or contingency transfers to Appropriated Budgets. 2. OMB will ensure that all detailed budgets equal the Appropriated Budget, including any revisions made to the Appropriated Budget during the Fiscal Year. 3. Departments may not exceed their annual Appropriated Budgets. 4. If a Department exceeds its Appropriated Budget or creates financial liabilities for the County at the end of the Fiscal Year, the Department will prepare a corrective action plan which it will present to the Board. Any Department with a negative year-to-date expenditure or revenue variance in the General or Detention Fund must provide a written explanation and corrective action plan to the Department of Finance (DOF) and OMB. 5. A written explanation and corrective action plan may also be required for negative variances in other funds. DOF and/or OMB will report material variances in other funds to the Board. C. Forecasting 1. Forecasting is a process of reviewing actual expenditures and revenue values and estimating the remaining Fiscal Year’s expenditures and revenues. 2. Departments and OMB will forecast all elements of the budget based on OMB’s requirements. 3. Department expenditures and revenues shall be monitored and reported on a monthly basis to determine the estimated fund balance and availability of funding for one-time needs. D. Budget Maintenance Constraints 1026 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 1. Appropriated Budgets supported by grants, donations or IGAs must be amended by the Board if expenditures are forecasted to exceed the appropriation level. These amendments must be supported by an updated reconciliation of all revenue sources that demonstrates the proposed amendment is fully funded. 2. Appropriated Budgets must be reduced if revenue is forecasted to be significantly less than the current budget. VIII. FUND BALANCE A. Fund Balances will be estimated and included in the annual budget. Fund Balances may be appropriated for the following specific uses: 1. Acquisition of fixed assets 2. Retirement of outstanding debt 3. Fiscal stabilization by offsetting operating revenue shortfalls due to economic downturns, with adjustments to restore the structural balance of the budget over the economic cycle. B. One-time revenues from the sale of real property, less amounts for contingent liabilities such as environmental clean-up, will be set aside for capital improvements or to retire debt used to finance capital improvements. C. In cases where an expenditure can be funded by more than one component of the Fund Balance, funding will be used in the following order: 1. 2. 3. 4. 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 Fourth, expenditures will draw on restricted Fund Balances D. Fund Balances may be utilized after an expenditure limitation carry forward analysis is completed with Department of Finance. 1027 Maricopa County Annual Business Strategies FY 2016 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 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. 1028 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 2. 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. 3. 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. 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. . 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 Evaluating Results 1. Internal Audit will review and report on strategic plans and performance measures. 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. 1029 Maricopa County Annual Business Strategies FY 2016 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 nongrant 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. 1030 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 1. The Board of Supervisors or Board of Directors must formally accept all grant awards prior to any funds being expended. 2. Departments/Special Districts will consistently negotiate grant agreements to meet County or Special District goals and policies. This includes conducting a cost/benefit study to determine the appropriateness of Maricopa County or Special District pursuing a particular grant. 3. Departments/Special Districts will negotiate for advance funding financial arrangements first and only accept reimbursement funding as the final option. 4. Departments/Special Districts will clearly define any matching requirements required by Maricopa County or Special District during the application process. 5. To minimize interest expense to Maricopa County, Departments/Special Districts will try and negotiate a reimbursement schedule that is in alignment with this policy. Departments/Special Districts will closely monitor their expenditures and claim reimbursement whenever expenses exceed $100,000, or on a monthly basis. 6. Maricopa County or Special District will utilize the County financial system to track, monitor and report all grant financial activity. All grant activity must be closed out within 150 days of the grant end date. 7. Departments/Special Districts are required to charge indirect costs on all grants unless prohibited by the grant contract, law, County Board of Supervisors approval or Special District Board of Directors approval. ♦ Indirect costs will always be included (applied for) in the financial section of the grant application. ♦ Indirect costs will be recovered at the maximum allowed by the Grantor or as defined on the Indirect Cost Plan that is approved by the Department of Finance. 8. Departments/Special Districts do not have the authority to negotiate a lower indirect cost reimbursement in order to increase program funding. 9. Departments will expend all grant funds prior to expending any general fund appropriations, or in the case of Special Districts, before expending other Special District revenues in relation to grant programs. 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. 1031 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 1. Initial Grant Application a) Departments/Special Districts are not required to obtain Board of Supervisors/Board of Directors approval prior to submitting an application for grant funding provided the grant meets the following requirements: 1. There is no matching requirement of funds; 2. Indirect costs are fully recoverable; and 3. There is no future or ongoing contributions required after the grant period ends. In addition, the Director of the Department or Special District shall certify that the grant being applied for meets the above requirements. Departments that wish to apply for grants that do NOT meet one or more of the above requirements must obtain Board of Supervisors/Board of Directors approval prior to submission of the application. b) Departments/Special Districts are required to obtain the approval of the Board of Supervisors/Board of Directors prior to submitting an application for grant funding for any type of deviation from this policy including full indirect cost recovery. The information on the agenda must be clear and describe the nature of the deviation(s). It must also be clearly noted the intent or non-intent to apply for further grants from this particular grantor of this nature. After this grant has been reviewed and accepted by the Board of Supervisors/Board of Directors, subsequent grants in that fiscal year from the same Grantor Agency with like provisions do not require the Board’s review and acceptance during the application process. c) Grants for the Judicial Branch in Maricopa County will be identified by the Presiding Judge of the Superior Court in an annual presentation to the Board of Supervisors. The presentation will reference the individual grants, and whether any of the provisions of the grants deviate from this Policy. After these grants have been reviewed and accepted by the Board of Supervisors, subsequent grants for that fiscal year from the same Grantor Agency with like provisions do not require the Board’s review and acceptance of the grant. Subsequent grants from a new Grantor Agency must be transmitted to the Board of Supervisors for review and acceptance. d) Departments/Special Districts may seek approval for both the Grant Submittal and Grant Award Acceptance at the pre-submission stage, provided that all terms of the grant are in compliance with this policy and the information presented to the Board of Supervisors/Board of Directors is consistent. e) Departments/Special Districts will provide to the Department of Finance a copy of all grant agreements which must specifically include the award amount, grant period dates, availability of indirect costs and the indirect cost percentage (%), distinction between reimbursement or advance funding and a complete description of the grant. The provided information will be used to establish controls on the County financial system and will not be changed or modified (award period, grant award, etc.) without supporting documentation from the Grantor. 1032 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 2. On-Going Grant Application From year to year, Departments/Special Districts may receive grant funding from the same Grantor for the continuation of a program. In this case, Departments must notify the Board of Supervisors/Board of Directors in an annual or more frequent presentation of their intent to apply for all ongoing grants. Grants for the Judicial Branch in Maricopa County will be identified by the Presiding Judge of the Superior Court in an annual presentation to the Board of Supervisors. The presentation will reference the individual grants, and whether any of the provisions of the grants deviate from this policy. After these grants have been reviewed and accepted by the Board of Supervisors, subsequent grants for that fiscal year from the same Grantor Agency with like provisions do not require the Board’s review and acceptance of the grant. Subsequent grants from a new Grantor Agency will be transmitted to the Board of Supervisors for review and acceptance. 3. Funding To improve cash management practices, it is the County and Special Districts’ preference to receive funding on an advance basis instead of a reimbursement basis. Therefore, every effort is to be made by Departments/Special Districts to obtain advance funding from the Grantor Agency. This is especially critical for one-time grant funded programs where the County or Special District is advancing funds to nonprofit subcontractors. The Department/Special District may be requested by the Office of Management and Budget (OMB) to present the cost/benefits of accepting a grant versus not accepting a particular grant. The cost/benefit analysis must take into account if the grant-funded services are mandated and comply with the MFR Budgeting format. One-time Grants, which are actually start-up grants for new programs or services, will be so noted in the submittal to the Board of Supervisors/Board of Directors. Program costs, which Departments/Special Districts wish to continue once the grant funding has been depleted, will be identified and reported to the Board of Supervisors /Board of Directors at the time of submittal for consideration. The Department must present analysis and information to the Board of Supervisors/Board of Directors to assist the Board in deciding whether the County or Special District should fund expenses for the project or program from other County or Special District funds following the depletion of the grant funds. 4. Claiming Reimbursement a) Departments/Special District will record and track grant revenues and expenditures utilizing the County financial system. b) Departments/Special District shall submit claims to the Grantor Agency as frequently as permitted under the grant agreement. This will be no less frequent than monthly or when the expenditures reach $100,000, unless otherwise established by the grantor. c) At grant year-end, each Department/Special District shall close out its respective grants. This includes preparing and submitting any required final reports to the Grantor Agency and either returning excess funds or requesting final reimbursement for the grant year. All grant closing documentation will be submitted to the Finance Department to ensure the grants are accurately closed on the financial system within 150 days after the grant 1033 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 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: 1. 2 CFR Part 225 (OMB Circular A-87) County-wide Central Services Cost Allocation Plan. The Department of Finance is responsible for preparing and negotiating the County-wide 2 CFR Part 225 (OMB Circular A-87) plan with Maricopa County’s cognizant agency, United States Department of Housing and Urban Development (HUD). The Department of Health and Human Services is Maricopa County’s assigned cognizant agency regarding audit issues. Whenever permitted by the Grantor Agency, grants requiring County or Special District matching funds may utilize County Overhead (A-87) as a last option. All other opportunities must be exhausted to meet the 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. 2. Departmental Indirect Cost Allocation Plan(s). The County’s 2 CFR Part 225 (OMB Circular A-87) indirect costs plans are used as a means of equitably recovering indirect costs from both federal and non-federal grant programs. All departments/Special Districts receiving grant funds can submit a written request to the Department of Finance to prepare a Departmental 2 CFR Part 225 (OMB Circular A-87) Indirect Cost Allocation Plan. In some cases the grantor may limit the recovery of indirect costs to a percentage less than the combined Departmental and County-wide 2 CFR Part 225 (OMB Circular A-87) indirect rate. In these cases, the Departmental 2 CFR Part 225 (OMB Circular A-87) rate shall be satisfied first. Any remaining funds will then be applied to the County-wide 2 CFR Part 225 (OMB Circular 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 1034 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 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. 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 1035 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 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 Department/Special District is not in full compliance with Grant policy. when 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. 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 Department/Special District is not in full compliance with Grant policy. when 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. 1036 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments b) Reconcile and close expired grants on the County financial system within 150 days of the grant end date (as entered on the County financial system). c) Communicate with the Office of Management and Budget and the Department of Finance regarding grants with a negative balance (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 1037 Maricopa County Annual Business Strategies FY 2016 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. 1038 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments Vehicle Replacement Policy 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 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 1039 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments costs for maintenance, operation and replacement. To assist OMB in performing a full analysis of the revised replacement plan, Departments/Special Districts are requested to provide: 1. A justification statement which supports changes to be in the best interest of Maricopa County citizens, enhances services provided to the citizens and benefits the County/County Special District overall. This statement can also include information on changes in service levels which require the use of a different vehicle class, the impact on current and future costs for maintenance, operation and replacement as well as information on funding. 2. A spreadsheet which reflects the current vehicle replacement schedule with costs and the proposed vehicle schedule with costs. The spreadsheet needs to reflect the increase or decrease of cost for each vehicle and an explanation for the cost change. 3. A complete justification for any equipment additions to the replacement vehicles and how these equipment additions enhance the service levels being provided to Maricopa County citizens. 4. OMB will review the request and provide the Department/Special District and Equipment Services with final approval or disapproval of the proposed change to the Department’s/Special District’s equipment vehicle replacement plan within three working days of receipt. 1040 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments Budget Calendar FY 2016 Budget Calendar 10/24/2014 Budget system available to Departments. BFR memo issued with forms and submission requirements. 12/8/2014 Elected Official and Judicial Branch budget presentations to the Board of Supervisors. 12/10/2014 Elected Official and Judicial Branch budget presentations to the Board of Supervisors. 12/23/2014 OMB Issues Department BFR Memo with Internal Service Charges, Central Service and Variable Benefits Information. 1/7/2015 Board of Supervisors approves Budgeting for Results Guidelines and Priorities. 1/21/2015 Budget Kick-Off for Departments. 2/10/2015 Assessed Values and Levy Limits reported by Assessor. 1/30/2015 Zero-Based Budgets Due. Late Jan - Late Feb Departments Submit Budget Requests. 3/16/2015 Departments Submit CIP Budgets. April 6 - May 1 OMB Consolidates Budget Recommendations. 5/18/2015 FY 2016 Recommended Budget Presentation. 5/18/2015 Adoption of FY 2016 Tentative Budget. June Publication of Tentative Budget and Truth in Taxation Notice. 6/22/2015 Final Adoption of FY 2016 Budget. 8/17/2015 Adoption of the FY 2016 Property Tax Levy. 1041 Maricopa County Annual Business Strategies FY 2016 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 donations made in support of programs and activities of the Sheriff’s Office. 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 federal law relating to the disposition of any property that is transferred to a law enforcement agency. 1042 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 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. 227 Juvenile Probation Grants: Accounts for the grant funds that are utilized for the child nutrition program, family counseling and safe schools program. 1043 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 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. 248 Elections Grant: Elections Grant was set up to account for all grant activity administered by the Elections Department. 1044 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 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. 258 Sheriff Towing and Impound: This is a dedicate fund for vehicle impoundment revenues and expenditures. Revenues for this fund originate from the recovery of administrative charges relating to tows and impounds that are performed by the Office. 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. 1045 Maricopa County Annual Business Strategies FY 2016 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. 1046 Maricopa County Annual Business Strategies FY 2016 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 Capital Lease Debt Service: The Capital Lease Debt Service Fund accounts for the debt service on capital leases. 422 Intergovernmental Capital Projects: Intergovernmental Capital Projects account for capital project spending predominantly funded from General Fund revenues. 440 County Improvement: The County Improvement Fund has been established to fund capital projects through the issuance of Certificates of Participation, Series 2015. 445 General Fund County Improvements: The General Fund County Improvement Fund has been established to fund current and future capital projects. Fund assets may be used to pay directly for capital projects or may be appropriated by the Board of Supervisors for debt service. None of the funds has been pledged for debt service, and fund assets may be transferred by the Board of Supervisors at any time for any other County purpose. 455 Detention Capital Projects: Accounts for the proceeds associated with the 1/5 of one-cent sales tax approved by voters in the General Election on November 3, 1998 and extended by voters in the General Election on November 5, 2002. Fund assets may be used to pay directly for capital projects or may be appropriated by the Board of Supervisors for debt service. None of the funds has been pledged for debt service and fund assets may be transferred by the Board of Supervisors at any time for any other County purpose. 460 Technology Capital Improvement: Established by the Board of Supervisors with adoption of the FY 2011 budget to account for General Fund and other resources committed for technology improvement projects. 461 Detention Technology Capital Improvement: Established by the Board of Supervisors with adoption of the FY 2011 budget to account for Detention Fund resources restricted for technology improvement projects consistent with A.R.S. §42-6109.01. 503 Air Quality Grant: Air Quality Grants was set up to account for all Grant activity administered by the County Air Quality Department 1047 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 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. 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. 606 Choice Fund H.S.A.: This fund collects employee and employer contributions for payment of the employees’ health insurance premiums for the self-insured Health Savings Account insurance plan. 607 FI Dental PPO: This fund collects employee and employer contributions for payment of the employees’ dental insurance premiums for the fully-insured dental plan. 608 Coinsurance Pharmacy: This fund collects employee and employer contributions for payment of the employees’ pharmacy premiums for the self-insured coinsurance pharmacy plan. 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. 1048 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 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. 625 FI Prepaid Dental: This fund collects employee and employer contributions for payment of the employees’ dental insurance premiums for the fully insured prepaid dental plan. 626 FI Life and AD and D: This fund collects employee and employer contributions for payment of the employees’ life insurance premiums for the fully insured life insurance plan. 627 Supplemental Life: This fund collects employee contributions for payment of the employees’ supplemental life insurance premiums for the fully insured supplemental life insurance plan. 628 Employee Assistance (EAP): This fund collects employer contributions for payment of the employee assistance program expenditures for the self-insured EAP program. 629 SI Dental: This fund collects employee and employer contributions for payment of the employees’ dental insurance premiums for the self-insured dental plan. 630 Dependent Life: This fund collects employee contributions for payment of the employees’ dependent life insurance premiums for the fully-insured dependent life benefit plan. 631 Voluntary Benefits: This fund collects employee contributions for payment of the employees’ voluntary insurance premiums for the fully-insured voluntary insurance benefit plan. 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. 1049 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments 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. 1050 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments Revenue Source Codes Revenue Revenue Source Name Source 601 Property Taxes 605 Tax Penalties and Interest 606 610 Sales Tax Licenses and Permits 615 Grants 620 Other Intergovernmental Revenues 621 Payments in Lieu of Taxes 625 State Shared Sales Tax 626 State Shared Highway User Revenue 630 Sate Shared Vehicle License Taxes 634 635 636 Intergovernmental Charges for Services Other Charges for Services Internal Service Charges 637 Fines and Forfeits 638 Patient Services Revenues 645 650 Interest Earnings Miscellaneous Revenue 651 652 680 Gain on Fixed Assets Proceeds From Financing Transfers In Comments Amounts collected on property taxes assessed on real, secured and unsecured personal property. Amounts collected as penalties for delinquent tax payments, and the interest charged on delinquent taxes from the due date to the date of the actual payment. Amounts collected for a sales tax levied by the County. Revenues from businesses and occupations that must be licensed before doing business or licenses and permits levied according to benefits presumably conferred by the license or permit. Contributions or gifts of cash or other assets from the federal and/or state government to be used or expended by the county for a specified purpose, activity or facility. Other non-grant revenues levied by the federal to state government and shared with the county on a predetermined basis. Payments from other governments or other local units/organizations for owned properties falling within the County's geographical boundaries on which it cannot levy property taxes. Transaction Privilege Taxes levied by the state government and shared with the County, based on a statutory distribution formula. Tax levied by the state government on motor fuel consumption and other transportation-related items, and shared with the County based on a statutory distribution formula. Tax levied by the state government based on the assessed value of motor vehicles and shared with the County based on a statutory distribution formula. Charges for service provided to other public entities. Various types of County charges for services and other related activities. Revenue collected by internal service fund department of the County for centralized internal service operations, (telecom, equipment services, reprographics, etc…). Amounts collected for a compliance violation of any applicable laws, policy or other authoritative rule or amounts collected through confiscation. Charges for patient and third-party reimbursements for healthcare related services. Revenue from holdings invested for earnings purposes. Any and all revenue that cannot be reasonably classified to another specific revenue code. Gains received from the sale of fixed assets. Proceeds from financing transactions. Inflow of monies transferred between funds within the County. 1051 Maricopa County Annual Business Strategies FY 2016 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. 1052 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments Expenditure Object Codes (continued) Object 855 861 865 872 873 880 890 910 915 920 930 940 950 955 956 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. Description Interest Expense Gain/Loss on Fixed Assets Depreciation Services - Allocation Out Services - Allocation In Transfers Out Loss on Fixed Assets Land Capital - Allocation Out Capital - Allocation In Used to allocate capital charges to another fund/department. Used to allocate capital charges from another fund/department. 1053 Maricopa County Annual Business Strategies FY 2016 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 1054 Maricopa County Annual Business Strategies FY 2016 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. 1055 Maricopa County Annual Business Strategies FY 2016 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. 1056 Maricopa County Annual Business Strategies FY 2016 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. 1057 Maricopa County Annual Business Strategies FY 2016 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. 1058 1059 ** *** E D D D D C B B E E 887,561,706 977,938,570 110,876,679 198,722,096 200,000 634,820,006 67,937,742 187,135,405 799,649,539 885,992,461 Special Revenue Fund 11,111,103 20,774,603 2,306,108 3,729,868 5,075,127 14,275,716 20,453,530 22,624,855 Debt Service Fund 380,782,925 982,189,810 15,570,587 147,569,508 64,568,018 785,622,871 191,175,627 352,810,717 Capital Projects Fund 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 1,041,491,611 1,041,491,611 232,901,777 5,809,670 720,142,496 465,539,207 82,902,015 938,915,578 1,009,458,395 General Fund FUNDS 234,491,656 254,353,502 3,517,901 215,508,001 35,327,600 226,633,235 223,407,386 Internal Service Funds $ $ $ 2015 2,321,526,101 $ (259,991,174) 2,061,534,927 853,223,529 1,208,311,397 $ 1,208,311,398 $ (190,746,884) (190,746,884) (359,349,043) (359,349,043) (190,746,884) (175,421,646) (172,767,713) Eliminations Funds 2016 2,364,692,117 (294,546,246) 2,070,145,871 818,783,938 1,251,361,932 1,251,361,933 2,364,692,117 3,086,001,212 2,306,108 200,000 1,449,366,764 533,476,949 1,105,263,607 2,001,405,863 2,321,526,101 Total All Funds 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 on this line represent Fund Balance/Net Position 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). Budgeted Expenditures/Expenses * Total Financial Resources Available Interfund Transfers In 2016 2016 Other Financing (Uses) 2016 2016 Other Financing Sources 2016 Amounts for Future Debt Retirement Estimated Revenues Other than Property Taxes 2016 LESS: Secondary Property Tax Levy 2016 Reduction for Amounts Not Available: Primary Property Tax Levy 2016 Interfund Transfers (Out) Fund Balance/Net Position at July 1*** 2016 2016 Actual Expenditures/Expenses** 2015 2016 Adopted/Adjusted Budgeted Expenditures/Expenses* 2015 Fiscal Year S c h Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2016 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments Auditor General Forms Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments MARICOPA COUNTY Summary of Tax Levy and Tax Rate Information Fiscal Year 2016 2015 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) $ 2016 605,635,662 $ 628,355,561 442,762,977 $ 471,193,529 $ 3. Property tax levy amounts A. Primary property taxes B. Secondary property taxes General Fund - Override election Flood Control District Library District Total secondary property taxes C. Total property tax levy amounts $ $ $ 43,660,332 19,504,284 49,512,136 19,250,761 $ 63,164,616 $ 68,762,897 $ 505,927,593 $ 539,956,426 $ 429,480,088 7,462,534 436,942,622 $ 457,057,723 8,481,484 465,539,207 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 ** $ $ $ $ 61,269,678 1,086,942 62,356,620 $ $ 66,700,010 1,237,732 67,937,742 $ 499,299,242 $ 533,476,949 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 1.3209 1.3609 1.3209 1.3609 0.1392 0.0556 0.1592 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 2016 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 $471,193,529; for Flood Control District is $49,512,136 and for Library District is $19,250,761. 1060 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2016 ESTIMATED REVENUES ** ACTUAL REVENUES* ESTIMATED REVENUES 2015 2015 2016 SOURCE OF REVENUES GENERAL FUND Taxes TAX PENALTIES & INTEREST $ PAYMENTS IN LIEU OF TAXES 13,500,000 $ 10,599,804 $ 11,087,186 12,340,468 12,757,501 13,686,679 STATE SHARED SALES TAX 465,300,725 464,222,189 492,019,045 STATE SHARED VEHICLE LICENSE 132,858,100 132,120,977 138,282,676 2,296,821 1,901,242 2,311,877 Licenses and permits LICENSES AND PERMITS Intergovernmental GRANTS OTHER INTERGOVERNMENTAL 272,887 23,787 4,727,302 5,119,905 5,103,302 Charges for services INTERGOV CHARGES FOR SERVICES 16,203,253 15,909,613 18,211,659 OTHER CHARGES FOR SERVICES 24,948,742 23,141,427 24,509,638 7,000 7,524 6,988 11,601,839 9,832,624 9,802,082 2,800,000 2,841,587 2,800,000 2,638,705 3,220,988 2,321,364 PATIENT SERVICES REVENUE Fines and forfeits FINES & FORFEITS Investments INTEREST EARNINGS Miscellaneous MISCELLANEOUS REVENUE Total General Fund $ * 689,495,842 $ 681,699,168 $ 720,142,496 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 TRANSPORTATION OPERATIONS $ 105,980,390 $ 106,136,155 $ 108,602,126 Total Road Fund $ 105,980,390 $ 106,136,155 $ 108,602,126 Health Services Fund PATIENT SERVICES REVENUE $ 2,425,701 $ 2,826,865 $ 2,290,807 Total Health Services Fund $ 2,425,701 $ 2,826,865 $ 2,290,807 List Fund: Other Special Revenue GRANTS, MISC. REVENUE, ETC. $ 511,380,202 $ 496,051,642 $ 523,927,073 Total Other Special Reveue $ 511,380,202 $ 496,051,642 $ 523,927,073 Total Special Revenue Funds $ 619,786,293 $ 605,014,662 $ 634,820,006 1061 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2016 ESTIMATED REVENUES ** ACTUAL REVENUES* ESTIMATED REVENUES 2015 2015 2016 SOURCE OF REVENUES DEBT SERVICE FUNDS NON-DEPARTMENTAL $ 2,057,300 $ Total Debt Service Funds $ $ 4,875,999 4,875,991 STADIUM DISTRICT 729,620 1,373,504 3,701,623 6,933,291 $ 5,605,619 $ 5,075,127 13,574,779 $ 10,117,283 $ 29,364,618 CAPITAL PROJECTS FUNDS TRANSPORTATION $ LIBRARY DISTRICT 6,000 21,100 STADIUM DISTRICT 750,200 764,700 750,200 7,901,434 832,433 200 NON DEPARTMENTAL FLOOD CONTROL DISTRICT 7,729,989 5,700,000 Total Capital Projects Funds $ 34,453,000 27,932,413 $ 19,465,505 $ 64,568,018 144,576,843 $ 144,499,408 $ 160,167,998 INTERNAL SERVICE FUNDS EMPLOYEE BENEFITS AND HEALTH $ ENTERPRISE TECHNOLOGY PROCUREMENT SERVICES EQUIPMENT SERVICES RISK MANAGEMENT 16,514,603 16,767,629 17,069,304 845,217 857,936 845,217 16,854,693 18,555,078 16,854,693 20,570,789 Total Internal Service Funds $ 199,362,145 20,781,757 $ 201,461,808 20,570,789 $ 215,508,001 ELIMINATIONS FUNDS ELIMINATIONS $ (172,767,713) $ (175,421,646) $ (190,746,884) Total Eliminations Funds $ (172,767,713) $ (175,421,646) $ (190,746,884) TOTAL ALL FUNDS $ * 1,370,742,271 $ 1,337,825,116 $ 1,449,366,764 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. 1062 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2016 OTHER FINANCING 2016 SOURCES FUND GENERAL FUND NON DEPARTMENTAL PUBLIC HEALTH $ $ $ 5,809,670 $ Total General Fund $ $ $ 5,809,670 $ 232,871,777 30,000 232,901,777 $ $ $ 1,139,868 SPECIAL REVENUE FUNDS ANIMAL CARE AND CONTROL $ EDUCATION SERVICE FLOOD CONTROL DISTRICT LIBRARY DISTRICT NON DEPARTMENTAL PUBLIC HEALTH STADIUM DISTRICT TRANSPORTATION Total Special Revenue Funds $ DEBT SERVICE FUNDS NON DEPARTMENTAL INTERFUND TRANSFERS 2016 IN 208,119 198,483,977 30,000 200,000 200,000 $ Total Debt Service Funds $ CAPITAL PROJECTS FUNDS FLOOD CONTROL DISTRICT $ LIBRARY DISTRICT NON DEPARTMENTAL STADIUM DISTRICT TRANSPORTATION Total Capital Projects Funds $ INTERNAL SERVICE FUNDS RISK MANAGEMENT $ Total Internal Service Funds $ ELIMINATIONS FUNDS $ ELIMINATIONS COUNTY FLOOD CONTROL DISTRICT LIBRARY DISTRICT STADIUM DISTRICT TRANSPORTATION Total Eliminations Funds $ TOTAL ALL FUNDS $ 34,195,616 664,734 587,500 200,000 1063 $ $ 198,722,096 $ $ $ $ $ 3,729,868 3,729,868 $ $ $ $ $ $ $ $ $ 34,195,616 664,734 38,420,197 3,885,778 70,403,183 147,569,508 $ $ $ $ 3,517,901 3,517,901 $ $ $ $ (250,199,732) $ (34,195,616) (664,734) (3,885,778) (70,403,183) (359,349,043) $ $ - $ - 3,885,778 70,403,183 110,876,679 15,570,587 $ $ 15,570,587 (250,199,732) (34,195,616) (664,734) (3,885,778) (70,403,183) (359,349,043) - Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2016 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 SERVICES 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 $ 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 $ 1064 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 1,633,844 $ 19,704 385,020 15,956 9,338 5,331 5,331 5,331 5,331 5,331 25,623 15,478 533,120 103,266 41,065 63,334 1,378,111 36,064 38,203 37,882 66,459 6,649 8,132 2,471,039 420,813 164,809 50,772 66,581 36,500 302,035 718,508 170,155 232,090 29,964 142,227 (25,806,966) 47,600 64,423 145,218 717,558 37,804 516,240 23,718 216 7,313,250 1,134,045 91,652 23,125 (6,442,721) $ (6,550,131) $ ACTUAL EXPENDITURES/ EXPENSES* 50,005,283 $ 1,228,712 258,954 23,388,295 599,827 412,831 339,139 342,240 347,714 363,118 367,015 1,656,195 1,203,940 32,066,719 2,958,374 46,296,374 3,218,278 83,496,887 2,556,760 1,390,438 2,645,564 17,994,489 244,097 263,126 30,162,672 4,495,090 41,428,817 2,823,366 3,747,454 2,260,912 1,834,785 17,395,956 16,829,572 10,730,378 12,237,478 2,287,040 8,300,399 237,104,916 1,141,417 853,490 2,461,364 3,867,156 8,960,099 39,385,686 3,010,912 11,467,877 2,019,372 111,110 106,683,703 85,659,663 4,934,388 3,076,137 938,915,578 $ $ BUDGETED EXPENDITURES/ EXPENSES 48,431,973 1,220,657 258,954 23,810,684 628,206 957,977 367,334 367,334 367,334 367,334 367,334 1,689,859 1,410,875 35,113,480 3,039,657 55,510,049 3,270,791 84,690,053 2,558,743 1,458,606 2,887,082 13,289,773 248,733 266,025 38,748,160 4,126,131 45,229,900 2,820,433 4,389,485 2,380,912 1,837,309 17,982,816 17,610,838 11,938,113 13,126,660 2,409,724 8,481,057 304,929,864 1,259,802 868,232 2,458,330 4,065,513 9,345,411 40,027,986 3,160,740 11,668,669 2,158,549 113,445,081 86,211,042 5,000,623 3,231,384 1,041,491,611 33,433,773 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2016 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 $ Total Debt Service Funds $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 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 $ ACTUAL EXPENDITURES/ EXPENSES* 1,365,174 $ 387,320 1,185,806 893,935 4,204,113 2,409,818 275,880 173,037 276,808 40,110 500,000 3,521,939 21,807 652,739 234,850 7,581 (2,380,645) 69,950 797 2,478,716 2,229,393 559,819 (59,519) 19,049,428 $ (4,232,815) $ 16,753,180 $ 3,700,378 20,453,558 $ 2,171,297 $ 40,000,000 $ 43,722,900 $ 14,940,514 13,615,896 464,899 8,220,327 61,997,740 14,112,337 2,416,818 25,230,118 134,407 1,758,249 6,642,955 819,018 20,832,273 29,300,054 30,998,529 64,120,584 1,611,726 6,968,795 41,466,084 33,128 121,976 24,955,380 7,579 1,995,136 9,617,224 8,137,701 48,938 1,700,256 50,633,587 4,432,514 226,430,738 2,917,251 15,236,271 59,265,060 4,742,577 799,649,539 $ $ 49,442,827 18,267,649 12,329,387 471,005 7,774,240 63,151,585 13,183,799 5,000 28,168,106 470,278 1,815,266 7,935,127 1,136,484 19,855,027 26,961,191 32,840,393 65,389,861 1,724,219 7,221,433 40,524,936 25,968 182,434 29,489,719 63,210,959 10,917,061 8,178,791 48,942 1,764,814 50,759,524 5,490,958 234,188,140 3,008,311 15,844,414 60,727,906 304,341 4,751,611 887,561,706 25,000,000 2,171,297 $ 16,753,180 $ 3,700,350 20,453,530 $ 7,409,480 3,701,623 11,111,103 $ 38,732,944 $ 66,000,000 (2,724,510) $ 70,412,375 2,402,500 79,627,808 191,175,627 $ 216,409,355 4,003,000 94,370,570 380,782,925 160,957,275 $ 17,686,665 19,257,222 881,045 27,851,028 226,633,235 $ 166,963,791 19,021,458 17,822,193 845,217 29,838,997 234,491,656 (181,990,122) (8,756,762) (190,746,884) CAPITAL PROJECTS FUNDS FLOOD CONTROL DISTRICT $ LIBRARY DISTRICT NON DEPARTMENTAL STADIUM DISTRICT TRANSPORTATION Total Capital Projects Funds $ 230,953,727 2,003,000 82,578,500 355,535,227 $ INTERNAL SERVICE FUNDS EMPLOYEE BENEFITS AND HEALTH $ ENTERPRISE TECHNOLOGY EQUIPMENT SERVICES PROCUREMENT SERVICES RISK MANAGEMENT Total Internal Service Funds $ 155,681,205 $ 17,566,149 17,711,693 915,217 31,591,029 223,465,293 $ ELIMINATIONS FUNDS ELIMINATIONS COUNTY $ ELIMINATIONS COUNTY AND DIST Total Eliminations Funds $ (164,758,171) $ (8,009,542) (172,767,713) $ $ $ (167,412,104) $ (8,009,542) (175,421,646) $ TOTAL ALL FUNDS $ 2,309,530,514 $ 11,995,587 $ 2,001,405,863 $ * BUDGETED EXPENDITURES/ EXPENSES (3,124,510) 400,000 (11,188) $ (17,145) (8,281) (21,293) (57,907) $ 2,364,692,117 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. 1065 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2016 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015 ADULT PROBATION: ADULT PROBATION FEES $ ADULT PROBATION GRANTS DETENTION OPERATIONS GENERAL Department Total $ 13,427,008 2,876,995 26,843,287 48,375,459 91,522,749 AIR QUALITY: AIR QUALITY FEES $ AIR QUALITY GRANTS GENERAL Department Total $ 13,105,170 4,106,337 1,209,008 18,420,515 ANIMAL CARE AND CONTROL: ANIMAL CONTROL FIELD OPERATION $ ANIMAL CONTROL GRANTS ANIMAL CONTROL LICENSE SHELTER GENERAL Department Total $ 3,671,437 1,539,157 7,749,000 258,954 13,218,548 $ $ Department Total $ 23,997,819 23,997,819 ASSISTANT COUNTY MANAGER 940: GENERAL $ Department Total $ $ $ ACTUAL EXPENDITURES/ EXPENSES * 2015 $ 543,187 821,987 1,633,844 2,999,018 $ $ $ $ 3,286,398 $ 3,639,290 387,320 $ 10,329,498 258,954 13,874,850 $ 8,690,097 258,954 12,588,341 $ $ 385,020 385,020 $ $ 23,388,295 23,388,295 $ $ 23,810,684 23,810,684 611,468 611,468 $ $ 15,956 15,956 $ $ 599,827 599,827 $ $ 628,206 628,206 ASSISTANT COUNTY MANAGER 950: DETENTION OPERATIONS $ GENERAL NON DEPARTMENTAL GRANTS Department Total $ 394,478 953,890 89,121 1,437,489 $ $ $ $ 2,286 9,338 1,183,520 1,195,144 $ $ $ $ 396,764 412,831 68,135 877,730 $ $ $ $ 402,546 957,977 68,459 1,428,982 BOARD OF SUPERVISORS DIST 1: GENERAL $ Department Total $ 361,973 361,973 $ $ 5,331 5,331 $ $ 339,139 339,139 $ $ 367,334 367,334 BOARD OF SUPERVISORS DIST 2: GENERAL $ Department Total $ 361,973 361,973 $ $ 5,331 5,331 $ $ 342,240 342,240 $ $ 367,334 367,334 BOARD OF SUPERVISORS DIST 3: GENERAL $ Department Total $ 361,973 361,973 $ $ 5,331 5,331 $ $ 347,714 347,714 $ $ 367,334 367,334 BOARD OF SUPERVISORS DIST 4: GENERAL $ Department Total $ 361,973 361,973 $ $ 5,331 5,331 $ $ 363,118 363,118 $ $ 367,334 367,334 19,704 19,704 $ 387,320 1066 $ 12,772,336 3,171,370 33,499,121 48,431,973 97,874,800 14,294,128 3,973,521 1,220,657 19,488,306 $ $ $ 11,174,482 3,766,032 1,228,712 16,169,226 ASSESSOR: GENERAL $ $ 13,069,593 3,420,182 27,233,125 50,005,283 93,728,183 BUDGETED EXPENDITURES/ EXPENSES 2016 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2016 DEPARTMENT/FUND BOARD OF SUPERVISORS DIST 5: GENERAL $ Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015 ACTUAL EXPENDITURES/ EXPENSES * 2015 BUDGETED EXPENDITURES/ EXPENSES 2016 361,973 361,973 $ $ 5,331 5,331 $ $ 367,015 367,015 $ $ 367,334 367,334 $ Department Total $ 1,663,556 1,663,556 $ $ 25,623 25,623 $ $ 1,656,195 1,656,195 $ $ 1,689,859 1,689,859 CLERK OF THE BOARD: GENERAL $ Department Total $ 1,447,540 1,447,540 $ $ 15,478 15,478 $ $ 1,203,940 1,203,940 $ $ 1,410,875 1,410,875 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 $ 2,054,822 2,632,872 1,484,995 1,147,606 34,704,601 989,959 75,000 43,089,855 $ 332,135 $ $ $ 1,427,055 $ 2,386,857 2,374,183 1,855,435 1,064,545 32,066,719 516,151 23,156 40,287,046 $ 1,915,696 2,448,571 1,484,286 1,149,941 35,113,480 700,746 75,000 42,887,720 $ Department Total $ 2,917,302 2,917,302 $ $ 103,266 103,266 $ $ 2,958,374 2,958,374 $ $ 3,039,657 3,039,657 $ Department Total $ 47,007,294 47,007,294 $ $ 41,065 41,065 $ $ 46,296,374 46,296,374 $ $ 55,510,049 55,510,049 CORRECTIONAL HEALTH: DETENTION OPERATIONS $ GENERAL Department Total $ 58,229,181 3,180,331 61,409,512 $ 4,204,113 63,334 4,267,447 $ 61,997,740 3,218,278 65,216,018 $ 63,151,585 3,270,791 66,422,376 COUNTY ATTORNEY: CHECK ENFORCEMENT PROGRAM $ COUNTY ATTORNEY FILL THE GAP COUNTY ATTORNEY GRANTS COUNTY ATTORNEY RICO CRIM JUSTICE ENHANCEMENT DIVERSION GENERAL VICTIM COMP RESTITUTION VICTIM COMPENSATION INTEREST Department Total $ 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 COUNTY MANAGER: GENERAL $ NON DEPARTMENTAL GRANTS Department Total $ 2,520,696 7,000 2,527,696 CALL CENTER: GENERAL CONSTABLES: GENERAL CONTRACT COUNSEL: GENERAL 1067 370,440 533,120 191,360 $ $ $ $ 1,378,111 $ 1,378,111 $ $ 36,064 2,409,818 2,445,882 $ $ $ 125,421 1,481,734 5,185,349 3,007,345 1,491,524 2,572,536 83,496,887 198,000 50,428 97,609,224 2,556,760 2,416,818 4,973,578 $ $ $ $ $ 125,048 1,527,206 5,351,226 1,910,940 1,573,727 2,567,536 84,690,053 111,600 16,516 97,873,852 2,558,743 5,000 2,563,743 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2016 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015 DEPARTMENT/FUND EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015 DEPUTY COUNTY MANAGER 920: GENERAL $ Department Total $ 1,419,821 1,419,821 $ $ EDUCATION SERVICE: DETENTION OPERATIONS $ EDUCATIONAL SUPPLEMENTAL PROG GENERAL SCHOOL COMMUNICATION SCHOOL GRANTS SCHOOL TRANSPORTATION SMALL SCHOOL SERVICE Department Total $ 1,117,223 684,430 2,657,408 796,726 25,224,197 600,000 181,708 31,261,692 $ ELECTIONS: ELECTIONS GRANTS GENERAL $ $ Department Total $ EMERGENCY MANAGEMENT: EMERGENCY MANAGEMENT $ GENERAL PALO VERDE Department Total $ 874,990 242,187 756,264 1,873,441 EMPLOYEE BENEFITS AND HEALTH: 40 PERCENT STD $ 50 PERCENT STD 60 PERCENT STD BEHAVIORAL HEALTH BENEFIT ADMINISTRATION BENEFITS ELIMINATIONS COINSURANCE PHARMACY DEPENDENT LIFE EMPLOYEE ASSISTANCE FI DENTAL PPO FI LIFE AND AD AND D FI PREPAID DENTAL FLEX SPENDING DEP CARE FLEX SPENDING HEALTH GENERAL MEDICAL HDHP W HSA MEDICAL HMO MEDICAL PPO ONSITE PHARMACY CLINIC PUBLIC HEALTH GRANTS SI DENTAL PPO SUPPLEMENTAL LIFE VISION VOLUNTARY BENEFITS WELLNESS Department Total $ 161,260 $ 408,473 2,344,571 1,797,391 3,170,781 (1,157,990) 14,697,568 345,300 400,320 5,481,882 398,661 226,860 801,620 2,269,651 258,539 21,017,804 50,236,155 39,134,609 1,969,148 7,323,579 4,238,527 3,471,236 1,706,262 834,751 1,726,365 163,263,323 $ 313,762 $ 1,390,438 1,390,438 $ $ $ 1,045,788 363,487 2,645,564 637,097 22,454,918 556,815 172,013 27,875,682 $ $ $ $ 66,459 66,459 BUDGETED EXPENDITURES/ EXPENSES 2016 $ $ 37,882 275,880 861,153 20,975,466 21,836,619 1068 38,203 38,203 ACTUAL EXPENDITURES/ EXPENSES * 2015 $ $ 173,037 6,649 $ $ 179,686 $ $ (11,188) 8,132 (3,056) $ 134,407 17,994,489 18,128,896 1,039,798 244,097 718,451 2,002,346 $ $ $ $ $ 152,535 $ 262,421 2,562,384 1,599,751 2,991,361 (1,157,990) 17,876,319 384,043 406,845 5,109,732 418,392 220,203 875,804 2,163,430 263,126 25,429,937 50,095,906 38,088,887 2,051,354 6,642,955 4,409,765 3,808,469 1,388,213 684,511 1,135,003 167,863,356 $ 1,458,606 1,458,606 1,128,875 2,887,082 869,575 25,401,884 600,000 167,772 31,055,188 470,278 13,289,773 13,760,051 1,054,427 248,733 760,839 2,063,999 161,260 408,473 2,207,008 1,760,590 3,005,916 (1,157,990) 18,072,572 345,300 420,963 4,702,760 597,992 225,977 801,620 2,269,651 266,025 26,029,963 52,845,683 39,659,466 2,003,810 7,935,127 4,530,902 3,471,236 1,735,553 683,838 2,181,248 175,164,943 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2016 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015 ENTERPRISE TECHNOLOGY: DETENTION OPERATIONS $ GENERAL TECHNOLOGY INFRASTRUCTURE Department Total $ 1,019,055 33,991,066 17,566,149 52,576,270 $ $ $ $ ENVIRONMENTAL SERVICES: ENVIRONMTL SVCS ENV HEALTH $ GENERAL Department Total $ 22,172,840 4,281,840 26,454,680 $ $ 420,813 420,813 EQUIPMENT SERVICES: EQUIPMENT SERVICES $ Department Total $ 17,711,693 17,711,693 FACILITIES MANAGEMENT: DETENTION OPERATIONS $ GENERAL Department Total $ BUDGETED EXPENDITURES/ EXPENSES 2016 $ $ $ $ 819,018 30,162,672 17,686,665 48,668,355 $ $ $ $ 1,136,484 38,748,160 19,021,458 58,906,102 $ $ $ 20,832,273 4,495,090 25,327,363 $ 19,855,027 4,126,131 23,981,158 $ $ (17,145) $ (17,145) $ 19,257,222 19,257,222 $ $ 17,822,193 17,822,193 32,991,406 49,263,728 82,255,134 $ $ $ 29,300,054 41,428,817 70,728,871 $ $ 40,110 164,809 204,919 $ 26,961,191 45,229,900 72,191,091 2,772,594 2,772,594 $ $ 50,772 50,772 $ $ 2,823,366 2,823,366 $ $ 2,820,433 2,820,433 32,495,393 40,000,000 $ $ $ 72,495,393 $ 500,000 500,000 $ 30,498,529 38,732,944 500,000 69,731,473 $ 32,495,393 66,000,000 345,000 98,840,393 $ Department Total $ 4,309,478 4,309,478 $ $ 66,581 66,581 $ $ 3,747,454 3,747,454 $ $ 4,389,485 4,389,485 HUMAN SERVICES: CDBG HOUSING TRUST $ GENERAL HUMAN SERVICES GRANTS Department Total $ 16,279,189 2,260,912 44,319,456 62,859,557 $ 925,598 $ $ $ 2,596,341 3,521,939 $ 17,204,787 2,260,912 46,915,797 66,381,496 $ 20,143,632 2,380,912 45,246,229 67,770,773 INTEGRATED CRIM JUSTICE INFO: DETENTION OPERATIONS $ Department Total $ 1,628,554 1,628,554 $ $ 21,807 21,807 $ $ 1,611,726 1,611,726 $ $ 1,724,219 1,724,219 $ Department Total $ 1,799,337 1,799,337 $ $ 36,500 36,500 $ $ 1,834,785 1,834,785 $ $ 1,837,309 1,837,309 JUSTICE COURTS: GENERAL $ JUST COURTS PHOTO ENFORCEMENT JUSTICE COURTS SPECIAL REVENUE JUSTICE CT JUDICIAL ENHANCEMNT Department Total $ 17,681,657 46,800 6,479,000 792,000 24,999,457 $ 302,035 $ 17,395,956 8,065 6,300,000 660,730 24,364,751 $ 17,982,816 $ 6,484,250 737,183 25,204,249 FINANCE: GENERAL $ Department Total $ FLOOD CONTROL DISTRICT: FLOOD CONTROL $ FLOOD CONTROL CAPITAL PROJECTS FLOOD CONTROL GRANTS Department Total $ HUMAN RESOURCES: GENERAL INTERNAL AUDIT: GENERAL 1069 $ 276,808 2,471,039 ACTUAL EXPENDITURES/ EXPENSES * 2015 2,747,847 302,035 $ Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2016 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015 ACTUAL EXPENDITURES/ EXPENSES * 2015 JUVENILE PROBATION: DETENTION OPERATIONS $ GENERAL JUVENILE PROBATION DIVERSION JUVENILE PROBATION GRANTS JUVENILE PROBATION SPECIAL FEE JUVENILE RESTITUTION Department Total $ 34,398,313 17,279,942 334,503 4,160,865 3,830,500 10,000 60,014,123 $ $ 1,371,247 $ LEGAL ADVOCATE: GENERAL $ PUBLIC DEFENDER TRAINING Department Total $ 10,786,783 48,269 10,835,052 $ 170,155 $ $ 170,155 $ LEGAL DEFENDER: GENERAL $ LEGAL DEFENDER FILL THE GAP PUBLIC DEFENDER TRAINING Department Total $ 12,005,388 66,362 93,948 12,165,698 $ 232,090 $ $ 232,090 $ LIBRARY DISTRICT: LIBRARY DIST CAP IMPROVEMENT $ LIBRARY DISTRICT LIBRARY DISTRICT GRANTS LIBRARY INTERGOVERNMENTAL Department Total $ 4,579,574 25,226,495 MANAGEMENT AND BUDGET: GENERAL $ Department Total $ MEDICAL EXAMINER: GENERAL $ MEDICAL EXAMINER GRANTS Department Total $ NON DEPARTMENTAL: COUNTY IMPROVEMENT DEBT $ COUNTY IMPROVEMENT DEBT 2 DETENTION CAPITAL PROJECTS DETENTION OPERATIONS DETENTION TECH CAP IMPROVEMENT GENERAL GENERAL FUND CTY IMPROV INTERGOVERNMENTAL CAP PROJ INTERGOVERNMENTAL TECH PROJECT NON DEPARTMENTAL GRANTS TECHNOLOGY CAP IMPROVEMENT WASTE MANAGEMENT Department Total $ 457,278 718,508 195,461 $ 20,646,921 $ 2,382,650 2,382,650 $ $ 8,261,393 $ 8,261,393 $ 16,753,180 $ 5,796,583 40,352,513 40,330,136 293,014,149 38,945,102 127,500 1070 $ 33,152,956 16,829,572 334,503 4,356,326 3,613,804 8,495 58,295,656 $ 10,730,378 33,128 10,763,506 $ 12,237,478 66,362 55,614 12,359,454 $ $ 8,275 222,275 4,300 234,850 14,183,550 145,754,406 468,832 595,725,951 $ BUDGETED EXPENDITURES/ EXPENSES 2016 $ $ $ 33,261,440 17,610,838 390,010 3,811,356 3,058,130 4,000 58,135,774 11,938,113 25,968 11,964,081 13,126,660 66,362 116,072 13,309,094 $ $ 20,565,162 222,275 4,167,943 24,955,380 $ 4,579,574 29,489,719 29,964 29,964 $ $ 2,287,040 2,287,040 $ $ 2,409,724 2,409,724 142,227 7,581 149,808 $ $ 8,481,057 $ 8,300,399 7,579 8,307,978 $ 8,481,057 $ 16,753,180 $ 7,409,480 2,171,297 17,159 (9,984,561) (1,392,157) (25,806,966) (2,257,600) 3,315,936 1,956,452 7,106,246 237,104,916 6,424,254 240,717 7,453,796 267,371 150,120 (29,140,824) $ 53,565,939 38,684 326,265,607 24,910,145 12,497,806 42,557,631 33,276,881 304,929,864 32,696,737 127,500 $ 20,000,000 137,810,431 653,328 591,959,658 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2016 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015 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 $ 1,279,802 3,212,692 7,909 108,777 6,534,860 294,794 291,411 11,730,245 PLANNING AND DEVELOPMENT: GENERAL $ PLANNING AND DEVELOPMENT FEES Department Total $ 868,232 8,538,986 9,407,218 PROCUREMENT SERVICES: GENERAL $ REPROGRAPHICS Department Total $ 2,413,764 915,217 3,328,981 PROTECTIVE SERVICES: DETENTION OPERATIONS $ GENERAL Department Total $ 48,942 3,861,489 3,910,431 $ Department Total $ PUBLIC DEFENDER: GENERAL $ PUBLIC DEFENDER FILL THE GAP PUBLIC DEFENDER GRANTS PUBLIC DEFENDER TRAINING Department Total $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015 $ ACTUAL EXPENDITURES/ EXPENSES * 2015 $ 69,950 $ 69,950 $ 1,141,417 2,749,948 63,564 105,214 6,146,544 294,794 257,160 10,758,641 BUDGETED EXPENDITURES/ EXPENSES 2016 $ $ $ $ $ $ 853,490 8,137,701 8,991,191 $ 47,600 $ (8,281) 39,319 $ 2,461,364 881,045 3,342,409 $ $ 48,942 4,065,513 4,114,455 $ $ $ $ 2,458,330 845,217 3,303,547 $ $ 48,938 3,867,156 3,916,094 9,231,279 9,231,279 $ $ 145,218 145,218 $ $ 8,960,099 8,960,099 $ $ 9,345,411 9,345,411 38,760,010 1,113,694 236,492 567,865 40,678,061 $ 717,558 $ $ $ 718,355 $ 39,385,686 1,048,136 237,289 414,831 41,085,942 $ 40,027,986 1,011,395 237,289 516,130 41,792,800 $ Department Total $ 3,113,186 3,113,186 $ $ 37,804 37,804 $ $ 3,010,912 3,010,912 $ $ 3,160,740 3,160,740 PUBLIC HEALTH: GENERAL $ PUBLIC HEALTH FEES PUBLIC HEALTH GRANTS Department Total $ 11,334,457 5,559,246 41,308,942 58,202,645 $ $ $ 11,467,877 6,080,512 44,553,075 62,101,464 $ $ 516,240 1,007,500 1,471,216 2,994,956 11,668,669 6,638,299 44,121,225 62,428,193 RECORDER: GENERAL $ RECORDERS SURCHARGE Department Total $ 2,134,232 5,940,660 8,074,892 $ 23,718 $ $ 23,718 RESEARCH AND REPORTING: GENERAL $ Department Total $ 338,603 338,603 $ $ 216 216 PUBLIC FIDUCIARY: GENERAL 1071 797 $ 868,232 8,178,791 9,047,023 64,423 64,423 PUBLIC ADVOCATE: GENERAL $ $ 1,259,802 3,833,436 13,990 324,237 5,977,245 362,544 405,609 12,176,863 $ $ 2,019,372 4,432,514 6,451,886 $ $ $ $ 111,110 111,110 $ $ 2,158,549 5,490,958 7,649,507 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2016 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015 RISK MANAGEMENT: COUNTY MANAGER RISK MANAGEMENT $ RISK MANAGEMENT Department Total $ 1,750,000 29,841,029 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 $ 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 STADIUM DISTRICT: BALLPARK OPERATIONS $ CACTUS LEAGUE OPERATIONS LONG TERM PROJECT RESERVE STADIUM DISTRICT DEBT SERVICE Department Total $ 1,711,052 1,274,756 2,003,000 3,700,378 8,689,186 SUPERIOR COURT: CHILDRENS ISSUES EDUCATION $ CONCILIATION COURT FEES DOM REL MEDIATION EDUCATION EXPEDITED CHILD SUPPORT GENERAL JUDICIAL ENHANCEMENT LAW LIBRARY PROBATE FEES SPOUSAL MAINT ENF ENHANCEMENT SUPERIOR COURT FILL THE GAP SUPERIOR COURT GRANTS SUPERIOR COURT SPECIAL REVENUE Department Total $ 140,007 1,616,200 205,600 910,000 84,634,124 506,200 1,546,000 509,200 158,000 2,101,600 2,989,816 5,199,800 100,516,547 TRANSPORTATION: TRANSPORTATION CAPITAL PROJECT $ TRANSPORTATION GRANTS TRANSPORTATION OPERATIONS Department Total $ 82,578,500 684,820 61,737,434 145,000,754 TREASURER: GENERAL $ TAXPAYER INFORMATION Department Total $ 4,910,812 304,341 5,215,153 1072 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015 $ $ $ ACTUAL EXPENDITURES/ EXPENSES * 2015 $ (21,293) (21,293) $ 3,206,597 7,313,250 $ (977,204) $ 9,542,643 $ $ $ 400,000 $ 400,000 $ $ $ $ 203,518,489 106,683,703 574,000 10,901,855 102,220 7,298,757 2,382,444 1,488,547 164,426 333,114,441 1,642,614 1,274,637 2,402,500 3,700,350 9,020,101 $ $ $ $ $ $ $ 47,987 (107,506) (59,519) $ 79,627,808 603,363 58,661,697 138,892,868 $ 117,128 442,691 $ $ 27,851,028 27,851,028 138,123 1,575,165 205,600 910,000 85,659,663 426,132 846,578 480,139 152,530 2,169,952 3,432,507 4,899,545 100,895,934 1,134,045 $ BUDGETED EXPENDITURES/ EXPENSES 2016 1,693,864 $ $ $ $ 91,652 $ 4,934,388 $ $ 91,652 $ 4,934,388 $ 29,838,997 29,838,997 211,614,638 113,445,081 600,873 11,250,326 52,000 26,774 7,184,985 1,482,444 1,750,000 226,100 347,633,221 1,711,052 1,297,259 4,003,000 3,701,623 10,712,934 115,007 1,578,566 180,600 713,621 86,211,042 505,901 1,165,971 530,756 108,000 2,218,728 3,432,507 5,294,757 102,055,456 94,370,570 250,939 60,476,967 155,098,476 5,000,623 304,341 5,304,964 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2016 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015 WASTE RESOURCES AND RECYCLING: GENERAL $ WASTE TIRE Department Total $ 3,277,969 4,751,611 8,029,580 ELIMINATIONS COUNTY: ELIMINATIONS $ Department Total $ ELIMINATIONS COUNTY AND DIST: ELIMINATIONS $ Department Total $ Total all Departments $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015 ACTUAL EXPENDITURES/ EXPENSES * 2015 BUDGETED EXPENDITURES/ EXPENSES 2016 $ 23,125 $ $ 23,125 $ 3,076,137 4,742,577 7,818,714 (164,758,171) $ (164,758,171) $ $ $ (167,412,104) $ (167,412,104) $ (181,990,122) (181,990,122) (8,009,542) $ (8,009,542) $ $ $ (8,009,542) $ (8,009,542) $ (8,756,762) (8,756,762) 2,309,530,514 1073 $ 11,995,587 $ 2,001,405,863 $ $ $ 3,231,384 4,751,611 7,982,995 2,364,692,117 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Attachments Maricopa County , Flood Control District, Library District, Stadium District Full-Time Employees and Personnel Compensation Fiscal Year 2016 Full-Time Equivalent (FTE) Employee Salaries and Hourly Costs Retirement Costs Healthcare Costs FUND 2016 2016 2016 2016 GENERAL FUND 7,796.33 422,262,251 72,858,615 70,739,796 37,479,640 14,222,792 (84,868,742) 3,297,511 535,991,863 Regular Staff 7,425.44 419,311,302 72,858,615 70,739,796 36,753,733 14,222,792 (84,868,742) 3,297,511 532,315,007 370.89 2,950,949 Temporary Staff 2016 - - Personnel Other Benefit Personnel Costs Allocations In Allocations Out 2016 725,907 2016 - Other Personnel Costs Total Estimated Personnel Compensation 2016 2016 - - 3,676,856 - - 11,764,576 - - 357,236 1,149,941 SPECIAL REVENUE FUNDS Regular Staff 11,711,112 201 - ADULT PROBATION FEES 1.50 36,698 7,088 6,407 3,270 204 - JUSTICE CT JUDICIAL ENHANCEMNT 4.00 269,795 25,783 35,616 26,042 - 25.00 824,158 93,176 195,745 62,867 85,396 (111,400) - 207 - PALO VERDE 6.00 344,496 38,173 52,542 36,924 130,615 (69,602) 2,377 535,525 208 - JUDICIAL ENHANCEMENT 7.00 440,560 49,113 62,328 45,679 29,901 (29,981) - 597,600 209 - PUBLIC DEFENDER TRAINING 3.00 149,939 16,714 26,712 16,691 56,594 - - 211 - ADULT PROBATION GRANTS 24.75 1,413,562 138,071 211,766 134,994 31,119 - 50,903 215 - EMERGENCY MANAGEMENT 8.50 495,884 55,206 79,209 53,555 129,678 - 7,000 - - - 1,478,086 - - (98,423) - 423,433 (576,678) - 1,872,990 205 - COURT DOCUMENT RETRIEVAL 216 - CLERK OF THE COURT GRANTS - - 104,545 266,650 1,980,415 820,532 1,478,086 5.00 312,508 35,696 44,520 24,587 218 - CLERK OF COURT FILL THE GAP 47.00 1,724,516 190,045 406,855 128,252 - 219 - COUNTY ATTORNEY GRANTS 59.00 3,679,313 406,402 525,336 409,267 68,811 - 3,699,594 220 - DIVERSION 29.00 1,598,811 180,168 257,493 220,586 - - 1,100 2,258,158 221 - COUNTY ATTORNEY FILL THE GAP 25.00 1,041,728 112,448 214,402 129,968 - - - 1,498,546 222 - HUMAN SERVICES GRANTS 392.50 15,211,187 1,768,079 3,218,866 2,173,717 12,154 21,186,507 223 - TRANSPORTATION GRANTS 1.00 26,074 968 2,226 4,058 225 - SPUR CROSS RANCH CONSERVATION 2.00 82,664 8,780 17,066 13,041 126,330 226 - PLANNING AND DEVELOPMENT FEES 96.00 5,991,252 669,324 840,901 539,184 760,902 227 - JUVENILE PROBATION GRANTS 53.00 2,316,278 372,519 338,149 181,249 285,000 217 - CDBG HOUSING TRUST 228 - JUVENILE PROBATION SPECIAL FEE 232 - TRANSPORTATION OPERATIONS 416.00 21,977,510 - 2,376,385 3,517,466 2,214,021 3,250,280 - (1,389,535) (4,447,776) - 13,544 46,870 - - 247,881 (2,938,288) - 3,446,483 (388,353) 1,890,233 (4,142,712) 1,003 5,864,278 55,335 3,548,530 389,262 3,058,130 28,222,165 2.00 179,672 20,029 17,808 17,730 - - - 235,239 236 - RECORDERS SURCHARGE 27.00 1,926,289 214,374 236,966 203,747 - - - 2,581,376 238 - SUPERIOR COURT GRANTS 26.00 1,059,595 118,115 231,504 130,032 1,044,000 - 1,400 2,584,646 2.00 68,262 7,535 17,808 10,866 599 (24,324) - 27.00 1,162,396 128,247 233,457 195,524 112,596 46.75 2,300,969 253,918 412,335 384,906 141,648 116.73 5,828,656 645,619 1,035,389 560,819 410,135 233 - PUBLIC DEFENDER GRANTS 239 - PARKS SOUVENIR 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 244 - LIBRARY DISTRICT 245 - JUSTICE COURTS SPECIAL REVENUE 246 - LIBRARY INTERGOVERNMENTAL 249 - NON DEPARTMENTAL GRANTS 250 - CACTUS LEAGUE OPERATIONS - - - - - 80,746 999 1,833,219 (243,466) - 3,250,309 (326,388) 400 8,154,631 5,466,723 (105,250) - 5,361,473 - 47.00 1,850,390 212,416 413,971 144,868 30,000 (30,000) - 2,621,646 1.00 40,824 4,038 5,753 3,038 3,859 - - 57,513 - - - - 13,489 - - - 13,489 33,811 2,929,374 - 26,736 7,150,853 (13,489) - 251 - SHERIFF GRANTS 27.00 1,939,828 422,608 204,244 516,546 15,216 252 - INMATE SERVICES 134.00 4,850,621 607,383 1,035,612 607,425 23,076 5.00 303,742 32,448 39,085 29,247 3,657 3,748.60 177,728,030 26,990,832 34,668,063 16,780,874 36,985,723 (2,404,129) 1.00 52,557 6,028 8,904 4,067 426,400 (17,200) - 480,756 - - - - 1,510,400 (69,200) - 1,441,200 97,327 37,121 17,808 14,080 - - - - 253 - BALLPARK OPERATIONS 255 - DETENTION OPERATIONS 256 - PROBATE FEES 257 - CONCILIATION COURT FEES 258 - SHERIFF TOWING AND IMPOUND 259 - SUPERIOR COURT SPECIAL REVENUE 2.00 - 4,687,528 (202,878) (128,728) 3,234,164 500 394,689 293,983,557 166,836 - 4,558,800 261 - LAW LIBRARY 3.00 153,929 17,162 26,712 16,877 - - - 214,680 262 - PUBLIC DEFENDER FILL THE GAP 9.00 572,688 63,874 79,402 60,443 - - 28,550 804,957 - - - 66,362 - - - - 15,000 2,042,783 15,000 4,063,093 - 66,362 263 - LEGAL DEFENDER FILL THE GAP - 264 - SUPERIOR COURT FILL THE GAP 30.00 1,407,224 220,814 267,120 132,625 265 - PUBLIC HEALTH FEES 60.00 2,559,574 268,930 498,698 288,023 2.00 71,919 8,177 14,964 12,722 - - - 107,782 20.00 1,122,419 122,977 167,702 160,629 - - - 1,573,727 598,560 266 - CHECK ENFORCEMENT PROGRAM 267 - CRIM JUSTICE ENHANCEMENT 1,274,384 (841,516) 271 - EXPEDITED CHILD SUPPORT - - - - - 598,560 - - 273 - VICTIM LOCATION - - - - - 75,000 - - 75,000 (122,496) - 2,053,316 274 - CLERK OF THE COURT EDMS 48.00 1,532,516 175,323 343,562 124,411 4.00 271,490 - 52,936 35,616 20,534 175,915 (175,915) 8,246 388,822 276 - SPOUSAL MAINT ENF ENHANCEMENT - - - - - 117,000 (9,000) - 108,000 281 - CHILDRENS ISSUES EDUCATION - - - - - 124,967 (10,007) - 114,960 282 - DOM REL MEDIATION EDUCATION - - - - - 180,600 - - 180,600 56,314 6,460 17,808 4,356 98,237 - 6,000 189,175 275 - JUVENILE PROBATION DIVERSION 290 - WASTE TIRE 2.00 1074 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Full-Time Equivalent (FTE) FUND 503 - AIR QUALITY GRANTS 2016 Attachments Employee Salaries and Hourly Costs Retirement Costs Healthcare Costs 2016 2016 2016 Other Benefit Personnel Personnel Costs Allocations In Allocations Out 2016 2016 2016 21.00 1,322,455 111,321 186,517 191,214 790,452 - 504 - AIR QUALITY FEES 124.12 6,936,808 766,298 1,076,596 751,351 918,658 (1,608,909) 506 - ENVIRONMTL SVCS ENV HEALTH 242.00 10,902,525 1,222,888 1,869,963 1,212,797 880,641 Other Personnel Costs Total Estimated Personnel Compensation 2016 2016 500 2,602,459 19,348 8,860,150 (188,825) - 15,899,989 30,748,740 532 - PUBLIC HEALTH GRANTS 438.75 20,063,007 2,246,941 3,881,719 2,305,296 6,468,754 (4,216,977) - 572 - ANIMAL CONTROL LICENSE SHELTER 121.00 4,474,484 517,539 1,036,056 693,760 255,980 (444,520) - 6,533,299 574 - ANIMAL CONTROL FIELD OPERATION 50.00 1,836,566 198,718 425,299 216,629 255,417 (258,954) 40,500 2,714,176 669 - SMALL SCHOOL SERVICE 1.00 64,918 7,518 8,854 6,194 117.50 7,497,422 841,837 946,642 767,223 102,270 782 - SCHOOL COMMUNICATION 6.00 383,352 43,852 52,060 35,093 349,228 (306,845) - 556,740 795 - EDUCATIONAL SUPPLEMENTAL PROG 8.00 654,482 75,081 69,647 63,786 786,876 (562,600) - 1,087,272 213.50 13,106,322 1,448,707 1,846,353 1,039,076 3,019,755 (4,182,588) 10,000 16,287,625 715 - SCHOOL GRANTS 991 - FLOOD CONTROL - - - 87,484 - - 10,155,394 Temporary Staff 204 - JUSTICE CT JUDICIAL ENHANCEMNT 10.00 223,273 - - 25,554 - - - 248,827 211 - ADULT PROBATION GRANTS 6.50 256,836 - - 19,649 - - - 276,485 218 - CLERK OF COURT FILL THE GAP 1.00 39,672 - - 3,034 - - - 42,706 221 - COUNTY ATTORNEY FILL THE GAP 1.00 26,622 - - 2,038 - - - 28,660 232 - TRANSPORTATION OPERATIONS 6.50 215,169 - - 16,951 - - - 232,120 240 - LAKE PLEASANT RECREATION SVCS 3.47 99,445 - - 4,063 - - - 103,508 241 - PARKS ENHANCEMENT FUND 0.96 10,907 - - 2,579 - - - 13,486 244 - LIBRARY DISTRICT 30.84 684,658 - - 52,372 - - - 737,030 246 - LIBRARY INTERGOVERNMENTAL 25.37 499,188 - - 39,641 - - - 538,829 252 - INMATE SERVICES 1.00 36,243 - - 2,773 - - - 39,016 253 - BALLPARK OPERATIONS 0.60 9,772 - - 747 - - - 10,519 10.00 232,139 - - 31,038 - - - 263,177 255 - DETENTION OPERATIONS 265 - PUBLIC HEALTH FEES 1.00 31,095 - - 2,375 - - - 33,470 504 - AIR QUALITY FEES 3.50 82,835 - - 7,428 - - - 90,263 624,961 532 - PUBLIC HEALTH GRANTS 21.45 541,951 - - 83,010 - - - 572 - ANIMAL CONTROL LICENSE SHELTER 2.00 63,361 - - 4,461 - - - 67,822 991 - FLOOD CONTROL 2.00 50,136 - - 3,834 - - - 53,970 7,066.38 335,419,807 Total Special Revenue Funds 44,662,204 61,483,600 34,426,308 90,999,190 (30,686,952) 3,973,832 540,277,989 DEBT SERVICE FUNDS Total Debt Service Funds - - - - - 234 - TRANSPORTATION CAPITAL PROJECT - - - - - 445 - GENERAL FUND CTY IMPROV - - - - - 460 - TECHNOLOGY CAP IMPROVEMENT - - - - - 461 - DETENTION TECH CAP IMPROVEMENT - - - - 990 - FLOOD CONTROL CAPITAL PROJECTS - - - - Total Capital Projects Funds - - - - - - - 3,694,353 - - 135,910 - - 3,465,350 - - 243,261 - - 243,261 - 2,000,000 - - 2,000,000 - - 9,538,874 - CAPITAL PROJECTS FUNDS 461,078 461,078 3,694,353 135,910 3,926,428 9,999,952 INTERNAL SERVICE FUNDS Regular Staff 615 - WELLNESS 6.00 356,169 40,853 53,424 28,326 618 - BENEFIT ADMINISTRATION 17.50 961,275 110,197 152,851 76,218 169,636 654 - EQUIPMENT SERVICES 54.00 2,666,477 278,335 467,407 310,279 9.00 349,084 40,063 76,301 27,389 675 - RISK MANAGEMENT 30.75 2,064,173 228,816 281,031 208,274 681 - TECHNOLOGY INFRASTRUCTURE 57.00 4,010,885 442,265 493,643 411,700 618 - BENEFIT ADMINISTRATION 1.00 10,560 - - 808 - - - 11,368 681 - TECHNOLOGY INFRASTRUCTURE 0.49 14,590 - - 1,116 - - - 15,706 175.74 10,433,213 673 - REPROGRAPHICS - (22,724) - 456,048 (35,586) - 1,434,591 184,537 - - 3,907,035 19,367 - - 512,205 - - - 2,782,293 1,550,316 (1,070,708) 214,996 6,053,098 Temporary Staff Total Internal Service Funds 1,140,529 1,524,657 1,064,111 1,923,856 (1,129,018) 214,996 15,172,344 ENTERPRISE FUNDS Total Enterprise Funds TOTAL ALL FUNDS Regular Staff Temporary Staff - - - - - - - - - 15,038.45 768,115,271 118,661,348 133,748,052 72,970,059 116,684,712 (116,684,712) 7,947,417 1,101,442,148 14,538.88 762,035,870 118,661,348 133,748,052 71,940,681 116,684,712 (116,684,712) 7,947,417 1,094,333,369 499.57 6,079,401 - - 1,029,378 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 1075 - - - 7,108,779 Maricopa County Annual Business Strategies FY 2016 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. 1076 Maricopa County Annual Business Strategies FY 2016 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 2016 to pay for an expenditure budgeted for FY 2015 for which an obligation has been incurred that cannot be paid by June 30, 2015. 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 1077 Maricopa County Annual Business Strategies FY 2016 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. 1078 Maricopa County Annual Business Strategies FY 2016 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 2016 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. 1079 Maricopa County Annual Business Strategies FY 2016 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. 1080 Maricopa County Annual Business Strategies FY 2016 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. 1081 Maricopa County Annual Business Strategies FY 2016 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 1082 Maricopa County Annual Business Strategies FY 2016 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 1083 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Acknowledgements Acknowledgements The Fiscal Year 2016 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, Kirstin Chernin, Lauren Cochran, Cristi Cost, Carmine Davis, Ida Flaherty, Angie Flick, Cindy Goelz, Bridgette Hernandez, Brian Hushek, Kirk Jaeger, Christine Jasinski, Dreamlyn Johnson, Alice Kirk, Jack Patton, Nicholas Romani, Scott Rothe, Harold Sigüenza, Cole St. Arnold, 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: Diane Fedele, Joe Ferrall, Mark Heeg, Lorilea Hudgins, and Duane Lee. Furthermore, special thanks goes out to Barbra Hart of the County Manager’s Office, Sheriff’s Office staff, Department of Public Health staff, and the Flood Control District staff for their photo contributions for the County and District book covers. 1084 Maricopa County Annual Business Strategies FY 2016 Adopted Budget Acknowledgements 1085